(upbeat music) >> Hello, CUBE friends and welcome back to Vegas. Lisa Martin here with John Furrier. This is our third day of coverage of AWS re:Invent. There are somewhere between 50,000 and 60, 70,000 people here. The excitement is palpable. The energy in the room has been on fire since Monday night. John, we love talking, we love re:Invent. We love talking about AWS and it's incredible ecosystem of partners and we're going to be doing that next. >> Yeah, I mean 10 years of theCUBE, we've been here since 2013. Watching it grow as the cloud computing invention. And then the ecosystem has just been growing, growing, growing at the same time innovation. And that's this next segment with the company that we both have covered deeply. Boomi is going to be a great segment. Looking forward to it. >> We have, we have. And speaking of innovation and Boomi, we have a four-time cube guests back with us. Ed Macosky joined us, Chief Innovation Officer at Boomi. And it's great to see you in person. >> Yeah, great to be here. Thanks for having me. >> What's going on at Boomi? I mean, I know up and to the right, continues we'll go this way. What's going on? >> Yeah, we continue to grow. We're really focused with AWS on the cloud and app modernization. Most of our projects and many of our customers are in this modernization journey from an enterprise perspective, moving from on-premises, trying to implement multicloud, hybrid cloud, that sort of thing. But what we're really seeing is this modernization choke point that a lot of our customers are facing in that journey where they just can't get over the hump. And a lot of their, they come to us with failing projects where they're saying, "Hey, I've got maybe this anchor of a legacy data source or applications that I need to bring in temporarily or I need to keep filling that." So we help with integrating these workflows, integrating these applications and help that lift and shift and help our customers projects from failing and quickly bringing themselves to the cloud. >> You know, Ed, we've been talking with you guys for many many years with theCUBE and look at the transition, how the market's evolved. If you look at the innovation going on now, I won't say it's an innovator's dilemma because there's a lot of innovation happening. It's becoming an integrator's dilemma. And I was talking with some of your staff. Booth traffic's up, great leads coming in. You mentioned on the keynote in a slide. I mean, the world spun in the direction of Boomi with all your capabilities around integration, understanding how data works. All the themes here at re:Invent kind of like are in that conversation top track that we've been mentioning and Boomi, you guys have been building around. Explain why that's happening. Am I right? Am I getting that right, or can you share your thoughts? >> Yeah, absolutely. We're in a great spot. I mean, given the way the economy's going today, people are, again, trying to do more with less. But there is this modernization journey that I talked about and there's an explosion of SaaS applications, cloud technologies, data sources, et cetera. And not only is it about integrating data sources and automating workflows, but implementing things at scale, making sure you have high data quality, high data governance, security, et cetera. And Boomi sits right in the middle of providing solutions of all of that to make a business more efficient. Not only that, but you can implement things very very quickly 'cause we're a low-code platform. It's not just about this hardcore technology that's really hard to implement. You can do it really quickly with our platform. >> Speaking of transformation, one of the things John does every year ahead of re:Invent is he gets to sit down with the CEO of re:Invent and really does a great, if you haven't seen it, check it out on siliconangle.com. Really kind of a preview of what we're going to expect at the show. And one of the things Adam said to you was CIOs, CEOs are coming to me not wanting to talk about technology. They want to talk about transformation, business transformation. It's no more, not so much about digital transformation anymore, it's about transforming businesses. Are you hearing customers come to you with the same help us transform our business so we can be competitive, so we can meet customer demand? >> Oh, absolutely. It's no longer about tools and technology and providing people with paint to paint on a canvas. We're offering solutions on the AWS marketplace. We have five solutions that we launched this year to get people up and running very quickly based on business problems from disbursement to lead to cash with Salesforce and NetSuite to business-to-business integrations and EDI dashboarding and that sort of thing. We also have our own marketplace that provide these solutions and give our customers the ability to visualize what they can do with our platform to actually solve business problems. Again, not just about tooling and technology and how to connect things. >> How's the marketplace relationship going for you? Are you guys seeing success there? >> Yeah, we're seeing a lot of success. I mean, in fact, we're going to be doubling down in the next year. We're going to be, we haven't announced it yet, but we're going to be announcing some new solutions. >> John: I guess we're announcing it now. >> No, I'm not going to get to specifics. But we're going to be putting more and more solutions on the marketplace and we're going to be offering more ways to consume and purchase our platform on the marketplace in the next couple of months. >> Ed, talk about what's new with Boomi real quick. I know you guys have new connectors Early Access. What's been announced? What have you guys announced? What's coming? What's the new things folks should pay attention from a product standpoint? >> Yeah, so you mentioned the connectors. We have 32 new connectors. And by the way in our ecosystem, our customers have connected 199,970 unique things. Amazon SQS is one of those in that number. So that's the kind of scale. >> What's the number again? >> 199,970. At least that's the last I checked earlier. >> That's a good recall right there. Exact number. >> It's an exciting number 'cause we're scaling very, very rapidly. But the other things that are exciting are we announced our event streaming service that we want to bring to our cloud. We've relied on partners in the past to do that for us, but it's been a very critical need that our customers have asked for. So we're integrating that into our platform. We're also going to be focusing more and more on our data management capabilities because I mentioned it a little earlier, connecting things, if bad data's going in and bad data's going out, bad data's going everywhere. So we have the tools and capability to govern data, manage data, high quality solutions. So we're going to invest more and more in that 'cause that's what our customers are asking us for. >> Data governance is a challenge for any business in any industry. Too much access is a huge risk, not enough access to the right people means you can't really extract the insights from data to be able to make data-driven decisions. How do you help customers really on that fine line of data governance? >> Very specifically, we have as part of our iPaaS platform, we have a data catalog and data prep capability within the platform itself that gives citizens in the organization the ability to catalog data in a secure way based on what they have capabilities to. But not only that, the integrator can use data catalog to actually catalog the data and understand what needs to be integrated and how they can make their business more efficient by automating the movement of data and sharing the data across the organization. >> On the innovation side, I want to get back to that again because I think this integration innovation angle is something that we talked about with Adams Selipsky in our stories hitting SiliconANGLE right now are all about the partner ecosystems. We've been highlighting some of the bigger players emerging. You guys are out there. You got Databricks, Snowflake, MongoDB where they're partnering with Amazon, but they're not just an ISV, they're platforms. You guys have your own ISVs. You have your own customers. You're doing low-code before no-code is popular. So where are you guys at on that wave? You got a good customer base, share some names. What's going on with the customers? Are they becoming more developer oriented? 'Cause let's face it, your customers that working on Boomi, they're developers. >> Yes. >> And so they got tools. You're enablers, so you're a platform on Amazon. >> We are a platform on Amazon. >> We call that supercloud, but that's where this new shift is happening. What's your reaction to that? >> Yes, so I guess we are a supercloud on Amazon and our customers and our partners are developers of our platforms themselves. So most of our partners are also customers of ours and they will be implementing their own integrations in the backend of their platforms into their backend systems to do things like billing and monitoring of their own usage of their platforms. But with our customers, they're also Amazon customers who are trying to connect in a multicloud way or many times just within the Amazon ecosystem. Or even customers like Kenco and Tim Heger who did a presentation from HealthBridge. They're also doing B2B connectivity to bring information from their partners into their ecosystem within their platform. So we handle all of the above. So now we are an independent company and it's nice to be a central part of all of these different ecosystems. And where I find myself in my role a lot of times is literally connecting different platforms and applications and SI partners to solve these problems 'cause nobody can really see it themselves. I had a conversation earlier today where someone would say, "Hey, you're going to talk with that SI partner later today. They're a big SI partner of ours. Why don't they develop solutions that we can go to market together to solve problems for our customers?" >> Lisa, this is something that we've been talking about a lot where it's an and conversation. My big takeaway from Adam's one-on-one and re:Invent so far is they're not mutually exclusive. There's an and. You can be an ISV and this platforms in the ecosystem because you're enabling software developers, ISV as they call it. I think that term is old school, but still independent software vendors. That's not a platform. They can coexist and they are, but they're becoming on your platform. So you're one of the most advanced Amazon partners. So as cloud grows and we mature and what, 13 years old Amazon is now, so okay, you're becoming bigger as a platform. That's the next wave. What happens in that next five years from there? What happens next? Because if your platform continues to grow, what happens next? >> So for us, where we're going is connecting platform providers, cloud providers are getting bigger. A lot of these cloud providers are embracing partnerships with other vendors and things and we're helping connect those. So when I talk about business-to-business and sharing data between those, there are still some folks that have legacy applications that need to connect and bring things in and they're just going to ride them until they go away. That is a requirement, but at some point that's all going to fall by the wayside. But where the industry is really going for us is it is about automation and quickly automating things and again, doing more with less. I think Tim Heger had a quote where he said, "I don't need to use Michelangelo to come paint my living room." And that's the way he thinks about low-code. It's not about, you don't want to just sit there and code things and make an art out of coding. You want to get things done quickly and you want to keep automating your business to keep pushing things forward. So a lot of the things we're looking at is not just about connecting and automating data transformation and that's all valuable, but how do I get someone more productive? How do I automate the business in an intelligent way more and more to push them forward. >> Out of the box solutions versus platforms. You can do both. You can build a platform. >> Yes. >> Or you can just buy out of the box. >> Well, that's what's great about us too is because we don't just provide solutions. We provide solutions many times as a starting point or the way I look at it, it's art of the possible a lot of what we give 'cause then our customers can take our low-code tooling and say, wow, I like this solution, but I can really take it to the next step, almost in like an open source model and just quickly iterate and drive innovation that way. And I just love seeing our, a lot of it for me is just our ecosystem and our partners driving the innovation for us. >> And driving that speed for customers. When I had the chance to interview Tim Heger myself last month and he was talking about Boomi integration and Flow are enabling him to do integration 10x faster than before and HealthBridge built their business on Boomi. They didn't replace the legacy solution, but he had experience with some of your big competitors and chose Boomi and said, "It is 10x faster." So he's able to deliver to those and it's a great business helping people pay for health issues if they don't have the funds to do that. So much faster than they could have if had they chosen a different technology. >> Yeah, and also what I like about the HealthBridge story is you said they started with Boomi's technology. So I like to think we scale up and scale down. So many times when I talk to prospects or new customers, they think that our technology is too advanced or too expensive or too big for them to go after and they don't think they can solve these problems like we do with enterprises. We can start with you as a startup going with SaaS applications, trying to be innovative in your organization to automate things and scale. As you scale the company will be right there along with you to scale into very very advanced solutions all in a low-code way. >> And also helping folks to scale up and down during what we're facing these macroeconomic headwinds. That's really important for businesses to be able to do for cost optimization. But at the end of the day, that company has to be a data company. They have to be able to make sure that the data matches. It's there. They know what they have. They can actually facilitate communications, conversations and deliver the end user customer is demanding whether it's a retailer, a healthcare organization, a bank, you name it. >> Exactly. And another thing with today's economy, a lot of people forget with integration or automation tooling, once you get things implemented, in many traditional forms you got to manage that long term. You have to have a team to do that. Our technology runs autonomously. I hear from our customers over and over again. I just said it, sometimes I'll walk away for a month and come back and wow, Boomi's still running. I didn't realize it. 'Cause we have technology that continues to patch itself, heal itself, continue running autonomously. That also saves in a time like now where you don't have to worry about sending teams out to patch and upgrade things on a continuous basis. We take care of that for our customers. >> I think you guys can see a lot of growth with this recession and looming. You guys fit well in the marketplace. As people figure out how to right size, you guys fit right nicely into that equation. I got to ask you, what's ahead for 2023 for Boomi? What can we expect to see? >> Yeah, what's ahead? I briefly mentioned it earlier, but the new service we're really excited about that 'cause it's going to help our customers to scale even further and bring more workloads into AWS and more workloads that we can solve challenges for our customers. We've also got additional solutions. We're looking at launching on AWS marketplace. We're going to continue working with SIs and GSIs and our ISV ecosystem to identify more and more enterprise great solutions and verticals and industry-based solutions that we can take out of the box and give to our customers. So we're just going to keep growing. >> What are some of those key verticals? Just curious. >> So we're focusing on manufacturing, the financial services industry. I don't know, maybe it's vertical, but higher ed's another big one for us. So we have over a hundred universities that use our technology in order to automate, grant submissions, student management of different aspects, that sort of thing. Boise State is one of them that's modernized on AWS with Boomi technology. So we're going to continue rolling in that front as well. >> Okay. Is it time for the challenge? >> It's time for the challenge. Are you ready for the challenge, Ed? We're springing this on you, but we know you so we know you can nail this. >> Oh no. >> If you were going to create your own sizzle reel and we're creating sizzle reel that's going to go on Instagram reels and you're going to be a star of it, what would that sizzle reel say? Like if you had a billboard or a bumper sticker, what's that about Boomi boom powerful story? >> Well, we joked about this earlier, but I'd have to say, Go Boomi it. This isn't real. >> Go Boomi it, why? >> Go Boomi it because it's such a succinct way of saying our customer, that terminology came to us from our customers because Boomi becomes a verb within an organization. They'll typically start with us and they'll solve an integration challenge or something like that. And then we become viral in a good way with an organization where our customers, Lisa, you mentioned it earlier before the show, you love talking to our customers 'cause they're so excited and happy and love our technology. They just keep finding more ways to solve challenges and push their business forward. And when a problem comes up, an employee will typically say to another, go Boomi it. >> When you're a verb, that's a good thing. >> Ed: Yes it is. >> Splunk, go Splunk it. That was a verb for log files. Kleenex, tissue. >> Go Boomi it. Ed, thank you so much for coming back on your fourth time. So next time we see you will be fifth time. We'll get you that five-timers club jacket like they have on SNL next time. >> Perfect, can't wait. >> We appreciate your insight, your time. It's great to hear what's going on at Boomi. We appreciate it. >> Ed: Cool. Thank you. >> For Ed Macosky and John Furrier, I'm Lisa Martin. You're watching theCUBE, the leader in live enterprise and emerging tech coverage. (upbeat music)

>>Fly from San Francisco. It's the cube covering RSA conference, 2020 San Francisco brought to you by Silicon angle media. >>Hey, welcome back everyone. Cubes coverage here in San Francisco, the Moscone South. We're here at the RSA conference. I'm John, your host and the cube. You know, cybersecurity is now a global phenomenon, but cubbies have to move at the speed of business, which now is at the speed of the potential attacks. This is a new paradigm shift. New generation of problems that have to be solved and companies solving them. We have a hot startup here that's growing. Hazel cast, the CEO, Kelly Kelly Harrell is here. Cube alumni. Good to see you. Good to see you, John. Hey, so we know each other you've been on before. Um, you know, networking, you know, compute, you know the industry. You're now the CEO of Hazel cast. So first of all, what does Hazelcast do? And then we can get into some of the cool things. Hazel cast is an in memory compute platform. >>So we're a kind of a neutral platform. You write your applications to us. We sit in front of things like databases and stream, uh, streaming sources, uh, and we execute applications at microsecond speeds, which is really, really important as we move more and more towards digital and AI. Uh, so basically when, when time matters, when time is money people buy Hazelcast. So I've got to ask you your interest in better, you can do a lot of different things. You can run any companies you want. Why Hazelcast what attracted you to this company? What was unique about it that got your attention and what made you join the firm? Well, when I first started looking at it and realized that a hundred of the world's largest companies are their customers and this company really was kind of kind of a run silent run deep company. A lot of people didn't know about it. >>Um, I could not, I had this dissonance, like how can this possibly be the case? Well, it turns out, uh, if you go into the Java developer world, the name is like Kleenex. Everybody knows Hazelcast because of the open source adoption of it, which has gone viral a long, long time ago. So once I started realizing what they had and why people were buying it, and I looked at that, that problem statement and the problem statement is really increasing with digitalization. So the more things are speeding up, the more applications have to perform at really, really low latency. So there was this big big growth market opportunity and Hazel CAS clearly had the had the drop on the market. So I've got to ask you, so we're at RSA and I mentioned on my intro here the speed of business while he's been down the, it kind of cliche moving at the speed of business, but now business has to move as the speed of how to react to some of the large scale things, whether it's compute power, cloud computing, and obviously cyber is attacks and a response. >>How do you view that and how are you guys attacking that problem? Well, you know, it's funny. I think the first time I truly understood security was the day that I was shopping for a home safe. You know, because I realized that all of these safes, they all were competing on one of the common metric, which is the meantime to break in, right? Is that you had one job and all you can tell me is that it's going to happen eventually, you know? So the kind of the scales got peeled off my eyes and I realized that, that when it comes to security, the only common factor is elapsed time, you know, and uh, so the last time is what matters. And then the second thing is that time is relative. It's relative to the speed of the attack. You know, if I'm just trying to protect my goods in a safe, the last amount of time is how long it can take for the bad guy to break into the safe. >>But now we're working at digital speeds, you know, so, you know, you take a second break that down to a thousand, uh, that's uh, you know, milliseconds. It takes 300 milliseconds. The blink. Yeah. Now we're working at microsecond speeds. Uh, and we're finding that there are just a really rapidly growing number of transactions that have to perform at that scale and that, and that speed. Um, you know, it, it may have escaped people completely, but card processing, credit card, debit card processing, ever Dawn on you that that's an IOT application now. Yeah, because my phone is a terminal. Amazon's a giant terminal number of transactions go up. They have three milliseconds to decide whether or not they're going to approve that. And uh, now with using Hazel Cassady not just handle it within that three milliseconds, but they also are running multiple fraud detection algorithms in that same window. >>Okay. So I get it now. That's why the in-memory becomes critical. You can't gotta be in memory. Okay, so I got to ask the next logical question, which is okay, I get that it makes less sense and I want to dig into that in a second. But let's go to the application developer. Okay, I'm doing dev ops, I'm doing cloud. I'm cool. Right? So now you just wake me up and say, wait a minute, I'm not dealing with nanosecond latency. What do I do? Like what's I mean, who's, how to applications respond to that kind of attack velocity? Well, it's not a not a a an evolution. So the application is written to Hazel cast is very, very simple to do. Um, there are, uh, like 60 million Hazel cast cluster starts every month. So people out in the wild are doing this all day long and we're really big in the Java developer community, but not only Java. >>Um, and so it's very, very straightforward with how to write your application and pointed at Hazelcast instead of pointing at the database behind us. Uh, so that part is actually very, very simple. All right, so take me through, I get the market space you're going after. It makes total sense. You run the, I think the right wave in my opinion. Business model product, how you guys organize, how do people sign up for our development and the development side? Who's your buyer? What's the business look like? Share a Hazel. Cast a one-on-one. Yeah. So we're an open core model, meaning the core engine is open source and fully downloadable and you know, free to use, uh, the additional functionality is the commercial aspect of it, which are tend to be features that are used when you're really going into, into sensitive and large scale deployments. Um, so the developers have access to a, they just come to hazelcast.org and uh, and join the community that way. >>Um, the people that we engage with are everyone from the developer all the way up through the architect and then the a C level member who's charged with standing up whatever this new capability is. So we talk up and down that chain, um, where you're a very, very technical company. Uh, but we've got a very, very powerful RLM. What's the developer makeup look like? Is it a software developer? Is it an engineer? So what's the makeup of the, of the developer? They're core application developers. Um, a lot in Java, increasingly in.net, uh, as a MLM AR coming on, we're getting a lot of Python. Uh, so it's, it's developers with that skillset and they're basically, uh, writing an application that they're, um, uh, basically their division is specified. So we need this new application. It could be a new application for a customer engagement and application for fraud detection and an application for stock trading. >>Anything that's super, super time sensitive and, uh, they, they select us and they build on us. So you get the in-memory solution for developers. Take me through the monetization on the open core. Is it services? Is it, uh, it's a subscription. It's a subscription model. So, okay. Uh, w we are paid on a, on a annual basis, uh, for, for use of the software. And um, you know, however large the installation gets is a function that basically determines, uh, you know, what the price is and then it's just renewed annually. Awesome. We'll do good subscriptions. Good economics. It is. What about the secret sauce? What sun in the cut was on the covers? Can you share what the magic is or is it proprietary? Is that now what's, uh, it's, it's hardcore computer science. It really is what it is. And that is actually what is in the core engine. >>Um, but I mean, we've got PhDs on staff. We're tackling some really, really hard problems. You know, I can, I can build anything in memory. I can make a spreadsheet in memory, I can make a word processor and memory. But you know, the question is how good is it? How fast is it, how scalable, how resilient. So, um, you know, those, you're saying speed, resilience and scale are the foundation and it took the company years and years to be able to master this. That's an asymptotic attempt and you're never at the end of that. But we've got, you know, the most resilience, so something, it doesn't go down. It can't go down because our customers lose millions for every second that it's down. So it can't go down. It's got to scale. And it's gotta be low latency number of customers you guys have right now. Can you tell us about the public references and why they using Hazelcast and what did they say about it? >>Yeah, I mean we've got a hundred of the largest, uh, financial services, about 60% of our revenue. E-commerce is a, another 20% large telcos. Another job. There are a lot of IOPS type companies, right? Yeah. Basically it's, um, so you know, in the financial services, uh, it's all the names that you would know, uh, every logo in your wallet. It's probably one of our customers as an example. Um, massive banks, uh, card processors, uh, we don't get to talk about very many of them, but you know, something like national bank of Australia, uh, capital one, um, you know, you can, you can let your, your mind run there. Um, our largest customer has over a trillion dollar market cap. There's only a few that meet that criteria. So I'll let you on that one. One of the three. Um, all right, so what's next for you guys? >>Give the quick plug in. The company would appreciate the insights. I think he'd memory's hot. What do you guys are going to do? What's your growth strategy? Uh, what's, what do you, what's your priorities? The CEO? Yeah. Well, we just raised a $50 million round, which is a very, very significant round. Um, and we're putting that to work aggressively. We just came off the biggest quarter in the company's history. So we're really on fire right now. Uh, we've established a very strong technology partnership with Intel, uh, including specialty because of their AI initiatives. Because we power a lot of AI, uh, uh, applications. IBM has become a strategic partner. They're now reselling Hazelcast. Uh, so we've got a bunch of, uh, a bunch of wind in our sails right now coming into this year, what we're going to be doing is, uh, really delivering a full blown, uh, in memory compute platform that delivers, that can process stored and streaming data simultaneously. >>Nothing else on the planet can do that. We're finding some really innovative applications and, um, you know, we're just really, really working on market penetration right now. You know, when you see all these supply chain hacks out there, you're going to look at more in memory detection, prevention, counter strike, you know, all this provision things you got to take care of. Mean applications have to now respond. It's almost like a whole new SLA for application requirement. Yeah, it is. I mean, the bad guys are moving to digital speed, you know, if you have important apps that, uh, that are affected by that. Right. You know, you'd better get ahead of that. Well, actually you could be doing that, by the way. You can be doing that on your, on premise or you could be doing in the cloud with the managed service that we've also stood up while still we get the Cuban in, in memory Africa and when we were there, I will be happy. Kelly, congratulations on the funding. Looking forward to tracking you. We'll follow up and check in with you guys. All right. Congratulations. Awesome. Thanks John. I appreciate it. Okay. It's keep coverage here in San Francisco, the Moscone. I'm John furrier. Thanks for watching.

>> live from Atlanta, Georgia. It's the two you covering Citric synergy, Atlanta 2019. Brought to You by Citrix. >> Hey, welcome back to the Cube. Lisa Martin with Keith Tones in wrapping up Day two Vault Evil coverage of Citrix Energy. 2019 Keith. What a two days we have had. >> This was not a boring show. This has been really exciting. >> It has my cheeks hurt from smiling. >> You know what I've been to shows where the messaging can be repetitive. What we did almost 20 interviews over the past couple of days talking to executives, three of the their customers, all that actually more than three cups way. We talkto four customers, and all the conversations have been different and dynamic and exciting. And that's really great to say about Citrix again. Citrix is exciting. If I were a citrus customer today at, definitely invite them and get it, and I didn't make the show at my invite him in and have a conversation find out what's going on. The intelligent experience is a secretion said. They've been working on it for a few years, releasing today not a surprise, but definitely a great start. >> Absolutely. You know, they came out of the gates yesterday morning in the general session. Really, with this massive pivot for Citrix of really developing technology for the end user for four, rather the general user like those who are not power users, those who shouldn't have to become power users to do their job, whether they're in supply, chain our marketing or finance. So that pivot towards that general purpose user, which is the majority of users, was very ostensible. And it was welcome from not just all the customers we talked about, the analysts as well. Yeah, I think that's >> one of those things that you look at A a Iot. You've said something repeatedly that interesting stat We heard yesterday that applications are designed for the 1% the power user and what we heard today wass the basically commoditization of a I and M l. I've always thought that a M l A. At some point, we'll get to the point that we can push it down to the user and the user would use a female of the same with the use Microsoft excel Today, Citrix is kind of flipped it on me and and and presented way to use a i M. L in a way that I had not thought of, which is to take processes. Business process is not it processes, but business processes packaged them up. What, no matter what APS, they're being used to deliver that process package stat up into a micro, eh? And in users themselves will be able to build a Christian Riley Citrix. CTO said he's mostly aside. That was a great question. Next, mostly aside of about 2019 putting this builder, the citric builder in a hands of not T administrators. But business process. >> So and I wish we had more time on that front. I was curious. What does that do to shadow it? T empowering this business users? Just that I don't want it to get your perspectives on that. Yeah, >> So you know what? It's exciting and scary at the same time. You know, the idea of that a business user can automate a process, and what she takes data out of one system and put it into another one on surface is pretty cool. But I've been kind of keeping my eye out on this multi cloud thing. What happens from a security perspective. When a user build something and eight of us and they have sales force and they have their Oracle database online and they create a workflow, this builder will give them the capability to basically built a multi cloud. I'm quoting, calling at, ah, multi cloud business process that becomes that becomes a competitive advantage to the business and then becomes a business critical application as a result. So you know what we're I see why the excitement is there but from, you know, just a bureaucratic person that's over 20 years of experience and just can't get out of me. There's a lot t kind of just be Riri of and planned for. It's all good stuff >> it is. But you're right, you bring up. You know, I just was kind of envisioning this proliferation of pipe of these sort of custom applications that lines of business users are going to be able to build a lot of enablement there. But then, of course, in terms of this application, exponential growth within a company, what are some of the implications you talked about security. We talked about that a lot the last couple of days, so that's absolutely critical, but in terms of that AP proliferation, what are your thoughts on that? >> You know you >> think about, would you? >> Interesting term, early nineties or late nineties. And we're just in e commerce. And it was very controversial. Amazon was patterning business processes. The one klick to purchase was a big, big deal. Competitors couldn't do that in users who have a completely different perspective. Teo, too. This is a tool. You know, it doesn't matter if this is a Samsung phone. IPhone doesn't matter. This is the tool so that I can get a business thing done. The results. You know, where we've put imaginary barriers, you know, the S 400 sales force shall never touch. Well, it's business. Users will destroy those barriers. They'll see these applications, they'll see these uses. And then we were on to, you know, typical problems. You will create 1,000 of these in a single organization. How did you find them? Like you're out discovery. 1,000 When you want a new app on your iPhone finding, they have to do it a specific thing. You know, Aiken probably search for flashlight on my iPhone and get you what? apse. Which one is the one for my process and best for my process. I can see that at proliferation, been a problem in the enterprise, >> something that we'll have to keep our eyes on. Another thing I was curious to get your feedback on is our p. A. You are the one of the first ones and Twitter to call that out yesterday, saying Alright of Citrix wants >> to be >> delivering the future of work. Automation is going to be essential. And then voila! There's the intelligent experience, but something that we heard a lot yesterday as well. We hear this at every show. Is these massive workforce talent shortages that we're going to be seeing in the next few years? Some industries are already facing them. So, looking at the talent shortage and then the concern over A and R P taking over jobs, they seem to sort of do balance each other out. I'm sure it's not that simple. Yeah, >> we've talked about this awful lot in my circles. There were some people who just won't be able to make the transition to being to delivering higher value, uh, work output. My son talked about a co worker who did not know how to maximize excel. And, you know, we look at that now kind of chuckle, maybe >> a little bit, >> but that's painful. What? What happens when that when our P A auto makes their job their job? Is it definitely ah, process that there could be automated? But on the flip side, we need people to write our Ph scripts. We need people to, you know, way talked about. You know, there always be someone to operate. The robots are is a definitely area that we know not only need people talk, create the robots. We need someone to maintain them. What happens when a regulation changes? You know, Christian talks about liability if something is automated, and we forget that it's automated regulation changes and we continue to go along with the automated process and we're in violation of a standard or compliance law. Wei need someone to go in and quickly make a change. Who are these people? Were those that talent coming from and then this place workers. How do we find work for them to do this value? Add that they could make the transition to do so. It's a lot of complicated questions yet to be answered. >> Well, another thing that was really obvious the last couple of days is the bread of customer success. That's Citric, says having we were able to talk without you. Mentioned four customers from the Miami Marlins. So Major League Baseball to financial managed, a wealth manager company, Schroeder's in the UK We spoke with Indiana University based here in the States and and what they're doing to enable end users like you and me from students. Two consumers of wealth management technology to baseball fans is radically different. But at the same time, it's all about delivering this experience that's personalized. That's customized and tailored to what each individual wants to achieve. And this >> is without even giving the new product from cities We had Dana Garner Alice on earlier today, who said that Citrix really needs to to their own horn. There should be a Citrix inside. I remember early SAS products from companies like a teepee, uh, get support calls on it. I go Teo and uses death type, and they say I'm using this ADP software. This is before a stall for as the service was really a big thing and I looked at him. Oh, this's just Citrix going into another, going into, ah, data center somewhere else. Today, that is very much a sass service, and Citrix is an underlying foundation of that. So it was no surprise from a technology your perspective to see what you are doing. Or is that effort was doing, or a shoulder or even the Marlins? What was surprising was the impact they're having, you know, the providing, ah, accessibility applications to rule parts of Indiana. Ah, the 200,000 in points from a university. This is not, you know, you think of 200,000. There's a lot of clouds. Ah, Cloud company's ass Cos that would love to have 200,000 device is accessing its infrastructure. So extremely diverse set of customers that sister says, And the capability, even without the products announced today, uh, pretty exciting, >> I'm excited to hear and the next, you know, six months or so from those beta customers who've been testing out intelligent experience and seeing what other enhanced business outcomes they're achieving, also wanted to get your perspective on what you heard of the last couple of days with respect to How does it change the game for Citrix from a competitive advantage standpoint? >> Yeah, the tweeted out that Veum where is either going to acquire or quickly announced a Arpaio type solution? This is something that businesses will care about. This is not something that can be ignored. You AI path, which is a complimentary solution to Citrix, just got a $568,000,000 Roundy. Let's put this in perspective. We're hearing software companies get $60,000,000 rounds to create hardware. This is a salt for on Lee Company. A machine learning that does R. P s were robotic process automation. Investors are seeing the value in this company enough that they're going to give a software company who doesn't have buildings they don't have. Uh, this is just to invest in sales. Portia sells people in R and D $568,000,000 to make it happen. You're going to see competitors like being where citrus is a friend of mine. I'm sorry. Nutanix is a frenemy of say tricks, you know, they go to market a lot together, but they have their frame solution. Citrus is, I think, put, you know, all in and said You know what? V m word nutanix frame put up or shut up. This is this is you know, this is this is a seismic move in industry. >> So I gather that you're leaving here pleasantly surprised by some of the things that were unveiled. >> I did not expect Citrix to move so quickly into our p a roar wanted process automation. And this is not something that they thought of last minute. So you know, Christian said they've been working on this for three years. So this is something that they've given quite a bit of thought to. If the same thought hasn't happened already at frame that competitive solution for desktop as a service or if it hasn't already happened. And bm we're workspace and they're set of Ah VD I solutions than Citrix is obviously three years ahead >> and your thoughts on the announcements with respect to deepening relationships and partnerships with Microsoft with Google. >> Yeah, and some of that. It is catch up the VM where has had a solution with azure for quite some time bringing desktops as a service there. So then where has a slight lead on that? But Citrix you know what? Citrix is still a verb. The even when customers are using other solutions, they say You just like this the Kleenex I'm like I would like Citrix access. Well, it's horizon, this frame, whatever I want. I need to get my job done, and I hear that I have to get a citrus account to get it done. So I think Citrix has definitely caught up with both Nutanix when tannic says the Airframe solution and VM, where we're horizon with solutions and azure and then what went on in that? What went, I think unnoticed is that Citrix partners with Veum where to deliver the Xan desktop solution. And then where's via MacLeod on a W S O. That went unnoticed over the past couple of days. But again, more choice. If I were a customer looking at VD I desktop workspace modernization, be pretty excited about my options in the competitive landscape. >> Think they did a great job of positioning themselves as being enablers of the future of work? We talked a lot about today's workforce with five generations of active workers. We saw a great example of I guess a baby boomer with Dr Madeleine Albright on stage, it's going to get 82 years old. See here, >> Baby Boomer, which issues of the greatest generation? I think she's that fifth thatyou know that fifth oldest generation, 82 years old, And I hope >> I'm not >> a sharp is that now. And I'm a little bit more than half that age told, uh, it's not looking too good for me. >> I mean, either way, how she talked about when she was secretary of state, didn't have a computer on her desk. And now she's writing in driverless vehicles >> and presenting at tech conferences and with respect. This is not always Automat Mall. Albright. What? What can she have to offer us? It was an engaged audience, Uh, even with purse like leaning on political power policies. She gets some, and she got a standing ovation at a tech conference. So, you know, it's an amazing testament to what you can offer. No matter you're your age. >> Exactly, and Citrix is doing a great job of being able to deliver and enable their customers to help all of their workers at any age at any generation. Just get the stuff done. Keep it has been such a great time. Such a pleasure working with you for the last couple of days. Thank you for being my partner in crime. >> Turned out better than we hoped. We said we were gonna have fun. I think we have more fun than we thought we would. >> I agree. Well, thanks so much. Say, flight home. I know. I'll see if the next show sometime in some city soon. >> You know, the Cube is at four places right now. I'm pretty sure we'll be in the same location. Pretty So >> I think so. Keith and I want to thank you so much for watching the cubes to day coverage of citric synergy. 2019 from Atlanta, Georgia, We've had a blast. We hope you've had a blast watching. Thank you.

from Boston Massachusetts it's the cube covering wtg transform 2018 brought to you by Winslow technology group welcome back I'm Stu minimun and this is the cube coverage of wdg transform 2018 I'm happy to welcome back to the program probably an interesting who's come all the way from Boston University he said three blocks away about three blocks why yes all right Brian's the director of College of Arts and Sciences information technology great to see you again thank you all right back so good news is we spoke it was just about a year ago it was August last year it's June this year I'm sure nothing's changed in your environment you know students never change technology never changes there's a little bit of change on your end a little bit a little bit last year we'd spoke of quite a bit about hyperconvergence and what's that's gonna mean in terms of Education and how we deliver that and what the experience could be like for these students and I think at this point we're satisfied with everything that Nutanix has brought to us we've deployed VDI and a couple of large deployments for whole bunch of classes so we decided to reassess and reevaluate work what we're doing this year and now we move on to application development that's great so we get many ways they say you need to modernize your platform and then once you do that we can look at what the long haul 210 which is really at the application side right exactly once we knew what we had what we could possibly do with it we decided to move forward and figure out what else can we change and we had a lot of legacy applications for the business and so this past year we hired a developer who's focusing solely on docker izing our applications so we're deploying docker and a whole bunch of applications within the college and then we're going to be doing kubernetes deployment later this year ok and let's be clear where does this live you know is this on the Nutanix platform is it in you know service riders public clouds where does this span because kubernetes can live in all of those environments in the containerized stuff at Casa and currently it's all contained within a handful of VMs within our Nutanix server environment ok we're planning on looking at calm and use using natural blueprints to deploy kubernetes and docker down the road ok so I've got the Nutanix platform what hypervisor am i using HP ok so using the HP using which of courses Newt annexes comes on on the platform and then you know in the VMS you're using containers we are um have you looked at bare metal um you know because that's one of the discussions is like well if I'm doing containers you know do I just do that on Linux on bare metal or do I do it virtual is a virtualized and there's there's pluses and minuses for each of those we did a few of the pluses that my sis had means really enjoy is when our developer is going to go crazy and do new things we can make snapshot so if he happens to do something to the environment we can restore it in ten minutes and I think as far as my developer is concerned he doesn't want to have to rebuild the environment every time he makes a mistake he's had a few close calls so far and having HP and the ability to snapshot restore it's been awesome for him okay what insight can you give us about what you know what sort of applications are they building and you said Dockers in two minute Kruger burn Eddie's you know are they building their own stack are they leveraging you know how are they getting to that state well we're taking some business apps that were focusing on both student and faculty applications dealing with various components of each and he's pulling them apart to figure out what components go into the docker containers what do we have to still reside in VMs for security and long-term use and try to figure out how to reimagine the application stack to move forward we're starting to look at reusing components that he's developing and I'm hoping that we have a lot of pieces that we can do that with so we have a lot of applications to rewrite okay and just to drill in a little bit because I've got we've got a team of the cube that's gonna be at docker con next week I've been go to the kubernetes show for a while so when you say docker are you using just the free containers which is now called mobi or using the dr. CEO as part of that I actually can't tell you that because that's miss all my developers work I did so they're using docker as you said it's like the Kleenex and do you know from kubernetes standpoint have they just built their own do you have a distribution or a platform that you just do Tanic we just downloaded the distro from kubernetes instead of a small cluster himself we're going to be looking at using calm to do a deployment on their channels natively okay really interesting stuff what what is you know you talked a bit about you know you can give a little bit of stability and recovery and things like that for your developers to be able to play in that sandbox is what gives us a little bit of the roadmap as to you know how long do they play with this and then you know how does this roll out for the university so we're looking at probably a three to six month development cycle on a lot of new applications right now part of my developers job is to try to figure out how this environments going to work my sis admins are deeply engaged with him but since most of doctrine kubernetes is developed with faced he has to do most of the legwork and figure out how it's all gonna work and so we're hoping to leverage Nutanix to have multiple environments all with the same back-end so we have dev tests and production all in the same hardware but different pieces of actually physical clusters that'll be separated so he doesn't mess around the production all too much but set up a baseline that we can use to short that development cycle even further yeah one of the things we always look at is right you've got your developers doing their thing how does that fit with the operation side is it DevOps even I interviewed Solomon hikes last year that was the founder of docker and he said actually it was an operation mindset that I had when I created this container format how are you seeing it's actually great you're all working together you're you're in discussion there do you have a DevOps rollout and what you're doing or you do you keep it separate I still keep them somewhat separate but my administrators are writing a little bit more code and scripting than they used to and I think in general that's going to be the in the entire industry where you can't just look at and have your developer do everything in docker and not understand how it works Brian talk to us about your partners for doing this how involved are the likes of Nutanix and Winslet technology and you know in Dell in this discussion of the containers agent and your developers Nutanix we've been utilizing a lot of documentation and we're gonna be leveraging them a lot when we start to look at com Winslow's we haven't really talked to them about it to be honest we probably should because they might have some ideas and other partners we can talk to Dell in it there's really just a hardware to run everything on that's stable we don't have to worry about it I'm so happy with that yeah that's not in any you know oh I don't need to worry about them there's certain pieces we always look at and I'd love your feedback on this if you know when we virtualized first and now even when we containerize how much don't I need to worry about the infrastructure I mean remember back you know 15 years ago it's like oh I'll virtualized that well have you checked the BIOS because the BIOS might not work and the server could break things the OS could cause problem you know virtualization relatively stable these days how are you finding the container stuff it's really interesting and very very unique to virtualize a virtualized environment even further it's it's kind of mind-blowing just I've been doing this for twenty years and this is much further than I've ever expected the industry to go oh yeah just wait and it's you go even further than kubernetes it's like wait is it on top of underneath or side by side with the technologies you're doing from a Cooper nettie standpoint you said today it's all in the note annex what's the value of kubernetes for you is it just kind of the cluster orchestration of containers or you know are you is its portability a piece even part of the concern that you look at there oh it's it's mostly from portability part of the applications that we're looking at down the road are going to be vertical applications especially some student facing ones and certain times of the year we're gonna have to go from maybe a hundred people logged in to several thousand at the same time so we're hoping to stand up something that we can easily move to a cloud provider and still work the same way that we're expecting it to and so I think kubernetes along with the orchestration internally on-prem it's gonna be a huge benefit for us to know the environment it's gonna be exactly the same when we move it to Amazon or Google or adder all right so so Brian you're still kind of in the thick of it here but from what you've learned so far any any learnings or things that you'd recommend to your peers that oh wait if I could turn back the clock three months I might have adjusted or pointed things in a different direction yes yeah well when our developer started he focused more on getting an application up and running before starting to learn docker I would encourage anybody that's just starting down the road get your developer learning doctor and kubernetes first because they might want to rewrite what they're doing in the application okay well Brian this has been fascinating want to give you the final word is that you look out through the rest of the year so it's a lot you know so far since last time we talked but by the time we come around next year you'll be all serverless and you know deploying things off side the globe I'm assuming but I have no idea if you told me your ago that we're gonna be doing what we're doing now I wouldn't believe you it's it's a fantastic journey it's it's amazing what we learn every day all right well Brian appreciate you sharing some of the learnings as we go it's one of the reasons we come to events like this I know yourself to talk to your peers here what's going out thank you for moving forward with thank you all right plus more coverage here at wtg transform 2018 I'm Stu minimun and thanks for watching the Q

(light music) >> Hi, I'm Stu Miniman and this is a special CUBE Conversation here in SiliconANGLE Media's, Palo Alto Studio. Happy to bring back to the program Haseeb Budhani who, last time I talked to Haseeb, Haseeb worked at a number of interesting startups, been a Chief Product Officer, had many various roles, and today, is a founder and CEO. So, we always love to have back CUBE alums, especially doing interesting things, getting out there with that entrepreneurial spirit, so, Haseeb, great to see you. Thanks so much for joining us. >> Great to see you and the first time you and I met, the stage was not as nice as this. That was many, many, many years ago. >> You know, we've been growing up a bit, just like the ecosystems around us. You and I talked about things like replication, changing with data and storage and everything else in various roles so, Rafay Systems, tell us a little bit. What was the inspiration? Tell us a little bit about the founding team, the why the company first. >> Sure. As you know, right before Rafay Systems, I started a company called Soha. Soha was acquired by Akamai 18 odd months ago. I think we all, we learn by failing. There was one specific thing we did very poorly at Soha, which was how we ran operations, how we thought about getting closer to our users and so on, that once we left Akamai, so my co-founder from Soha and I are doing this company again together, he was our VP of Attorney there, he's our VP of Attorney here. When we left Akamai after our stint there, we spent time thinking about what kind of applications have, when you kind of think in terms of an application stack, some microservices in an application stack are always going to need to be as close to the end point as possible. So we were trying to figure out who has that problem and how do they solve it. So, here's what we found. Many, many applications have this problem, nobody knows how to solve it well. I mean, if you think Siri, there's an edge that Apple is running for that. If you think eBay, there's transactions happening in region and so on. Or when you think IoT, there are edges being created in the IoT world, and we wanted to come up with a framework or a platform to solve these problems well for all these different application developers. So we came up with the concept that we call the Programmable Edge. The idea is that we want to help our customers run certain microservices, the ones that are latency sensitive, as close to their end points as possible. And an end point could be a car, it could be a phone, it could be a sensor, doesn't matter what it is, but we want to help them get their applications out as quickly as possible. >> Yeah. Before we get into some of the technology, Rafay Systems, Soha Systems, where did the names for these come from? >> Soha is my daughter's name. Rafay is my son's name. We have two kids. I don't know what I'm going to do after this. I need a job. I don't know what I'm going to do after this company. But, actually, our VP Marketing at Soha, he was the one who wanted to use his name. So when we started the previous company, I called it Bubble Wrap, because I thought we were wrapping apps in a bubble, I thought that was really cool. Everybody hated it. (laughs) >> Yeah, there are too many puns on popping the bubble or things like that, it would be challenging. >> I thought it was, I still think it's awesome, but nobody liked it. So, he was looking for a name and we had hired a new agency, they were ready to roll out a new website, we didn't have a name. So, in, like, a four hour window, we had to come up with something. He says, "That's a short enough name "and looks like you own the domain anyway, "let's just use that." Of course, my kids love it. Then once we started the second company, it had to be named after my son. >> Your daughter wasn't a little upset that you sold off the company and now have nothing to do with it? >> It was a pretty healthy outcome so I think she's fine. (both laughing) >> Excellent. Talking about microservices applications around the globe. I was at the Adobe Summit recently and, you're right, it's a very different conversation than, say, ZDNs in the past. But it's, "How many instances do I have? "How do I manage that? "What's their concern?" Networking's always been one of those underlying challenges. Think back to the failed XSPs in the 90s, (Haseeb laughs) and when Cloud started 10 plus years ago, it was like, "Oh, are we going to be able to handle that today?" Think back to Citrix and their NetScaler product is one of those secret sauce things in there that those of us in the networking space really understand it but most people, "Oh, SAS is going to be great "and things will just work anywhere on any device anywhere." But there's some real challenges there. >> Haseeb: Absolutely. >> What's that big gap in the market and are there other companies that are trying to help solve this? >> I used to work in NetScaler a long time ago. I don't know if you brought it up because of that, but I think it's an incredibly amazing product that became the foundation of many things. I think two things are happening in our industry that allow companies like ours to exist, at least from an applications perspective. One is containers, the fact that we are now able to package things not as big, fat VMs, but smaller, essentially, process level things. And then microservices, the fact that we have this notion of loose coupling between services and you can have certain APIs that expose things to each other. And if you at least thematically think about it, if there's a loose coupling it can extend them out so long as I get more value out of doing so. And that, fundamentally, is what we think is an interesting thing happening out there. The fact that there are loose couplings, the fact that applications are no longer monolithic allows us to make better decisions about what needs to run where. The challenge is how do you make that happen? The example I always share with people is, let's say, let's imagine for a second that you have access to 100,000 regions all around the world. You have edges everywhere, 100,000 locations where you can run your code. What do you do next? How do you decide which ones you need? Do you need 5,000? Do you need 80,000? That needs to be solved by the platform. We are at a point now, particularly when it comes to locations, that these are no longer decisions that an Ops Team can make. That has to be driven by the platform and the platform that we are envisioning is going to help our customers, basically, in terms of where the code goes, how they think about performance, et cetera. These are things that will be expressed as a policy to our platform and we help them determine where the location should be and so on. >> Alright. Haseeb, I think many of us lost too many hours fighting in the industry of, what was cloud, What wasn't cloud, various definitions, those ontological discussions, academically they make sense. Heck, when I talk to customers today it's not like, "Well, I'm figuring out my public cloud strategy," or this and that. They have a cloud strategy because there's various pieces in there to connect. Edge is one of those. I haven't heard that people don't like the term, but if I'll talk to seven different companies, Edge means a very different thing to all of them. You and I reconnected actually when we'd both written similar articles that said, "Well, Edge does not kill the public cloud." Peter Levine wrote a very interesting piece with that eye-catching title that was like, "Well, Edge is going to have trillions of devices "and there'll be more data at the Edge than anywhere else." And it's like, okay, yes, yes, yes, but that does not mean that public cloud evaporates tomorrow, right? Nice try, Amazon, good luck on your next business. (laughs) Maybe give us a little bit your definition of Edge, but, more importantly, who are the type of customers that you're talking to and what is the opportunity and challenges of that Edge environment? >> Sure. So let's talk about what Edge means. I think we both agree that the word edge is a misnomer and depends. There are many kinds of edges, if you will. A car for a Tesla, that's an edge, right? Because they are running compute jobs on the car. I use the phrase device edge to describe that thing, the car is a device edge. You're also going to have the car talking to things out there somewhere. If two cars are interacting with each other, you don't want that interaction or the rendezvous point for that interaction being very, very far away, you want to be somewhere close by. I call that the infrastructure edge. Now, infrastructure edge, since you asked, I'm going to go down that rabbit hole, you could be running at the edge of the internet. So think Equanex or Digital or anybody who's got massive pairing presence and so on. So that's the internet edge, as far as infrastructure is concerned. But if you talk to an AT&T, because you said depending on who you talk to their idea is different, in AT&T's mind or Verizon's mind, maybe the base station is the edge, so I call that the wireless edge. Again, infrastructure. So, at a very high level, there is the device edge, there is the infrastructure edge, and then there's a cloud. Applications will span all of these things. It's not one or the other, that doesn't make any sense. Any application will have workloads that are best run in Amazon or, of course, now I think we use Amazon like TiVo, Amazon means public cloud. >> Stu: Like Kleenex. (laughs) >> Like Kleenex. >> Exactly. >> Some things will run in the core, and some things will run in the middle, and then some things will run at the edge. Now in this kind of discussion, I didn't describe another kind of edge which is the IoT edge. Within a factory, or some gas location or some oil and gas facility out there where maybe you don't even have good connectivity back to the internet. They're going to probably have an edge on prem at the factory edge. That too is a necessity. So you have lots of data being generated, they're going to put it in that location. So we should maybe stop thinking in terms of an edge, it just depending on the application that you're targeting, that application's sub-components may need to run in different places, but that makes it so much harder. We couldn't even figure out how to run things in a single region in Amazon, or two, people still have trouble running across availability zones in Amazon. Now we're saying, "Hey, you're going to have four edges, "or five edges, and you're going to have 100 locations," how is this going to work? And that is the challenge. That's, of course, the opportunity as well, because there are applications out there, I talked about the car use case, which seems to be a real use case for many car companies, particularly the ones who are going autonomous with their fleets. They have this challenge. Lots of data being generated and they need to process it as quickly as possible because there's lots of noise on the wire. This data problem, data is gravity, you want to, instead of moving data to a location where there is compute, you want to move compute as close to the data as possible. That's the trend I look for when we're looking for customers. Who has lots of data/traffic being generated at the edge? That could be a sensor company, probably do a number of IoT companies that are pushing data up and it turns out that it's a lot of data or they have compliance challenges, they're going to have PAI come out of a region. So these are some of the use cases we were looking at. These use cases are new use cases, even in older applications, there are needs that can be fulfilled with an edge. Here's an example I tend to use to describe the problem, not that this is a use case. When I talk to OVC and I'm trying to explain to them why an edge matters, at least thematically, I ask the question; if you go to an e-commerce site, how much time do you spend buying versus browsing? What is your answer? >> The buying is a very small piece of it. >> Yeah. >> But it's the most important part. >> 99% of the time is spent looking at read-only stuff. Why do we need to go back to the core if you're not buying? What if the inventory could be pushed to the edge and you can just interact and look at the inventory, and when you make a purchase decision that goes to the core? That's what's possible with the edge. In fact, I believe that some number of years down the line, that's how all applications are going to behave. The things that are read-only, state management, state validation, cookie validation for example, for authentication, these are things that are going to happen at the edge of the internet or wherever the edge happens to be, and then actual purchase decisions or state change decisions will happen in the core. >> Alright. Haseeb, explain to us where in the stack your solution fits. You mentioned everything from the hyper-scale clouds to Equanex out to devices in cars and the like, so where is your layer? Where is your secret sauce? >> So we expect to sit at the internet edge, once the wireless edge is a real thing 5G becomes out there, we expect to sit somewhere there, somewhere between the internet edge. We are, the way we think about this is there are aggregation points, on the internet, in the network, where you have need to put compute so you can make aggregate decisions across multiple devices. That's where we are building our company. In terms of the stack, we are essentially helping our customers run their compute. Think of us as a platform where customers can bring their code, if you will. Because at the end of the day it's computing. Yes, it's about traffic and data but you still need to run compute somewhere, so we are helping our customers run that compute at the internet edge or the wireless edge. >> Okay. Are your customers some of the Telcos, MSPs cloud providers and the enterprise or how does that relationship work? >> The ideal customers for us are SAS companies who are running applications on the internet that generate money. They care about performance. And they will pay money if we can cut their performance by whatever factor it happens to be. Providers, service providers, in our mind, are partners for us. So we're engaged actually with a number of providers out there who are trying to figure out how to, basically, monetize their existing infrastructure investments better. And edge is a new concept that has been introduced to them and they, as you know, a lot of providers already have edge strategies and we're trying to getting involved with them to see how we can bring more SAS companies to engage with service providers. Which is a really hard thing today. >> It sounds like you solve problem for some Fortune 1,000 customers too, though? >> Yes. >> So do they get involved also? >> Yes, look, the best way to build a startup is you come up with a thesis and very quickly go find four or five people who absolutely believe in the same thing, and they work with you. So, we've been fortunate enough to find a few folks who say, "Look, this is a problem we've been thinking "about for a while, "let's partner together to build a better solution." That's been going really well. >> Great. So, the company itself, I believe you just launched a few months ago, so. >> Haseeb: We started a few months ago. >> Where is the product? What's the state of the funding? >> How many people do you have? >> Sure. >> How many customers? >> We raised a seed round in November. Seed rounds have gotten larger as well these days. They're like the ACE from 10 years ago. We are at a point now where we are demonstrating our platform to our early customers and by early summer we expect to have people on the platform. So, things are moving fast, but I think this problem is becoming more and more clear to many people. Sometimes people don't call it edge computing, people have all kinds of phrases for it, but when it comes to helping customers get better performance out of their existing stacks, that is a very promising concept to many people running applications on the internet. So we are approaching it from that perspective. Edge happens to be the way we solve the problem, so I guess we're an edge computing company, but end of the day we're trying to make applications run faster on the internet. >> Okay. Last thing, give us a viewpoint the next year or two out, what do you expect to see in this space and how should we be measuring success for your firm? >> Sure. Things always take longer than we think they will. I never want to forget that lesson I learned many years ago. I think, look, it's still early days for edge computing. I think a lot of companies who have been bruised by the problem, in that they've tried to build up pops, or tried to get their logic as close to their end points as possible, are going to be adopting it sooner than others. I think in terms of broader option where any developers tZero thinking of core plus edge, that's a five year out thing, and we should, I mean, that's just out there somewhere. But there's enough companies out there, there's enough new use cases out there in the next couple of years that allow company like ours to exist. In fact, I am quite confident that there are probably five other smart people, smarter than me doing this already. This is a real problem, it needs to be solved. >> Alright, well, Haseeb Budhani, it's great to catch up. Thank you so much for helping us interact with our community, understand where these emerging trends in Edge and everything that happens. Distributed architecture is absolutely our biggest challenges of our time, and I look forward to seeing where you and your customers go in the future. >> Absolutely. Thank you so much, Stu. Appreciate your time. >> Alright. And thank you for joining us. Of course, check out theCUBE.net for all of the videos. Check out wikibon.com where it is absolutely digging in deep to how edge is impacting architectures. Peter Burris, David Floyer and the team digging in deep to understand that more and always love your feedback so feel free to give us any comments back. I'm Stu Miniman and thank you for watching theCUBE. (light music)

>> Announcer: Live from Las Vegas, it's the Cube, covering AWS reInvent 2017, presented by AWS, intel, and our ecosystem of partners >> Hello everyone, welcome to the Cube here, live in Las Vegas for Amazon web services, AWS annual conference reInvent 2017 and I'm John Furrier here, the co-founder of SiliconANGLE Media, co-host of the Cube. We are here for our fifth year in a row as Amazon Web Services continues to go on a thundering pace of product announcements and massive growth and we're here with two live sets, we're growing so much, there's so much action, there's two cubes, double barrel shotgun of innovation and data we're sharing with you, go to SiliconAngle.com, check out all the stories, all the news and we're hear kicking it of with an analysis, getting ready for tomorrow, the big day, today's officially the partner day, Sunday night they had Midnight Madness, the first ever event for Amazon, where they used the March Madness, kind of copied Cube Madness if you follow the Cube and they do a little preview, I'm here with Justin Moore and Keith Townsend, two great analysts in the community, guys and co-host this week at the cube. First of all thanks for co-hosting the Cube this week and thanks for coming by >> It's a pleasure >> Nice being here with my 50,000 closest friends (laughs) >> It's so good to have you guys here, one, the hosting but more importantly more Cloud thinking men but we've been watching this evolution, both when the Amazon start, I know you both have been involved in the game, in the Cloud watching it and participating but watching just like the tipping point, you're starting to see that moment where, people are calling this the Vmware 2008 moment, Where it's like oh my God its kind of gone mainstream but its still got a community, can they keep that alive? Meanwhile everybody is just getting blown away by Amazon, no matter what is being said, they're clearly the leader in Cloud, Microsoft pedaling as fast as they can, cobbling together their legacy Cloud, to try to keep up. Google, a new guard company looking really good with developers but not international, not a lot of things there yet but certainly looking great and then you got everybody else. >> Keith: Is there anybody else, really? >> As Dave Alonzo would say, what horses are on the track? >> Yeah there's lots of smaller players who are calling themselves Cloud, they're much more like, manage service providers and collocation kind of things, its not really Cloud they way you would think of it from the AWS kind of perspective. >> I've been talking to a lot of Fortune 500's lately and all of their internal customers, when they describe what they want, they're describing AWS, Azure and Google compute and everything else is just not even part of the discussion >> Yeah it needs to look like AWS, that's like the bench mark so this is what it is >> Total gold standard, the bell weather, let's talk about Amazon because I was writing a post on Forbes, I posted about kind of, trying to tell the story in a way that was kind of understood by the mainstream, still not really truly understood but they're changing the game, they're just kind of minding their knitting, they're just all steam ahead, you know, why look in the rear view mirror when your top dog? Why do that but the game is changing, they're constantly introducing new stuff, serverless is the hot trend that we've been tracking, you're seeing it here, you're seeing real developer centric, customer centric announcements. Even during the analysts meeting I heard rumblings, we can't even keep up with all the news, it's so massive so just thundering pace of announcements. Where's the innovation? What's Amazon doing now? What do they gotta do to distance themselves from the field? >> It's interesting, I reckon the competitors to Amazon are actually distancing themselves from AWS, they're trying to find their own way of doing things because you cannot AWS AWS >> Keith: Rackspace learned that a couple years ago right? >> Yeah, trying to compete head on, you're gonna lose so then we see Google is pushing really really hard, machine oiling and they are in top systems, a lot of people are using them for that big data and genomics research, Microsoft is all about office 365 and their traditional enterprise applications that all of their customers today, they know and love >> Yeah so Microsoft is doing what Microsoft does, which is taking care of their enterprise customers and I think this is where AWS needs to innovate in and its not maybe a technical innovation more than a operating and sales approach to how they treat enterprise customers. Enterprise customers still I think, are struggling to this date on how to interact with AWS and AWS is still trying to figure out how do they sale and help manage enterprise accounts. >> So let's separate IT because obviously two factors are merging, the CXO which is traditional IT, which we're all familiar with and a new kind of developer model is emerging and I won't say it's developer speeds and fees, developer programs, where developers are shaping the agenda. It used to be CXO's have the cash, they drive everything. Now you got this developer mojo and I can see early signs of a cult here, where all the innovation that's come in the field, is from customers saying screw it, I don't need the big dog telling me, the old guard, the old CIO up there, I'm just gonna go do it, get out of my way, three feet in the Cloud dust, get a prototype up and running. So you guys see that dynamic, with this cultural shift, what's your thoughts? >> Cloud is a state of mind... (laughs) It's a way of operating the business, its not so much about the infrastructure, its not so much about the services that live on top of it, it's how you use them and that way of doing things that the developers like, is that they get to pick and choose their favorite tools from what they think is the best solution and a lot of the time that's been AWS and then they blend them together and they just stitch this system together based on the favorite tools that they have and that just lives in a completely different level of abstraction than what we've seen before. >> And the speed too, I mean that's just changing the game too, right? >> Well you can do that a lot faster than waiting, raise a PO, wait for three months for someone to rack ans stack a whole bunch of gear, wait for everything to clear through purchasing and then you get access to the enterprise, anointed correct thing, so we saw it the same with sales floors, where people would... sales guys would just go with a credit card and just say, yes I'll have some of that, thanks >> It's much more than a credit card, VMware worked their re-Cloud air service a couple years, said, I can take your credit card, build a data center, my son a developer, in college, I gave him that solution, he looked at it, he was like what's a load balancer, why do I need to configure a firewall, I just want to build a application man, I just want to build, I just want to code, and AWS has figured that out, how to get developers back to what they love to do, which is solving problems via code and you see it, even before the start of this show, there's a lot of hoodies and shorts at this conference, compared to the culture that we see at a lot of other and past shows. >> I find it inspirational, so couple key points, so I asked Andy Jassy, an exclusive one on one with him last Monday and I asked him, you know, he was talking and he made a comment to me and I'll tell you the story here, he says, you know, we have a conversation inside Amazon, this is Andy talking about if we were gonna start Amazon all over again, cause he tells the story about the scar tissue and all the pain they went through with S3. He says if we're going to do it all over again, we would use Lambda, and the serverless trend is interesting because now that speaks to your son's objective, I don't need routers, I don't need load balances, I don't need gear... >> What do you mean how many CPUs I need? I don't know >> What's a patch? >> You tell me, alright, yeah >> Load Linux? What's Linux? So, okay if that's the norm, the driver has to be a new programming methodology, not agile, we're talking about compose ability and a level where no one says, oh I need Oracle for that or I need Mongodb for that, there's just data bases. So a whole new things happening where this choice that used to be the religious war between vendor A or B... serverless could change the game on this >> We're just gonna end up with a new religious war I think, it's gonna be, instead of Vim versus Emacs, it's gonna be should I use Amazon Lambda or should I use Google Cloud functions, it's gonna be one of those, which programming language is the best. >> Okay old guard, new guard, it's a term that Jassy uses, I like it because I'm old, so maybe I'm old guard trying to be new guard, old guard means legacy, he's really talking about Oracle, IBM, probably say Microsoft, so move over and put them in that bucket, so new guard players, clearly Amazon, saying they're new guard, but Google's new guard in Cloud, they're not really trying to do anything legacy, they have legacy infrastructure but they're approaching a... a market from a new guard perspective. What's you guys take on old guard, new guard and do you agree with that statement and what do the old guards have to do to be cool with the new school? >> So the Cube has been at almost every major conference, this year, take an example, what some of the old guard is trying to do, NetApp is trying to get into the Cloud conversation. Google has none of that legacy concern of needing to sell boxes, you look at a solution like Kubernetes, Kubernetes has come on and taken over the container orchestration conversation because Google doesn't need to make money off of Kubernetes, they don't need it to sell more boxes, there's a bit of freedom... >> They may have moved some work loads off Amazon, don't you think? >> It's a great way to move work loads out of Amazon, AWS has joined the CNCF because they no longer have a choice in the matter, Kubernetes has won the containers war so because of that, these new school competitors can compete in ways that a HPE, Dell EMC, etc., simply can't. >> Josh I gotta ask you this, I agree with what he's saying, I'll take it one step further, the old guards trying to slow the game down, move the goal post as an expression, they gotta try to slow this freight train down because otherwise it could be less than it does and they have leverage, they've got customers, they have market power, even Oracle I would say is in that category so they gotta kind of slow the game down but is the scale and the unprecedented amount of announcements, the differentiator as more services come on, their thesis here at Amazon, as I release more services faster, more available capability thus more, total address full markets available. Do you buy those two things, slowing down and services being the advantage? >> That's interesting I think it's more of a scatter gun approach in a way, it's like you know, fail fast. So if we throw enough services out there, throw enough stuff at the wall, we'll just find the ones that work and concentrate on those, as someone who tries to keep up with what Amazon is doing and this happens with developers as well. When you release 800 new services in a year, name them all, as a human that's really really difficult to manage. So I think in some ways it's a little bit... >> I've got four kids I can't even name, I get them all confused >> It's a little bit like Microsoft Word, it's got 800 billion different features but for any given customer they're gonna use maybe 10% of them and yet all of them are there because different customers use a different 10%. I think that's a little bit what Amazon is going for, kind of ubiquitous market coverage, as much market as it can possibly get, it's a lot like it's retail strategy, we want to be in everything, where some of the competitors are being a little bit more focused about saying well rather than just being a generic service that covers everything, we're gonna focus on particular areas that we think have enough value in that for it to be worth that time. >> Okay I wanna ask you guys a question about value creation, entrepreneurial, the startups, companies that are trying to go, you kind of see, certainly in Silicon Valley, where I live, startups are getting pummeled, if they were born before 2012, they're really going.6.. they try to go big but they're mostly going home. Barracuda Networks just announced this week that they're gonna go private, private equity's squabbling up all these companies that have pretty good sizeable funding, 100 million dollar invests from Andressen Horowitz, Graylog, Sequoia, big names, folding tent and being acquired which is code words for we can't got public and even big public companies that don't have a Cloud player, kind of retooling. So the question is, are we at a point now where scale and speed of the game is causing some havoc in the market place. >> Well look no further than what's going on in Europe now, the Cube is at HPE reInvent. HPE's discover in Europe and HPE is a completely different company than it was three years ago as a direct result of what Amazon has done in the Cloud space and gobbling up all of these smaller accounts and new opportunity. You mentioned it earlier, HPE is still HPE, HPE is gonna get that interview or session with the CIO, Meg makes the call, someones going to pick up the line. >> Now Antonio >> Yeah, now Antonio But AWS has been changing that story, impacting and taking the air out. HPE chose a interesting approach, get smaller, become more agile, Dell chose the opposite route of getting bigger to compete, we'll see which one plays out, in the meantime 18 billion dollar run rate and no sign of slowing down. >> 18 billion dollar run rate with 40% growth on that bassline is pretty significant, I think they might even be doing better than that next quarter but that speaks to the traction, it's not just startups, those numbers aren't just startups. Airbnb is a big company now but they started out small. We use Amazon, a lot of people use Amazon, they're winning big enterprise deals, why? What do you guys think, what's the reason why? >> You know what... Go a little bit intuitive here, look at VMware on AWS, I've been kind of critical of that solution but it is a easy win, if VMware made the exact same announcement on IBM, the year before at VM world... the Fortune 500's I talk to don't consider that Cloud, the exact same solution and AWS is Cloud, that's the Cloud check box. AWS, they do a much better job at controlling their brand Kleenex but they are the Kleenex, they are the Xerox of Cloud, you don't have Cloud unless you have AWS from a enterprise perspective, that's what Azure, Google Compute, and all the other Cloud providers have to compete against >> First of all those guys are incomplete in their Cloud and that's just on a feature by feature basis, I do agree it's kind of like Outlook or Word, I like Outlook because it's more bloated than Word and less useful but my point is, that's the name of the game, getting functional value creation. So final question for you guys is, as we look at reInvent this week obviously I looked at the industry day yesterday and the board, a lot of Alexa repeats. So you can see what sessions are repeating so that's a indicator of popularity so Alexa's got traction, serverless with Lambda. What do you guys see as the big, so far, early show buzz? >> I'm hearing a lot about containers, containers and like you say, things like Lambda and Alexa, anything that has AI machine learning in it, that's very hot at the moment whether or not it's just hype and the bubble on that will pop in a few years, I personally think that that is mostly hype and hot air but it'll settle down and there'll be some real value in there. That's where I'm seeing the noise. >> So over at the RA, they have the container kind of show, it's a show within a show and I'm hearing similarities with containers but not just containers, to your point, serverless, it was a term that we struggled with a couple years ago, now it's generally accepted, you know what, I can just write code and that code can be executed without regard to infrastructure operations. That has proved to be insanely popular right now. >> Okay final question, I'll start it, we're gonna end this on this last segment, I know I wanna get one more in, that's the buzz. I wanna ask you guys, what tea leaves are you reading, what signals are you looking for? Because remember Amazon is very scripted up right now, you can see them on message, I'm trying to poke holes, and which tea leaves, smelling it, putting my ear, ear to the ground, think about that question, my view is, I'm looking at, is this developer trend a cultural shift and to what extent is that developer traction in terms of mind share and love of the brand, Kleenex, the Cloud, the real Cloud, and how much will that tip the CXO conversation. Where's that power shift? So me, I'm trying to read what the tea leaves are saying, if this developer tipping point happens at this scale, developers could really be in the drivers seat. Not just oh developers are in charge, I'm talking about really making the decisions on all big deployments, that's my tea leaf read. What are you looking at? >> So I'm talking to a lot of vendors, their number one reason for being at AWS, when I say vendors, vendors that we see at traditional infrastructure shows, they're here to talk to new audiences, to that developer audience that you mentioned and what I want to know from them, more than just interest, do these developers have money? One of those challenges that all of these Cloudy type companies have faced is that the developers fall in love with them, Docker is a great example, developers fell in love with Docker, millions of downloads. However that doesn't translate to POs and purchases, do these guys actually have the buying power to see through that initial contact all the way to the sale of the solution. >> Influence the buying decisions and IT, thoughts? >> You made the same comment I think earlier about 2008 VM world, it has a very similar vibe to me here, I'm seeing that this is now the crossover between where it was developers, where it was all hoodies and tracksuits and pink hair, I'm seeing a lot of suits, seeing a lot of money floating around this conference, so I'm starting to think that this is the point where AWS is starting its transition from being the new guard to the old guard, they would love to be IBM, IBM made a lot of money. >> Turning into an old guard is very good financially >> It makes you a lot of money. So I'm looking to see where on that transition are we and how long can AWS maintain that momentum of being a new guard company. >> If they can hold the line on new guard they win everything as long as they could in my opinion. Alright, I'm John Furrier here with Justin Moore and Keith Townsend kicking off the first day of three days of wall to wall coverage here at AWS reInvent, stay tuned for more analysis opinion, commentary, of course go to SiliconANGLE.com for all the exclusive interviews with Andy Jassy and all the top executives of Amazon. We'll be back with more after this short break. (slow futuristic music)