>>Live from Denver, Colorado. It's the cube covering comm vault. Go 2019 brought to you by. >>Hey, welcome back to the cube Lisa Martin with Steven and Amanda. We are covering combo go 19 in Colorado day two of our coverage and we're excited to welcome a successful comm vault customer to the cube. We have from the main stage this morning, Matthew mag meet data center, director of Sonic healthcare. Matthew, welcome. Thank you for having me. This is so exciting. Oh good. We're excited to have you. So you got to, you are, you're, as your pen says, a combo customer champion. >>I am a customer champion a, I've kind of prided myself on that for the last few years. Uh, I like to get involved in the community and kind of help the other newcomers to come volt as well. As better my understanding and try to give the guys on the other end of the support line and break. >>So before we dig into Sonic and what you guys are doing and how you're working with combo, give our audience an overview of Sonic healthcare, what you guys do, where you're based, all that good background stuff. Okay. >>So I worked for a Sonic healthcare USA, so that's obviously in the United States. Uh, we are an anatomical and clinical pathology laboratory company. Um, we are based, uh, West coast central and East coast of the United States and we work with hospitals, doctor's office to provide, you know, quick and reliable laboratory results. >>So this is patient data. Yes. We think of, we think of data as I'm sure you do as well. It's the lifeblood. It's the new oil. It's all the things, right? That you hear the new bacon. It's the new bacon is that was like your quote? I saw that combo last year. >>Yeah, they had, they had teachers last year with that data. Yeah. Data is the new bacon. >>Well it's, it's critical, you know, regardless of if you're for Kim comparing it to bacon, I do like that. But it's also, there's the proliferation of it is hard to manage. Tell us a little bit about the it environment at Sonic. You guys have been using combo for about four years, but give us an overview of what you were working with before and how, what may be some of the compelling events were. >>So coming on board with Sonic, uh, the combo rollout was relatively new. We didn't, I didn't really come into a preexisting environment. It was like, okay, this is, this is what we're going to use. I need you to learn it and run with it, make sure that it works. Right. And um, you know, coming from other companies that had different software applications, I was always in charge of the disaster recovery. That's always been kind of like a, a beating heart for me. >>You're the Dr. Guy. It is apparently, >>it's really hard to find someone who's excited about backups. So I've put, it's like, yes, please take it. So I'm coming in and being able to mold this application to kind of how I wanted it was a little like touch and go at first because we had people out of our, um, overseas office that were, uh, handling already and is, they kind of set the stage of how they wanted it to go. But, you know, things change. We've got to kind of move things as we go, but I kind of owe a lot to them to kind of really introducing me to combo. >> So Matthew, one of the things that we've really enjoyed talking about at this show is everybody's ready. They're born ready, they know what they're doing, what it's preparing for when things do fail. So you talked a little bit on stage about some of those times when things fail and how today you're able to be here and you're, the other person in the D R group is here and you don't have to worry about walking away from the office and you know, having, you know, I guess not a Pedro anymore, but getting that call. >>Yeah, they need to be there. So my cell phone. But yeah, so bring us through some of those, you know, failure scenarios. We are always trying different things. You know, combo does offer a wide array of different solutions they have for plans and one of them is their active directory plan. And I'm leaning towards this cause this is my most recent failure is, you know, we were just, I've always had issues with active directory testing. The fail over and my first attempt at it was a failure. But I learned so much off the bat that I'm actually comfortable now that there might be a few tweaks that we have to do. By worst case scenario, we'd definitely be able to get it back online without any issue. But if we would've gone into it without testing, without that failure, who knows what could have happened. It could've been just a resume generating event, you know? >>Well, so you, you Stu alluded to it and what you mentioned in the keynote was, Hey, my other only other Dr. Guy is here in the audience. So I actually, I have >>team a data center team and we're all in charge. It's eight, eight people and we're, we're in charge of the disaster recovery. But, uh, the old gentleman who's with me is the only other one who's, uh, uh, done a lot of the combo training. He comes to Kai, he's been to all three combos, goes with me and uh, he's, he's probably the, if I'm not around, he's the next in line to take that. So if there's a major issue it would be one of us that they would contact by. We're both here >> and you're both here. Well that actually speaks volumes. It does. And we're comfortable and you know, we've been checking email for things but you know, everything's smooth sailing so far. >>I think I saw a quote from you, I think it was in a video where you said before it was like having a newborn. >>Absolutely, absolutely. I used to check like sign in. It's like 10 o'clock every single night for the first year that I worked for sign cause I was petrified cause you know, I knew that I was backing stuff up but I don't know, was it still running with it still being backed up? Did it pause? Was it causing performance issues on the other end? There were so many what ifs and I just, I was, I was a mess. I was a nervous wreck constantly, you know, working till one or two in the morning and then go to bed and then eagerly get up and start checking stuff even before I left the house, you know? And I'm like, Oh, okay, that's finished. But now it's like, yeah, I know I finished not worried about Matthew. I think back to early in my career it was the dreaded backup window is, you know, when am I going to be able to get that in there? >>Can I finish the backup in the window that I have? And we've mostly gotten beyond that. But you know, there's so many new now we were just talking with Sandy Hamilton who was on stage before you about some of that automation. Really great automation sounds good, but there's gotta be a little bit of fear. It's like shit, you know, talking about like texting, I said like we've all texted the wrong thing or the wrong person or you had the wrong person. So tell us your thoughts about how automation is impacting your world and how calm voltage. >> I actually have very little automation workflow running through comm vault right now. A lot of the stuff that we do automation wise lies on the VMware side. Um, so that's, that's been good. I haven't really implemented a lot just because I personally am not comfortable with it yet. >>I'm not against it. It's just something that I haven't really trained myself enough to say I'm going to leave and let this run by itself. I'm still like, Oh no, this could be better. This could be better. This can be better. So until I'm 100% comfortable with that, I think we'll just leave it at a semiautomated task of just, sorry, you said something down the road that you're absolutely even even sitting in keynote yesterday and listening about the Alexa automation and SMS tax, I like writing in a piece of paper to test that because it's something that I've always wanted and ever since combo go last year when they were using Alexa to check SLA and RPO and RTO, I'm like, I want to be able to do that. So that's definitely down the road, but it's on the back burner right now. >>So give us a landscape view distributed organization. You talked about your base in the U S but all of the different clinics and organizations that you work with, are you living in this multi-cloud world? >>So, uh, we are pretty much zero cloud initiative company. Yeah. I'm actually trying to work on a slogan, Oh no, cloud zero cloud and proud or something like that. But I'm not 100% sure. It's definitely not out of the question. But with FedRAMP co compliancy and HIPAA, there's just a lot of regulation between the data that we have for the U S that transmits back and forth, let's say Australia or Ireland or something like that. There's certain regulations that we have to deal with and uh, in the cloud there's, there's very few options of where you can actually have those servers. So it's right now, you know, on prem is kind of, it's kind of our jam. >>So as a lot of organizations are going through FedRAMP certification, I was just at one of Dell's events the other week. They're going through it. I know some other like e-signature companies are doing, a lot of companies are, are you paying attention to that? Is that something that you think in the future might provide more confidence? >>Completely transparent. It's something I should be paying more attention to that I'm, I've just, I really haven't really done as much research as I should have and you know, I take full responsibility for that. But at the same time, you know, there's, there's a lot of other things going on in the U S that until we implement something of that nature, I don't really think that I'm really too concerned about it. So Matthew, you've been to a few of these events. Last one, last year there was a lot of talk about the coming change in this year. Lot of new faces, new Hedvig metallic. Yeah. So what we'll want to get your impression on the executive changes, some of the, you know, are you seeing any indications of organizational changes and the products? What I'm seeing is I'm seeing new life to a product that I've always been told is a dinosaur, which I kind of laugh cause I'm like, well if this dinosaur is doing things that, you know, the greatest and latest and greatest things aren't or aren't really doing. So to see this new life, the new rebranding of the logo, the new leadership, the new acquisitions and everything is just like feeding fuel to the fire. That is combo. And, and I'm, I'm pretty excited. I will say that I'm a little bit more excited about the new additions to like orchestrate and activate since stuff like metallic. I won't really be implementing just because of our business practices. But yeah. >>Let's talk about in our last few minutes here, cause they actually talked about some of the new technologies with orchestrate activate yesterday and today, but in terms of support we just had as to mention, we just interviewed Sandy Hamilton and she's come on board in the last, I think she said four and a half months. Owning professional services systems, engineering support, customer success throughout the entire life cycle. Tell us a little bit in, in our closing minute or so about the support and training that you've gotten from combat that give you the confidence for you and one of your other guys to be here and not tied to your phone. >>I don't think I'd still be with combo if it wasn't for their support. I, I owe so much to their support. They've brought me through some pretty dark times with deployment, with troubleshooting, with failures where I thought that I had things right and it just didn't work. I've called in at one in the morning, got great support, I've caught any 10 in the morning and got great support, phenomenal follow up. Um, their, their community impact, like their forums and their customer champion. So much. Just additional information that helps you not have to call in and not make you feel like that, Oh, that failure. So I owe a lot to their support and their training because without a, like I wouldn't be, I wouldn't be on stage. I'm, I'm wonder if you could put a point on that, the, the forums in your participation as a customer champion, you're spending your own time, you're working with your PBM. >>Why is that so important and how is this the vibrancy of this community, you know, it belongs to the worlds, you know, naming the things that you learn. Somebody taught me, so why shouldn't I teach somebody else? And if that makes someone else be able to go out and ride mountain bikes or cook with their daughter or do anything like that, then I'm all for it because it got me, it got me through all that. So I mean I have 10 15 minutes on the customer forum to answer you. Oh yeah, I know that. I've seen that. I had a gentleman the first morning at breakfast, like I've had a ticket open for two weeks and they can't figure it out. And we worked together and actually got his problem solved, you know? And it was like the only reason is because I've seen that and I worked with combat and they showed me how to fix it and I retain that knowledge. >>That's awesome. DOE takes paying it forward to a whole new level. And it also volumes about how you followed Jimmy chin this morning and nailed it. I tried. It was very difficult, you know, I'm sure that you know why he was filming that solo climber. He was sweaty palms. I was definitely sweaty phone calls. It was, well, Matthew, what a pleasure to have you on the program. So much fun. Thank you. Congratulations on your success and we look forward to hearing it. Many more great things out of Sonic. Thank you. All right. First to a minimum I and Lisa Martin, you're watching the cube from combo go 19.

>> fly from San Francisco. It's the Cube covering Google Cloud next nineteen Tio by Google Cloud and its ecosystem partners. >> Welcome back, everyone live coverage here in San Francisco for the Cube, Google Cloud next twenty nineteen to show around Cloud, Google Cloud, I'm John Forest Do Minimum and Dave along. We've been here all week, three days of wall to wall coverage here on the floor with all the exhibitors. Write the mean all the action we've talked to all the thought leaders, Google executives, entrepreneurs, experts are in the cloud and around the ecosystem. Dave's stew wrapping up the wrap up segment. Kind of can I put the show to rest and look to next year and possibly Google summits. There's one in New York and some other shows we're looking to also cover. But if you look encapsulate the show, I want to get your guys reaction, too. What the main themes have been, we're seeing obviously anthems was the big news. That's the big deal. That's their platform. They want to bring all the connective tissue around data security and really on prim hybrid cloud multi cloud application modernization. Clearly, during my open source and enterprise developers, plus the ability to hybrid and multi cloud stew. Your thoughts on the show. >> Yeah. So, John, you know, when I first saw Antos, I was like, Well, this is CSP that they announced last year We were excited about that talk about things like Azure Stack and eight of us Outpost. But the more I learn about it, the more I understand it. It's more than just kind of g k e and a little bit of packaging here, Eric for David. I just interviewed a Google fellow and, you know, you expect the the Google Fellow to really be able to articulate, You know, the history of Google and the distributor architect doing is like we're going to enable cloud native. Of course, we always had that in the Google Cloud, but now we're going to make that easier for you to do that in your own environment. So when you're thinking about modernizing your applications, you know, I was a little bit tough on Google when I said, Oh, I hear a lot about lift and shift. Well, most customers can't lifted, shifted, not change, because then I'LL pull it back. It's too expensive, but if I could modernize wherever it makes the most sense. I talked to some customers here that said, Look, I need to kick the team and get it into the cloud And then I could modernize and start falling apart. But for someone customers, I can't move that. And they need to modernize it here and that Antos is the key enabler and therefore it's a good message, its extension of what they done with Cuba. Netease. That's a lot of other pieces here. But you know, I'm pretty impressed. >> They want to get your thoughts is one of things I'm seeing and, you know, in sports they wanna team, plays a game and wins. They call it a statement game. I think Google Cloud next twenty nineteen is a statement by Google saying, We're into the enterprise. We're not goingto waiver. We got hired Thomas Curry and mid savory. They're going to keep all the great talent. No one's believing. It's not like a new regime. Change came in. They're pivoting. They knows there's no pivot here. They put a stake in the ground saying we are going to invest in the clouds soon. DARPA Kai, the CEO of Google said that on stage of day one, they're clearly putting all the window dressing around enterprise with all the great phrases that we love. Digital transformation, data centric architecture, multi cloud hybrid monitors that applications They're invested, Dave. They are in it to play. They recognize that they're not gonna win right away because it's a long game. So Google clearly is playing the cards properly. They're saying, Look, if we're going to bring a lot of the table and this long time table, but we're in it to play and we're going to play well when invest. >> Yeah, I think it took a while for me to get there Stew, too. He is. I heard a lot about what Right we do get a global distributed infrastructure or we're doing the applications for digital transformation. We got industry specific solutions. Is what way d'Oh. Okay. Great. And I heard a lot of you know differentiators are unique value proposition. So, for civil, what I would have liked to hear it right up front was okay. We know that eighty percent of your workloads are on Prem. Well, guess what, and we're investing in scale and all that stuff, but We're the best at cloud native and and we're going to take and we have the tools and expertise. We're gonna bring those to you on your premises and show you how to get there. And then when you're ready, come to the cloud. If you're never ready, that's fine. But we're going to earn the right for your future business. Hey said that Stead that >> right way, the things we're wondering your business. But I don't think they can yet say were the best that cloud native and that I think that's that's still good self awareness studio for Google. >> I think they could say it now. Maybe it's debatable. >> I would debate that I do not think that Google is the best cloud native cloud at this point. I don't think they have the breath and depth Amazon has, but I don't think that that's the hard core stick in the ground. Because Cloud native is early cnc F, they're investing heavily in open source is a big bet that they're talking about. They got a lot more work to do but cloud needed. Still, it's still early because you said the workloads is still on premise for most of the enterprises, so we got plenty of time. The point is, if they had overplayed that card, I would have been more cautious. >> Well, I mean, Okay, fine, huh? Let's talk talk about that a little bit because it's new. It's Would you? Would you disagree that internally, Google's got the most sophisticated, the best cloud in the world internally, globally for Google. And they make that comment when they make that claim, right? That start there, we get the best cloud in the world. Yeah, >> well, I think it's got a great cloud, >> too. Okay, so there's stuff on there. I mean, they've got least got some credibility there, so I would have come from that position straight now. The other criticism I heard was where the numbers. Now, that doesn't bother me so much. How long did it take Amazon to show us the numbers? Nine years? I think so. Good. We'LL get there, it's clear it's growing. You look around here. There's what thirty thirty five thousand people don't know what was there last year. Twenty. Twenty five thousand. It's growing, it's growing nicely and the quality of the people is good. >> Here's what I'd say about Google Cloud Steward? Let's get your reaction. Sudhir has Bay said this. He's the director product. Mentioning about cloud fusion, he said This from a customer quote. Google's cloud is like an awesome highway, but I can't get my car on the road. So that's the on ramp. >> I can't get by giving car. Okay, so so this note about you Look at the >> technology from Spanner Cooper duties, which was founded inside Google. And they did that right. Big queries. Amazing. They have freaking amazing tech because they had to do it for Google. So I think that is a key strategy. And I, like other clouds that have come in and then died away, didn't have a lot of tech chops. So Cultural Shift is one of the big teams, but on ramping, getting people on board and the bed another source. I think there's a gestation period that's gives Google some time. I don't think they gotta have it overnight there some table stakes, but they're there checking the boxes just kind of grind it out. >> I mean, look, the critique has been for years is you know, Google's too smart for all of us. you know, way have love reading the papers and were really impressed with the technology. But the term you heard over and over again this week, we're going to meet customers where they are. And I I almost failed. They dialled it down a little too much here because I didn't have anything that I'm like. Wow, blown away. Like, you know, they had er's up on stage and it's like I'm used to seeing him flying out of a plane with a Google glass on his head. >> I was started by the way that was Google. I o like, you're >> gay. But, you know, you know, one of that's what you expect from a googol is you know, some of those pieces and there wasn't a G wow amazing moment for me, but the messaging solid, they absolutely you know, understanding or solving some real customer problems today and, you know, solid >> well and one hundred percent of the cloud providers now have a coherent and explainable hybrid on Prem strategy. You know, frankly, it's about time. I mean, they were denying that for a long time, and I think it's clear that's where the business is >> well to me. The big criteria on the cloud game is Do they have the global footprint? They do. Do they have the software at scale Check? Do they have the connective tissue to bring these disparity opportunity data services together Check working on it, continue to improve. And are they on the philosophy side of things? Meaning one of things that I am made Amazon really great. Wass they from day one. We're a P I center who will always has been part of web services. So they have that DNA. I think apogee is going to be the secret little dark horse. And all this is going to tell Signe because as a p, I become programmable. You saw Sisko of'em wear on stage. Can they build on ecosystem? Can they work with multiple vendors? Because the fact is, from our data and we've been reporting on this on silicon angle and Wiki bomb is that big enterprises and governments, whether it's a d, o. D. Or a big bank, are gonna have hundreds of cloud projects, hundreds of workloads that's going to require unique clouds selection criteria because you cannot separate real time data from software, and that's just the facts of the databases are moving all over the place. If I gotta work Lodi, any data? I gotta be agile with the data, but I then need a data plane to connect across other workload. So workload conversation, I don't think was front and center enough where workloads are for the key criteria. >> And still some of the message on where Google fits in that hybrid and multi cloud world is a little bit muddy to me. So how did they get, you know, on those in your data center? Well, it's a deep partnership with V m where, uh, you know, I heard some people here. It's like, Oh, well, the current Amazon VM wear deal, you know, is like up for renewal soon. It's like I don't see Veum Where an Amazon separating that Latino way. People engineering partnerships. We've heard directly from Andy Jazz sees talked about on the Cube how important that relationship is. S O Veum was going to play across all the cloud environment. But you know, where does Google, you know, really make their money? They're going to partner with all the open source companies. And you know, you're going to own your data. We're going to make sure the prophecies there. So is Dave Said the numbers and the business of how Google Khun start slow scaling and really growing the enterprise business beyond, you know, G sweets now, part of it. And we saw some of the android for enterprise, and they have lots of pieces, but the cloud revenue gets a little bit muddy like a Microsoft. So, you know, from the cloud piece itself, I'm not sure where you know they start gaining on a Microsoft or an Amazon today. >> Well, I think that they could gain ground, take territories. That said on on Day one, Jennifer Linds, demo of no code modification, migration of workloads. If that actually happens, that's going to be a critical piece of the pie that's going to move. Move the needle very quickly for at Google. But I >> want to get you >> guys take on surprises. What surprised you here at the show? What was something that you didn't expect happen? That was a surprise on a good way. To me, the big surprise is that the word customer was used a lot more here than ever before. Customer is the key to success in the enterprise, listening to customer and customer choice. That's the playbook from Amazon. You don't hear Andy Jassy or any other executive Amazon go three words without saying the word customer. If you had a tag cloud and be like customers, the biggest font here we've heard customer choice. That's been a big one for me. >> Surprises. I was going to say when you were asking that question to get to me. It was customer related as well. You know clearly when you in Amazon show it's just customer. Just get inundated with a cool injection of customers. It's very impressive, but you don't have that scale here. However, What did see is a lot of Fortune. One thousand company's senior people were here. Yeah, still kicking the tires but learning. And I think that usually leads to something. So I think Google's developing a lot of pipeline at this show that I think next year is going to translate. We had conversations John with companies that we can't mention on air, but they are seriously substantively looking at moving workloads into Google's Cloud Number one. Number two is if you look around here, Deloitte, Accenture at toes. You know, some of the biggest. I'd like to see more of those global s eyes, and I think you will. And that's where you're going to really start to see customers. >> Dave took the customer. I'll say partner. So we said in one of our analysis segments, that logo slides Good. But, you know, compare itto Microsoft or Amazon. It needs to quadruple where it is today. But in the conversations that I had from startups through some of those big logo's on here, partnering with Google is good for them and they're excited by it. And that's not necessarily the clay case for every one of the big cloud providers out there. >> All right, so a lot of multi cloud talk. I've said multi clouds all the rage, but it's really more a symptom of sort of multi vendor people going best of breed with different departments. Big news last night on Jet I John, I want to get your take. Google really wasn't I don't think ever in the running, but certainly, you know Amazon was the lead Oracle, IBM, Microsoft share the news in your analysis of that news. >> Well, yesterday there was news that the Department of Defense, this Jet I contract joint defense initiative that's going on joining the Price Defense Initiative system. The military cloud ten billion dollar contract was under a lot of It's the biggest story in Tech and DC in generations. It's the confluence of procurement being outdated. Clouds selection, one soul cloud for that workload, multi cloud across in the department and a lot of lost business, potentially for Oracle in IBM. So Amazon, Microsoft, Amazon, Webster's, Microsoft, Oracle and IBM. We're all fighting for this business. The incumbents IBM and Oracle. We're potentially at risk billions of dollars. So it's been a lot of dirty pool, so to speak, a lot of dirty politics, a lot of dirty smear campaigns going on, from Oracle to to Amazon to try to discredit them. So the D. O d. Oracle soothe d o d. Saying is unfair process conflict of interest? The D. O. D made a final selection. Amazon Web services and Microsoft are the final selections and basically kicking out Oracle and IBM at the process. So Oracle, IBM are out. Oracle's lawsuit's still pending that'LL probably be dismissed because Oracle tried three different times to claim conflict of interest. They tried to claim conflict of interest in. And where has three in my notes here July twenty eighteen, November twenty eighteen and April twenty nineteen. All three times competition has been not proven, and Oracle and IBM or out. The analysis here is, is that this proves what we've been saying on the Q and that is, is that you can have one cloud soul cloud for a workload. So the Department of Defense has hundreds of projects. But for the military project that ten billion dollar one Amazon or Microsoft, probably the Amazon to the front runner can serve that cloud. And that's the best architecture. That means that Microsoft will probably win the eight billion dollar contract of the D. O. E s contract for collaboration again. Soul Cloud Soul workload. This is the trendy. My analysis is that Oracle on IBM, mainly Oracle, knew that they were going to lose. They tried to do whatever it takes to kill the deal. And now the D. O. D. Has brought forward and their modernizing the application and all these lawsuits about procurement rules from nineteen eighty five all this trip wires, all these little nuances. This is a great win for the Department of Defense, and I think it is a tell sign for large enterprises because you could be multiple. You'd have multiple clouds, but you can have one cloud work on one workload. It could be a big monster workload like a ten billion dollar >> workload. >> There could be a small work. >> All the tech vendors want to eat it. The government trough, We know that. And so the why is this relevant? It's relevant to me because you're you're absolutely right for a particular set of workloads. Mission critical workloads, especially a single cloud, is going to be more cost effective, more secure, uh, higher availability, less complex. And that's really what the debate is here now is multi cloud gonna happen? Of course, for different workloads is going to be horses for courses. So multi cloud is a huge opportunity. Everybody's going after it stew uh, Google through its hat in the ring in a big way. We seem to have a couple of camps lining up and read. Had interesting, interesting leads in both camps. Kind of got the IBM redhead camp and of'em wear with now with Google Really interesting sort of chessboard matches going on? >> Yeah, absolutely. Every customer we talked to hear. There's no like, Oh, you know, I might be moving most of my stuff or even all of my stuff to the public cloud, but it is workload dependent, and that's how I'm choosing it. Google has some key strength. I took a little while to get the data and I and ML pieces that we know Google has some strength here. One of the questions I had coming into it Can they reclaim kind of that thought leadership space. I'd love to hear whether you guys think I think that was the case, but, you know, messaging point on good speed. You know T K has them talking to the Enterprise in a way that won't scare them away as to oh, geez, I'm not smart enough to work with Google so >> well, I think I think Google has to get enterprise compatible and they've been working really hard to do that, and they got it. Just grind it out. I said this on Tuesday. It's a grinding out game. They've got a got a fight to the trenches. We've got to get the check boxes, and this is what Amazon did that early on and helped them a lot. Google has been working hard, I think, their security angle with the from a device. I phoned the Android phone and onboard security at the edge is huge. I think data and Big Query and those kinds of on boarding tools is going to be a great accelerant. I think cloud code cloud Run Cloud build is a phenomenal construct. I think that's absolutely delivered Ella for friendly. If they can continue to serve the developer for the enterprise and make it easy to build and stand up applications that hit that sweet spot of the trend, which is the modernization of enterprise APS not develop, perhaps not like a startup started sort. Different styles are cloud born in the cloud enterprise that's gonna deal with legacy and all these compliance and all this risk. They could make that easy and make it Dev ops like That's a great check boxes. >> Just a quick note on that, because there was a lot of enterprise talk there. There's a nice group inside a Google, working with a lot of the startups, got to talk to a couple of the start up there, and Google's definitely company there looking to partner with. All >> right, guys, let's wrap this up. Google really leaning into the enterprise heavily. Obviously, they're not. They're not blinking. They're going to continue power forward thinking. I like the mojo they have here. They got a new CEO. We interviewed George Curry, and Thomas's brother Thomas couldn't make it on the Cube. He's super busy talking to customers were gonna get him on the cue soon, but you got a culture here. Google and the culture is innovation, and the cultures Dev ops. The culture's developed for the country's AP eyes D. That puts him in a good position, >> their thoughts. I mean, I've been saying for a decade I feel like a broken record. I said it so much. I stopped saying it that the marginal economics of the Cloud service providers who have scale are driving towards zero. In other words, the more volume they do, they're there. The cost of adding an extra customer goes down to zero, just like software. There's three companies in United States who have that scale Google, Amazon and Microsoft. Obviously some guys outside the U. S. And you look at the cap Ex numbers forty seven billion over the last three years by Google. Thirteen and a half billion year to date US data centers alone. It would take IBM three and a half years to spend that much on Affects Who take Oracle six years. Okay, they just do not have the marginal economics to compete. They'LL compete in other ways, but though these three are in it to win it this big market, they're trillion dollar market. There's enough room for each to carve out an opportunity and continue to grow for quite some time. Do >> and Google lining up their ecosystem of partners to help them get deep into the enterprise. Absolutely, There's good opportunity for Google to do a number of acquisitions. They have, you know, a big bank spend a lot of money not just on infrastructure, but all the partner engagements and definitely some acquisition to help them get there. Wouldn't be surprised if they, you know, made some nice acquisition to help them grow that enterprise. I am in a modern way way now that was mentioned to it was carrying twins could be back together, but sure, >> awesome stuff. Guys, I think my my final take is I've always said Google's the Dark Horse and the Cloud game. They don't have a lot of baggage like a lot of work to do, and they're they're working hard and they really bring in tech to the table that bringing that culture of innovation, they're there behind this. Opportunities for them to move the ball down the field in a big way. I think they can take territory and gain share quickly if global things follow the place. If those bets come home, this dark horse will be right up on number two really quickly. So great job. Wanna thank Google, Google's team Cool calms Team, Google's CMO and executive Thomas carrying for letting us come to the Cube. Bring the Cube here. Google's very co creation oriented. We appreciate the location. I want to thank Google one. Thanks to our sponsors about our sponsors, we wouldn't be here, so he city signal FX. We got net app. We got Saada. We got some great clients here supporting us. You, Fio. Thanks to our sponsors, they signal to the community they care and they support our programs. Our tenth year of Cube coverage at events one. Thank everyone for watching, listening, sharing hit us up on Twitter at Cube and also silken angle dot com. We now are adding on a new feature to our Cube, which is on silicon angle dot com special reports where we flow as many stories as it takes to get the truth out there. Get the story's right, of course. Used the cube and stream the data with you here on the Cube. We're here. Google Next in San Francisco. I'm John Faria student Min David Long. Thanks for watching.

>> fly from San Francisco. It's the Cube covering Google Club next nineteen Tio by Google Cloud and its ecosystem partners. >> Welcome back to the Cubes live Google next nineteen coverage. I'm General Dave Violante. We're here for three days of wall to wall coverage, breaking down all the content from Google Clouds. Big conference here, Google next twenty nineteen or next gas joke of a vice president. Google Data Centers spans all the data centers that Google and Google Cloud deploy. He's the man in charge of thousands of full time employees, thousands of contractors, tens of thousands of construction worker. He's building out the infrastructure and footprint to make the cloud work for Joe. Welcome to the Cube. >> Thank you both Very much. >> So. Sin DARPA Kai, the CEO of Google, kicked off the Kino, the new CEO of Google Cloud. Thomas Korean came on always ten weeks into the job. Clearly, the investment in Google cloud new building on separate from campus. So Google and Google Cloud or two separate groups, has been reported clearly by us and others. But at the end of the day, you're gonna run all the stuffs on somewhere. So you know, you guys have deep, deep experience. I know personally and following Google and covering Google thie excellence and engineering the excellence in building on data centers. What is the status of just quickly Take a minute to explain how it's organized? Get Google proper, Which is where Ron knows Google, Google Search, etcetera, Gmail and Google Cloud. How's that? How's that operate? What's some of the data points? >> Okay, um so, as you know, the head of the teams that do everything from procuring land and writing energy contracts and buying renewable energy to designing, building and operating all the data centers. Cloud is one of my largest customers. But my other customers air search and ads and Gmail and G sweetened. So, really, our data centers I Google are built for the entire Google enterprise, and cloud happens to be one of our largest internal customers in that enterprise. >> How about some of stats countries, regions, data centers? What's the new one? Because you have regions, you availability zones. Talk about some of the stats inside the numbers >> s o what the starting at the Google level, we have data centers in four continents. So we're in North America South America, Asia and Europe. Of course, we have a probably one of the world's largest global private networks with, you know, thirteen undersea cables that are our own and hundreds of thousands of miles of dark fiber and lit fiber that way operate like I said, probably one of the world's largest networks we have in in Europe were in five countries in Europe, were in two countries in Asia. We're in one country in South America, and that's at the Google and North America. Of course, we have many, many, many sites across all of North America. That's it. The Google level now Cloud has nineteen regions that they operate in and fifty eight zones. So each region, of course, has multiple zones in it. You know, we we cover. Google has presence in over two hundred countries worldwide, so really, it is truly global operations. >> So the two hundred countries is Google wide nineteen cloud regions and fifty eight availability zones. That's Google Cloud. That's great. Okay, so do you not sort of mix infrastructure for cloud and things like Gmail and maps and search is that is that correct? This their separate infrastructures or >> it's It's not so separate infrastructure. So when when my team builds a data center, any one of our internal customers could be in that day this up. In addition to the Google owned and operated data centers, we also have some sites that are least in certain regions, and Cloud may be occupying those. But regardless of whether it's owned or leased, its the same hardware in there, it's the same operation staff that Aeryn they're the same expertise, the same deep knowledge about operating cloud environments. And so, regardless of whether we built it or we leased it >> from a CEO Syrian from a CEO's perspective, it's the same cell A nobody availabilities owners. I mean, that's what really matters, right? Okay, >> talk about the scale because one of the things I liked in the Kino Sundar is awesome. And Chris, Great keynote, You scale multiple times. He also had a clever comin around steal, she's said before publicly, amount of steel that goes into building this. This gives you guys large scale. Your guys are building on massive. It's like smart cities almost cause of your own like country, pretty much on the infrastructure. What are some of the key learning that you guys had because you have to be very efficient. Google likes to solve hard problems. You guys have done some things with sustainability. Specifically, talk about some of the learnings. As you guys have been building out these data centers for years with cloud on a massive expansion, you gotta watch the environment. You got to do some things. What if some of the learnings with some of the notable accomplishments you guys air forging on and what are some of the goals? >> So I googled we've been We've been at this for two decades. For more than twenty years we've been building and innovating on hyper efficiency, hyper scale, basically trying to build infrastructure that was more sustainable than had ever been thought possible. And then as our cloud business started to expand and boom, frankly, we set apart Teo build the world's most sustainable cloud. And really, what that means is that you know, we were the first company to announce that we were buying one hundred percent renewable energy, new renewable P P A's to match one hundred percent of our consumption and in twenty seventeen, we achieve that. That was after being carbon neutral for ten years before that. So going all the way back to two thousand seven were a carbon neutral company by mostly buying, buying high quality carbon offsets. Then we decided that no, we want to advance the transition, Teo renewable and sustainable energy. So we started buying direct power purchase agreements for wind and solar on DH. And then in twenty seventeen, we announced that we had matched one hundred percent. What that means is that we've acquired over three gigawatts of new solar and wind power purchase agreements, Mom. And now we're taking it a step further. We have a very ambitious kind of moonshot. Arguably, too, not only match our consumption, but match it twenty four hours a day, seven days a week, three sixty five. So you can imagine the complexity with this because the wind doesn't always blow, the sun doesn't always shine. And so that's going to take moonshot thinking in order for us to get there. But we feel so strongly about it were so committed to this cause that we've got a dedicated team working on this right now. >> So it's not just squeezing tea. You'ii out of the data center I'm sure you're doing that, but absolutely doing >> that. Since the earliest days I've been at Google for over eleven years. From the very first day I got there, I was completely blown away with the numbers that I was seeing about the Peewee and for maybe your audience. Pee Wee's a measure of efficiency in the data center, and and at the time, like back two thousand eight, Cooper was achieving numbers that the EPA thought wouldn't be achieved until, like, twenty twenty. And so I started to dig in and look how, and it was astounding to me the lengths that the company had gone tio toe optimize every single step of the way from the high voltage transformers in our own dedicated substations. Excuse me that that are much more efficient than typical. You know, utility transformers all the way through, minimizing the number of transformations going from grid level like three hundred forty five thousand bolts down to server voltage level, minimising the number of transformations reinventing the way people think about cooling. When we when I got to Google, I was also amazed. Our data centers are running it like roughly about eighty degrees Fahrenheit most data centers run it like sixty five degrees are data centers consume about half of the energy of a traditional enterprise data center at the same size. And in addition to that, we're producing about seven times the computer capacity for the same amount of Watts that enterprise data >> centers comes from. A from a practice of engineering really purpose engineering from day one into the overall holistic plan of the building. >> It's a relentless focus on efficiency and innovation. Right from Day one, when I got there, it had already been well in motion, but it's optimizing across the entire stack. It's optimizing software to be efficient, optimizing the server architecture er, to be more efficient, optimizing the power supplies in the server's optimizing the racks. You know, designing the racks to be working with the cooling equipment, specifically, are cooling systems are unique to Google. There they're not traditional air conditioning units that you would buy for traditional data centers. Sometimes, you know, we'll sight data centers where we can use natural environment in Finland. Our data centers right on the Gulf of Finland, and we use cold seawater from the Gulf of Finland to cool the data center. >> So to be clear, you're doing quite a bit of vertical integration, whether it's your own transformers of power supplies and other equipment, right? Try >> fiberoptic across the K Atlantica, Sundar pointed out. That's what I was doing your own stuff, absolutely officious as you pass on in savings to the customers and society with the sustainability piece. That's right. You have two angles on that. >> Really, it's you know it's good business, of course, because the bottom line. But more importantly, it's also the right thing for us to do. We feel very strongly that we need to be responsible for our impact on the environment and to minimize that impact and to be accountable for it. And we realized that the only way we can truly be accountable for our impact on the environment and for our energy consumption is to have it matched with renewable energy twenty four hours a day, seven days a week, >> not take a side track you. But you know, we've been covering the tech business for many, many decades, and certainly recently tech kind of got a bad name headlines. But I always look for tech stories that you know there was a text bad for people. There's always a good story. I think this is an example of tech for good. You guys have taken real engineering, building large scale systems and facilities, have software running on it. It's really a tech for good story. Congratulations on that. That's awesome work. Now I want to kind of asked you put you on the spot here because I think one conversation we're hearing a lot and I want him Get your expert opinion on this could be Google and also a CZ a person in the industry. Security in the supply chain has come up a lot in terms of whether chips have been hacked. Wave heard things like that in the story. Some of them have proved to be misinformation. Fake news. But you gotta watch security. Google's really hard core on security because you you lived that. How do you look at the supply chain? Is if you're not just throwing contractors at this, you could thinking of a realistic ground zero engineering approach to a holistic picture. How do you guys manage security challenge in the supply chain? Throughout the facilities from chips Teo, access things of that nature. >> So there's two aspects. There's always the logical and the physical security aspect from the physical security aspect in our warehouses that we manage. Of course, we apply the same rigorous standards for physical security. That way, do it their data centers. And that's multi layer in various different types of security technologies that we apply. And but on the logical side, you know, I think you're probably familiar with our Titan chips that way developed and those tightened ships are put in all of our servers, and from the time that they're built to the time that they're in the facility, you know those those chips that's our are securing the servers and your logical side. Though the you know, my colleagues on our information security team are truly the experts that could address that. >> That's where the software shines. That's right, and this is not just one. It's not a silo. You gotta deal physical build. It's kind of a bigger is It's a holistic, any rated model >> it is, and this is, you know, from from the data center industry perspective for us. Long as there's been it, there's always been the debate between facilities and I t right. When I got to Google, I was also so relieved to see that was all technical infrastructure and the systems. The software that runs on those those data centers are all under the same technical infrastructure group. And so you know it all. The buck stops at *** >> For years, there was a discussion and generalize about those groups coming together, and I think the way they come together is the cloud. Frankly, because you haven't seen a lot of change within organizations of ight and facilities really working together, that's right. >> Well, Joe, thanks for coming on the Q. Thanks for sharing your insight. Final word. What's the thoughts folks watching out there who were trying to understand how to bring technology into facilities? In general, people still have data centers they still have on premise activity, from lightbulbs to whatever any, any learnings in parting wisdom. Folks watching there in the facilities and or physical building space on howto build out these, whether it's smart cities with its construction and experiences, you could share with folks out there looking to build a ballistic long term plan. >> Yeah, there's a there's a few things first of all, we've published all of our energy efficiency, best practices. And so I encourage everyone to take a look at those best practices because the best you know, energy savings is the energy not consumed in the first place. So do all the right things to reduce the overall energy consumption in the first place to we want to help further the transition to renewable energy. And so we've published a lot about our power purchase agreements and a lot of the policy work that enables us to do. Those is also set in place for other large energy consumers that want to do the same thing. So our policy work can help Teo allow others to do the same thing. The third part of our sustainability aspect is really a circular economy. You know, we want Teo. I have zero waste to a landfill. We've currently achieved ninety one percent diversion of all of our data center operations, so ninety one percent is diverted to landfill. But we have a objective of one hundred percent note note no waste to a landfill. And then that means you have to do smart things like better re use better recycling better reselling of products that are still good but maybe out of date for for your use and then just ended off. We've really invested in our machine learning and a intelligence both on the data center operations. We have now ml running our some of our cooling systems in fully autonomous mode and doing a much better job of matching the cooling needs to the workloads at the time. And we took that same learning with our deepmind group, partnered with them, and we've applied that Teo are a wind farm now as well, so that they can better predict what the output of wind farm is going to be thirty six hours in advance. That allows the operators of the grid to better bring on more more energy and get higher value Out of that that win dinner. >> Great engineering story at scale. Congratulations. Love the societal impact tech for good. Congratulations. Love to have you back talk about the impact of a i ot Joe, Thanks for coming on the Yeah, it's all coming together with our arms. Jean. A center is not going away. House in the cloud needs to run on servers and has to be done in a engine engineered fashion. Google's leading the charge there. It's Cube Live coverage day, one of three days of coverage will be right back after this short break.

>> fly from San Francisco. It's the Cube covering Google Cloud next nineteen Tio by Google Cloud and its ecosystem partners. >> Run. Welcome to the Cube here, live in San Francisco on Mosconi South were on the floor at Google. Next twenty nineteen. Hashtag Google Next nineteen. I'm John for my co host this week for three days and wall to wall coverage of Google's cloud conference is with Dave. Alonso Has too many men. Guys day one of three days of wall to wall coverage. We got Thomas Curry in the new CEO on the job for ten weeks. Took the realm from Diane Green. Thirty five thousand attendees. It's packed. It's definitely a developer crowd. It feels a lot like a WS, not a corporate show like Microsoft or IBM or others or Oracle. It's really more about developers. We just heard the Kino. Google's making some moves. The new CEO is gonna put on a show. He saw two customers you see in the positioning. Soon DARPA Kai, the CEO of Google, came out really kind of. Ah, interesting keynote Feels like Thomas's that's gonna shake that Oracle off, but he's guns blaring. Some new announcements. Guys, let's do a round upon the keynote. >> Yeah. So, John, as you said, a great energy here that this place is bustling sitting here where we are, we could see everybody is going through the Expo Hall. As you said. Is Google serious about this? This whole cloud activity? Absolutely. There's no better way than to have your CEO up. There we go, The Amazon show. You don't see Jeff Bezos there into the Microsoft shows? You know, you don't usually see you know their CEO. There you have the Cloud Group does the cloud thing, but absolutely. Cloud is a critical piece of what Google is doing. And it's interesting because I actually didn't feel as geeky and his developer focused as I would expect to see at a Google show. Maybe they've heard that feedback for years that, you know, Google makes great stuff, but they're too smart in there, too geeky When you go to the Amazon show, they're announcing all of the different, you know, puting storage pieces and everybody's hooting and hollering. Here it was a little bit more business. It was high level. They had all these partners out on stage and customers out on stage. Many of them, you know, you talk about retail and health care and all these other ones where you say, Okay, Amazons, a major competitor there. So, you know, can Google stake their claim as to how they're going to move up from the number three position and gain more market share? You know, as they fit into the multi cloud, which we know we're going to spend a lot of time on, wears their position in this cloud space today. >> What your thoughts. >> Well, first of all, there's a big show. I mean, it's we're here at IBM thick in February. This feels like a much, much larger event, Number one Stew said. It's really much more developer heavy, I think. John, there's no question people don't question Googles Global Cloud Presence. Soon Dar talked about two hundred countries, ninety cloud regions fifty eight plus two new data centers. So no question there. But there are questions as to whether or not Google could move beyond search and maps and Gmail and really be a big cloud player for Enterprise Cloud that really is to the elephant in the room. Can Google innovate and attractive CEOs? They showed a number of customers, not nearly, of course, as many as what Amazon or even Microsoft would show. They're talking about ecosystem. To me, that ecosystem slide. It's got a cord truthful this year to really show some progress. But you've got new leadership as we talked about last year, John and love to get your thoughts on this. Google's playing the long game. They've got the best tech and you know they've got great data. Great. Aye, aye. I want to take >> into the new rebranding of the Google Cloud platform, which is now called Antos, which is a Greek word for flour. We kind of had visibility into This would kind of start coming. But before we get into that, I want to just kind of point out something that we've reported on looking angle, some that we've been saying on Twitter on DH about Diane Greene. It's been reported that she was fired from Google for missing on red hat. All these rumors, but interesting Thomas Koreans first words, a CEO on stage. It was a direct shout out to Diane Greene. I think this validates our reporting and our analysis that Diane Green absolutely helped hire curry and work with the boy workers Sundar And essentially, because she was the architect of rebuilding Google Clouds Enterprise chops the team there that she recruited we've been following and covering. Diane Green built that foundation. She passed the torch. Thomas Curry. This was not a Diane Green firing, so I think I think Thomas Carrion nice gesture on Diane Green kind of sets the table and validates and preserves her legacy as the rebuilder re architect of Google Cloud. >> Pretty interesting. Yeah. I mean, you know, I think this where there's some smoke, there's fire that don't think Diana Corning court fired. I think you know that she was under a lot of pressure. She was here for seven years. I think they probably felt like Okay, now it's time to really bring somebody in. Who wants to take this to the next level? And I'll die unnecessarily had the stomach for that >> John Really great points there. But it does talk about you know what is the culture of Google? You know, the elephant The room is what is Google? Google makes you know most of their money on advertising. That's not what Google Cloud is. It doesn't fit into the additional model. You know, Google's culture is not geared for the enterprise. As you know that the critique on Google for years has been We make really great stuff and you need to be Google E. And you need to do things the way we do Thomas Koreans out there. We need to meet customers where they are today. That's very much what we hear in the Enterprise. That that's what you hear. You know when you talk about Amazon or Microsoft, they're listening to their customers. They're meeting them at their business applications there, helping them build new environment. So, you know, will Google be a little less googly on DH? Therefore, you know, meet customers and help work them, and that leads to the multi clouding the anthros discussed. >> We heard a lot about that today. I mean, John, you've pointed out many, many times that Cooper Netease is the linchpin to Google strategy. It's really you know, that was the kind of like a Hail Mary relative Tae Ws and that's what we heard today. Multi cloud, multi cloud, multi cloud, where is with a W s. And certainly to a lesser extent, Oracle. It's Unit Cloud Multi Cloud is more expensive is what they tell us. Multi cloud is less secure. A multi cloud is more complex. Google's messaging is exactly the opposite of >> that. So, Dave, just to poke it that a little bit, is great to see Sanjay *** Inn up on stage with VM wear. But where we last cvm were to cloud show. It's an Amazon. They've got a deep partnership here. Cooper Netease is not a differentiator for Google. Everybody's doing it. Even Amazon is being, you know, forced to be involved in it. Cisco was up on stage. This guy's got a deep partnership with Amazon and a ks. So you know, Cooper Netease is not a magic layers. Good job, Ada said on the Cube. Q. Khan. It is something that you know Google, that management layer and how I live in a multi cloud environment. Yes, Google might be further along with multi cloud messaging, then say Amazon is, But you know, Amazons, the leader in this space and everybody that has multiple clouds, Amazons, one of them, even the keynote >> This morning aboard Air Force right eight, I was forced into Cooper days you're not CNW s run demos that show, you know, a target of the Google clouded the Microsoft. You saw that today from Google >> while we see how the Amazon demos with our oracle. But that's the result. Let's let's hold off on the partisan saying, Let's go through the Kino So the Diane Green comment also AOL came out. Who runs VP of Engineer. He's the architect. One. This Antos product. Last year, they announced on G. C. P s basically a hybrid solution G a general availability of Antos, which has security built in out of the box. Multi cloud security integrated for continues integration, confused development, CCD pipeline ing very key news and that was really interesting. This is such a their new platform that they've rebranded called Antos. This is a way for them to essentially start posturing from just hybrid to multi cloud. This is the shift of of Google. They want to be the on premise cloud solution and on any cloud, your thoughts. >> You know, the demo said it all. The ability to take V m movement two containers and move them anywhere right once and move anywhere and that, I think, is is the key differentiator right now. Relative to certainly eight of us. Lesser extent Microsoft, IBM right there with red hat. That's to me The interesting angle >> Here. Look, Google has a strong history with Ken Containers. If you if you scroll back to the early days of doctor twenty fourteen, twenty, fifty, Google's out there as to how many you know, it just so many containers that they're building up and tearing down. However you go to the Microsoft. So you go to the Amazon show. We're starting to talk a lot more about server list. We're gonna have the product lead for surveillance on today. I'm excited to dig into that because on a little bit concerned that Google is so deep in the containers and how you Burnett eases, they're looking for, like a native to connect the pieces, but that they are a little bit behind in some of the next generation architectures built on journalists for death. >> I want to make a point here if you're not the leader in cloud which, you know in Enterprise Cloud, which Google is not, you know, IBM is not or, you know, Oracle is not okay, fine, but if you don't have a cloud like Cisco or Dell or VM, where you have to go after multi cloud. Amazon's not in a rush to go after multi cloud. There's no reason down the road. Amazon can't go after that opportunity. To the extent that it's a real tam, it's There's a long way to go. Talk about early innings were like having started the game of Outpost >> hasn't even been spect out. Yes, sir, there has not been relieved. So we're seeing what Amazon's got knowing they are the clouds. So they're the incumbent. Interesting enough on Jennifer Lin. You mention the demo. Jennifer Lin Cube alumni. We gonna interview her later. She introduced on those migrate Kind of reminds me of some of the best shows we have the migration tools and that migrates work clothes from PM wears into containers running in containers. As you mentioned. A. This is an end and no modified co changes. That's a big deal, >> John. Exactly on Twitter, people are going. Is this the next emotion? You know, those of us who've been in the industry while remember how powerful that was able to seamlessly migrate? You know, the EMS and containers at, You know, I shouldn't have to think about Colin building it where it lives. That was the promise of has for all those years and absolutely things like uber Netease what Google's doing, chipping away at that. They're partnering with Cisco, there partner with pivotal parting with lots of companies so that that portability of code isa lot of >> Master Jack is a cloud of emotion. I mean, we know what the motion did in the Enterprise. >> To me, that's the star. The keynote is actually the rebranding associate positioning thing. But the star of the show is the Jennifer Lin demo, because if anthems migrate actually works, that's going to tell. Sign to me on how fast Google can take territory now. What's interesting also with the announcements, was, I want to get you guys thoughts on this because we cover ecosystems, we cover how Cloud and Enterprise have been pardoning over the years. Enterprise is not that easy. Google has found out the hard way Microsoft is done really well. They've installed base. Google had stand this up from the beginning again. Diane Greene did a great job, but now it's hard. It's a hard nut to crack. So you see Cisco on stage. Cisco has huge enterprise. Cloud the em Where comes on stage? David Gettler Gettler, the VP of engineering of Cisco, one of their top executives on stage. And he has Sanjay *** and keep alumni came on. Sanjay had more time. Francisco. So you have two companies who kind of compete? NSX. We have suffered a fine Cisco both on stage. Cisco, absolutely integrating into We covered on silicon angle dot com just posted it live where Cisco is actually laying down their container platform and integrating directly into Google's container platform to offer a program ability End to end. I think that's something that didn't get teased out on the keynotes doing, because this allows for Google to quickly move into the enterprise and offer true program ability of infrastructure. This is the nirvana of infrastructure is code. This is what Dev Ops has been waiting for. Still your thoughts on this because this could be a game changer. Hydro, what's an A C I. This could put pressure on VM, where with the containers running in platform and the Cisco relationship your thoughts. >> So John Cisco has a broad portfolio. When you talk about multi cloud, it's not just the networking components, it's the eyes, absolutely apiece. But that multi cloud management, uh, is a layer that Cisco has, you know, been adding two and working on for a lot of years, and they've got very key partnerships. So making sure, you know, seeing right seeing David vehicular onstage here. Proof, Cisco, lot of enterprise customers him where, Of course, six hundred thousand customers. They're So Google wants to get into these accounts. You look at, you know, Microsoft strength of their enterprise agreements that they have. So how will Google get into some of these big accounts? Get into the procurement, get into the environment? And there's lots of different methods and partnerships We said our credit >> David vehicular undersold the opportunity here. I mean, when it comes to he did at working Inter Cloud. Sisko is in the poll possession position to basically say we got the best network, the highest performance networks, the most secure networks, and we're in a position to connect all these clouds. And to me, that didn't come out today. So when you think about multi cloud, each of these companies is coming at it from a position of strength. Cisco. Very clearly dominant networking VM wear in virtual ization and I think that came through. And Sanjay *** ins, you know, keynote. I think again Gettler undersold it, but it's a great opportunity for Cisco and Google. >> Well, I think Google has a huge opportunity. It Cisco because if they have a go to market joint sales together, that could really catapult Google sails again. If I get really was kind of copy, we're we're Cisco. But Cisco look, a bm was on stage with them. I thought that was going to be a Hail Mary for for Sisko to kind of have bring that back. But then watching Sanjay Putin come on saying, Hey, we're okay, it's going to be a V m World And Pat Kelsey has been on the record saying, Coo Burnett eases the dial tone of the Internet stew. This is an interesting matchup between Cisco and BM, where your thoughts >> Yeah, so so right. There's so many pieces here, a cz to where their play way. No, there's competitive competition and, you know, partnerships. In a lot of these environments, Google actually has a long history of partnering. You know, I can't even think how many years ago, the Google and GM or Partnership and Cisco. If I can't actually, Dave, there's There's something I know you've got a strong viewpoint on. You know, Thomas Kurian left Oracle and it was before he had this job. Every he says, you know, is T. K going to come in here and bring, you know, oracles, you know, sales methodology into Google. You know, What does he bring? What's his skill set on? You know >> what exact community? I think it's the opposite, right? I think that's why you left Oracle because he didn't want every database to run in the Oracle, Cloudy realised is a huge opportunity out there. I think the messaging that I heard today is again it's completely I saw something on Twitter like, Oh, this is just like organ. It's nothing like Oracle. It's the It's the polar opposite opposite of what Oracle is doing. >> I think I think curry and can really define his career. This could be a nice swan song for him. As he takes Google with Diane Greene did builds it out, does the right deals if he can build on ecosystem and bring the tech chops in with a clear go to market. He's not going to hire the salespeople and the SCS fast enough. In my opinion, that's gonna be a really slow boat. Teo promised land. He's got to do some deals. He's gotta put Some Corp Devin Place has gotta make some acquisitions will be very in the sin. DARPA Kai, the CEO, said. We are investing heavily in cloud. If I'm Amazon, I'm worried about Google. I think they are dark horse. They have a lot of they have a clean sheet of paper. Microsoft, although has legacy install base. Google's got, I think, a lot more powder, if you will. Dave, >> what One little sign? I agree without John, I think you're absolutely right. The clean sheet of paper and deep pockets, you know, and the long game in the great tech. Uh, you have a son should be worried about Google. One little side note, it's still you. And I talked about this. Did you hear? Uh uh, Thomas asked Sanjay Putin about Dell, Dell Technologies, and Sunday is an executive. Dell was talking about the whole Del Technologies portfolio. I thought it was a very interesting nuance that we had previously seen from VM wear when they were owned by himself. >> Dave, you know, we see Delon Veum where are almost the same company these days that they're working together? But John, as you said, I actually like that. You know, we didn't have some big announcement today on an acquisition. Thomas Kurian says. He's got a big pocket book. He's going to be inquisitive, and it'LL be interesting to see, do they? By some company that has a big enterprise sales force. It can't just be old legacy sales trying to go into the cloud market. That won't work, but absolutely the lot of opportunities for them to go out. They didn't get get, huh? They didn't get red hat. So who will? Google Page? You >> guys are right on man. Sales Force is still a big question mark, And how can they hire that fast? That's a >> And again, he's only been on the job for ten weeks. I think is going to get his sea legs. I think it's him. He's going to come in. He's gonna ingratiating with culture. It'Ll be a quick decision. I think Google culture will accept or reject Thomas Curry and based upon his first year in operations, he's going to get into the team, and I think the Wall Street Journal kind of comment on that. Will he bring that Oracle? I thought that was kind of not a fair assessment, but I think he's got the engineering chops toe hang with Google. He kind of gets the enterprise mark one hundred percent been there, done that. So I think he's got a good shot. I think you could make the right moves. Of course we're here making the moves on the Cube here live for day, one of three days of wall to wall coverage. I'm sorry, David. Lock These two minute men here in Google, next in Mosconi in San Francisco Live will be back with more coverage after this short break.

>> Narrator: Live (upbeat music playing) from Boston, Massachusetts. It's The Cube! Covering Red Had Summit 2017. Brought to you by Red Hat. >> Welcome back to The Cube's coverage of the Red Hat Summit here in Boston, Massachusetts. I'm your host, Rebecca Knight, we are joined by Andre Baumgart and Dorothee Rhein Straub of Swiss-based easiER AG; easiER AG is a Swiss-based emergency room management company. Dorothee tell us about the idea, where it started. >> I'm an MD. And working in emergency rooms for several years now. And I thought it's annoying how people have to wait if they want to be seen by a physician. And I thought, if I am able to make an appointment for a headrest or just reserve a seat in a movie, it should be able to make an appointment for an physician even in an emergency. And that's why I came up with the idea; it's like checking in in a hotel. It's so easily done on your phone and I shared my ideas with my partners, Andre and Kai, and they thought it's something worthwhile to pursue. That's how it came along. >> So, you're physicians and you saw this, a problem from the doctors' side, from the providers' side. >> Actually, I thought problem from the patients' side 'cause I'm trying to think for patient. And I'm more relaxed if I have a problem, myself, I'm more relaxed if I can sit at home and wait for an appointment or if I know that one of the physician will see me today; instead of trying to get there and just be sitting around an emergency room and waiting area. >> And what about the provider side, though? What is it like, for you too, as a physician, trying to make sure you're seeing all the patients that need you? >> I think one of the good things about this app is as well I can schedule my day, I can tell my employees what they will be expecting what kind of patients, I can trigger or schedule the workload as well. And you can keep in touch with your patients and I think that's a very important thing, to be in touch with your patients and your employees. That's one thing, too. >> So that was the problem you were trying to solve. >> Dorothee: Yeah. >> So, tell me, after she shared this idea with you, so then where did you go next? What was the next process in the, the next step in the process? >> After we discussed what to do with it, and we selled it internally to the hospitals management but, unfortunately, due to budgets and due to other projects strategically, they decided not to do it. And then we said, "hey, it's such a great idea "to have a booking.com-like emergency room "scheduling system that we should follow this, "right, and we should do it?" And then we said, "okay, let's start our own thing." And we discussed with whom you could do it and we found Kai as a perfect partner. And we said, "okay, let's do it together." And so the company started, essentially, and that was the foundation of easiER AG, then. Yeah? >> And then, and as you said, you couldn't find necessarily, the money, the backing at first. So, then you said, "where do we go, "where do we really now take this to the next level? And how, how did you get involved with Red Hat? >> I know Red Hat for quite some time through the Open Source community. I, myself, did development in the Chablis community. So, I know, Red Hat quite well for several years. So I know that the stack and the technologies they used evolved over time and now, with the announcement of these self-serve open-shift platforms , this was a, actually, or is a revolution for the technology side. And then, I saw last year, the innovational announcement and I- >> The light bulb went off. >> Right. And then I said, actually we tried for several months to find a partner that could support us in a very structured and modern way. And then, I said okay, let's try this. They are a big company, maybe we are too small for them but I emailed the innovational people and I got feedback and we matched for a discovery session. And the people were so nice, so engaging, so challenging, also, that in the end we came out with the plan for this innovational app. >> So, share with us a little bit about those early days, as you said, they were challenging you. What kind of questions were they asking? Because that is the whole point, is that they are trying to figure out what your minimum viable product could look like. So what kind o' questions were they asking you? How were they pushing you forward? >> I think you have to answer that. (laughing) >> Well, discovery session is there to really validate that the solution is sound that it has a market potential and that that you have a potential to solve this within a short time. In form of a minimum viable product, in order to show that this prototype really solves the problem and Red Hat has the technology then to scale this up to a really market solution. And that was a struggle to really validate, is this MVP able to do within a short time, A? And then, they challenge us as people, you know, are these guys really, can they do that? And can they market it in the end? Because, I mean, doing it for fun might be nice for some time but it's not really our goal. And that was the first challenges they made, then we did conceptualize the user journey from a medic perspective and also from a user perspective, patient perspective, and then we found out, okay, this might make sense to do it in an innovation lab matter, okay? And this was really a very sound approach. We had half a day for workshop, and it was actually perfect to map our ideas, to map the criteria they, you have for this approach, and then and we found together. Yeah? >> So, so, after the discovery process and persuading, I guess, the Red Hat people that you are the right people, that you are, in fact, the right team to bring this product to fruition. How did it work? What were you actually doing at your time at the lab? >> We went to Waterford, Ireland, for three days. Normally, the innovation labs, are, I think, three or four weeks, so that was really special for us. We went there, Andre, me, we had three developers of our own at the site and I think, about 12 people from Red Hat from, I think the best ones they really could get us. And we started early in the mornings, the whole day was scheduled, we had a, we built our case we wanted to do. And, you have to help me with the right words, >> Yeah, we did, essentially, what is called an event-storming; event-storming is what happens, what is really the app doing, step by step, in terms of a user experience, from the patient and the hospital or the doctors side. And then, this event-storming leads to a big board of what is happening as a process and you do that iteratively four or five times during one or two days in order to really engage all of the different levels of people from the developer to the business owner. As well as from the Red Hat side as as from our side of developers, so everybody's engaged in this process. And this is, I think, the innovative idea that you do not have a waterfall like, some people sit together and do it and then, you hand it over to the developers. You bring them together and you discuss it and make the case their own thing. And then they are fully engaged in realizing the product. And that was really the innovative part. >> When you told me that we are going to be on the innovation lab, I thought, "why me? What shall I be doing there?" There are all tech guys, I don't understand a word you are saying that's nothing really for me and, but I really saw it through quite fast 'cause it really makes sense that the business partners or the person who has the idea hat is there, 'cause you can really interfere very well and very fast and get to the point, what is needed. And it was really, it made sense to be there the whole time. >> It is very important that because you could see that sometime the ideas were flowing apart from the original business idea and that we were all people in the room together could ultimately control in every direction where this is heading and so, we had a really intensive two days in order to figure out how this event and system really should work as part of the innovation lab and then as a product for the MVP. >> Well that is so much of what we're talking about here at Red Hat. It's not just the tech, it's also how do people get into a room and get work done together and solve the problem that they're setting out to solve? And I think that you were talking about how you were in the room thinking, "why am I here?" But in fact, you are the, representing the user, from both the patient perspective, understanding what it's like to be in an emergency room and also the doctor perspective. So, how would you, sort of, bring it back and say, "hey, remember what we're doing here. "Remember the problem we set out to solve." >> Most of the time, I'll listen, but then, when I thought, "no that's not going "the direction I want it to be, or we want it to be" I just stood there, held my hand up and said, "No, we have to do it other way." Or, "I think that's not going to work," or "that's not the MVP." And they're really, they understood us very fast and at the beginning it was fascinating to see the Red Hat people and our own developers, everybody wanted to do it their style, 'cause they really are both very good. And it didn't take much time to combine them. And they really worked as a team. And everybody got one up step and it was nice to see. And I think it wasn't a problem to tell them what we think we should be, needed. And at the end, I think, we even got more than we discussed as an MVP. >> Andre: Mm, exaclty. >> After the three days. >> Okay, so so three days, you have the MVP. Where do we stand now with this easiER AG? >> We have an MVP after three days in Waterford. We figure out what to implement in sprints and then after, four, six weeks, we came out with the MVP that is essentially an app on a smart device for the doctor as well as the patient. And this is now working as we presented yesterday in the Keynote. >> Dorothee: Life. >> This is really, a valid product as it is and this can be applied now to healthcare trust or institutions so, if somebody wants to really use that they can do it because it's really working on an open-shift Red Hat innovative platform, right? And you can ultimately push the button and roll it out. I mean, this is really working, so. And, of course, what we have to do is user validation so, in terms of, is the use experience really perceivable independently for the users, this is something, user-testing we are doing right now in order to make it really perfectly user-friendly. And also, for the nurse side and the doctor side, that they can really use it easily, that's one of the most important things. >> And, do you have, are you, using at a hospital in Switzerland, countries around the world have different approaches to healthcare, different approaches to the emergency room, how, are you talking to other places about implementing this in other countries? In other parts o' the world? >> We are asking, we all have the same problems in healthcare. It doesn't matter where you life or where you work. I think it's all the same same problems and waiting times. >> And when you need emergency care, you need care. >> Yeah, you want to be taken care of and you want to be there really fast and you don't want to repeat every time the same sentences and the same problems to four or five people and, so, yeah, we're talking to health institutions at the moment, in Switzerland and Germany, but we hope to get there out soon in other countries as well. And I think this summit has opened many doors, and windows and we're looking forward to the future. >> Yeah, the process itself, that's the good thing, is totally independent of the context or country. It is the problem in any country or every country of the world so, we have a common approach to that and the only thing that needs to be changed it, maybe, is the hospital willing to accept that a certain automation takes place or not. And it can be fully automated or it could be done manually, right, and this is the decision of the healthcare institution or the trust who wants to implement that. So, we are flexible in that because of the technology of Red Hat because they provided the container that is really flexible in implementation. Right? And that's so great. >> Andre, Dorothee, thank you so much for your time, this is, has really been a lot o' fun learning about your company's journey. >> Together: Thank you so much for having us. >> I'm Rebecca Knight, stay tuned for more from the Red Hat Summit. (upbeat tone playing)