>> Announcer: Live from San Francisco, it's the Cube, covering Google Cloud Next '19. Brought to you by Google Cloud and its ecosystem partners. >> Welcome back everyone live here in San Francisco at Moscone, this is the Cube's live coverage of Google Next 2019, #googlenext19. I'm John Furrier with Stu Miniman, as well as David Vellante, who has been co-host, he's out there getting stories and getting all the scoop. We are here with two great guests, Cube alumni's, Aparna Sinha, the Group Product Manager at Google, and Chen Goldberg, director of Engineering, Google. Both the architects of the big wave that we're riding. Containers, kubernetes, and anthos. Guys, great to see you, thanks for coming on again. >> Aparna: Thanks for having us, great to be here. >> Chen: Thank you. >> So, you were smirking last night when we saw each other at the press gathering, knowing what was coming. I watched the keynote, it was awesome. I didn't get a chance to see the spotlight session you guys just had, but Anthos, obviously the rebranding and the additional integration points for making things run end to end, this is our dream come true, Devops Infrastructure as Code is happening, we've been talking about this for a while, you guys are behind it all, give us the update. >> So we've been hard at work over the last eight months since our last Next. Can you believe that it's only been eight months? Last year we were here announcing GK On Prem. This year we've rebranded CSP to Anthos and enlarged it and we've moved it to GA. So that's the big announcement. In our spotlight we actually walked through all the pieces and gave three live demos, as well as had two customers on stage and really the big difference in the eight months is while we're moving to GA now we've been working throughout this time with a set of customers. We saw unprecedented demand for what we announced last year and we've had that privilege of working with customers to build the product, which is what's unique really. So we had two of those folks up on stage talking about the transformation that Anthos is creating in their companies. >> I want to get to the customer focus a little bit later, but I want to just get it out on the record while you're here, because there's not a lot of time on stage other than the great demo Jennifer Lynn did. What actually is the difference, what's the new things, because obviously its a rebrand, some people might say, "Oh, they're just rebranding the announcement from last year", what were the new things, what are the new elements of Anthos, why is it important, what does it mean, what's under the covers, tell us what's new. >> Chen: So, first of all lets talk about, "What is Anthos?" Anthos is a Google opinionated solution that lets you right once, deploy anywhere. Really, the key thing about Anthos is choice. What we've been hearing from our customers, how much they appreciate choice in their journey to the cloud and modernization in general. The main thing that we have announced is that everything we have announced last year is GA. So talking about GKE On Prem, Anthos config management and our marketplace and the control plane from managing multiple classes, all of that has moved to GA. when thinking about choice, we've added new capabilities and one choice that customers are thinking about, "Do I need to choose a single cloud provider?" I had a discussion just yesterday with one of the customers and they said that when they exclude a cloud provider from their strategy, they're actually blocking their own innovation and that might get even a bigger risk for them. So we know that customers are adopting a multi cloud strategy. The big announcement here is that we are moving towards, or maybe we are even leaning more into multi cloud, we already had other solutions that we were talking about and definitely with Kubernetes and Istio talking about open API's, but we are leaning in towards multi cloud strategy, so that would be one. The second thing that talks about choice, is "How do we start?" One thing we are hearing from our customers is the importance that they want to innovate with what they have. So Anthos migrate, lets them take their existing applications, package applications that are running today on VM's and onboard to Anthos automatically and see value. So those are the top two announcements and I think the third one would be around all the partnerships, which is part of the people we've been working with in eight months. >> That's awesome. >> Stu: I'm sorry, the migrate piece, that's not GA yet, am I understanding? >> No, it's moving to beta. >> So Stu, you and I have been talking about applications, Renaissance, multi cloud, obviously is a reality for enterprises. Now you've got the hybrid model, this is kind of in the main themes of what this all means with anthem. So its holistically looking at the cloud, as you said, not just Google Cloud. This is a key nuance, its kind of embedded in the announcement, but its not just Google Cloud. >> That's right and I think in that sense, Anthos is a game changer, its not just an incremental improvement to something that's existing for customers. Its not like its just something faster or cheaper or adds more features, its actually something that allows them to do something they couldn't do before, which is, have a consistent platform that they can use to write once and deploy their workloads anywhere, On Prem, in GCP and that we had, but expanding that to any cloud, not just Google Cloud. >> I want to get your guys' thoughts here because you've got the brain and trust inside Google Cloud, because I've been talking on the cube about this and publicly. There seems to be confusion around what multi cloud means, and a company is an enterprise, there's a lot of things going on in the enterprise, so certainly the enterprise will have multiple workloads. There's certain situations that some people say, "Hey, this workload would be great on this cloud, this workload would be great on that cloud." So its not about having a cloud for cloud's sake. "We have to standardize on Google, we have to standardize on Amazon." Instead, what I hear, and I want to get your thoughts and reaction to is, I'd like to have a workload that has data, highly addressable, really low latency for this workload, and a cloud for this workload, but together its multi cloud, this seems to be a trend, do you guys agree with that? Is that something that you're seeing, is that the main message here? It's not so much standardized on the cloud, but have multiple clouds, pick the right cloud for the job, kind of philosophy. What's your thoughts, this is kind of a philosophical question. >> So this is exactly what we are hearing from our customers about their multicloud strategy and exactly what you are saying. This is actually for most of them is a reality, either because they have been organically building things in the cloud or they want to get to multiple geographies, and it's not only a cloud vendor, we need to remember that On Prem is where most of their workloads are still running and where they still need to innovate or when you talk about retail or banks, they have their branches and their stores where they need to have compute at. Really, services are spread all over. Now the question is, this kind of situation creates a lot of risk for our customers. Security risk and talent fragmentation, which are related, so how can I manage all of those environments? >> The risk is multi cloud, or one cloud? >> So multi cloud actually increases the risk even further, so they already have a multicloud reality. That's their strategy forward, but how can they mitigate risk with that reality? We are talking about kubernetes gave you portability of workloads, but how can you do portability of skills and making sure that your talent can really focus where it matters and not be spread too thin, so this is one example that I think Anthos is really unique about using it from our hosted control plane on GCP. >> So let the workloads decide what's best for the workloads and let the clouds naturally use kubernetes. >> Yeah, I mean one thing I've seen in our customer base is, you know the line of business wants to innovate and they want to use the best service for whatever it is that they're doing and the different clouds have different types of services, they have different strengths. So, you don't want centralized IT to say, "Hey, no actually you can't do that, you have to follow this policy." We've seen many examples where centralized IT is taking months to approve cloud services and they've got a backlong of hundreds of services that they need to approve. That's really slowing down innovation, and, "why is that happening?" Because you don't have a consistent platform that you can run and use across clouds. Like you said, kubernetes actually solves that and so that's why were introducing Anthos based on kubernetes, so that you don't have that risk, you don't have that fragmentation and you can innovate faster. >> Lets do one more question and with compounds to complexity is old procurement rules might slow it down. I've got to buy this. So the old baggage on procurement standards, Its kind of a moving train. >> Yeah, I mean enterprise has its policies, we've been talking to some of they largest banks, we had HSBC on stage with us, we had (mumbles), which is one of the largest grocers, we have kohls, these companies have policies and they have compliance requirements and these are very valid compliance requirements and they need to be adhered to. Its just, how can you speed that process up, and if you have a platform that actually spans environments, it doesn't look different in each environment, you can imagine that simplifies the process, it simplifies the approval process because the platform's already pre-approved and then new services as they come online, if they follow a certain pattern, they're kubernetes approved services, then it's much easier to approve them and it's much easier to unlock that productivity without increasing risk. >> If I could poke on that just a little bit (mumbles) approved services isn't a term I've heard yet. There are dozens of providers that have kubernetes, Anthos I know is different but if I go out there and use kubernetes from a different cloud provider or a different service provider. Kubernetes is not a magic layer, everybody builds lots of stuff on top of that and a concern is if I just have a platform that spans all of these environments. There's skillset challenges and do I also get a least common denominator. Cloud is not a utility, GCP is very different from the other clouds, how do I balance that and how do I make sure that I'm actually being able to get the most out of why I choose a specific platform or cloud. >> That's where Anthos is that layer that actually is more than kubernetes. We have, in Anthos, an opinionated platform from google that utilizes kubernetes but it isn't just pure kubernetes, as you would experience it from the open source with the fragmentation, we're working with certified kubernetes distributions and we've got this marketplace where the applications that are in the marketplace have been tested and certified and are supported by a set of partners as well as by Google Cloud to run on these different distributions that you connect and register with Anthos. >> To give maybe another perspective of that, what we have seen with kubernetes is that customers do appreciate that consistency. They have been demanding, for example, that all kubernetes distribution will be conformed. We had that announcement when we were on stage today about consistency and how we can integrate PKS into Anthos. I think what customers are telling us, they don't want us to innovate in that layer. So they appreciate us using open API's and using sensibility which is predefined and actually allows that interoperability of services and this is something that is really in the foundation of Anthos. >> Well you guys have done a great job, we've been following the progress from day one and watching the foundation of Google Enterprise. You guys have been big contributors, congratulations to your work, it's great to see the progress and it seems to be, the train's moving faster on the tracks, so congratulations. I guess my final question for you guys is, boil down Anthos. To the folks watching that are in IT, they're trying to solve some problems, a lot of people realize and wake up, "wow I've got multiple clouds." That's not (mumbles), that's reality. They see billing statements from multiple vendors how they still want maybe hybrid, what does Anthos mean to those people? What is it about, what is it? I'm trying to get bumper sticker. What's the bottom line, what is Anthos? >> So Anthos gives you a choice without the risk. That means that they can choose an existing service or a new green field service to use, On Prem or in the cloud. Containerized or uncontainerized, and they can build on top of that at their own pace. So that's the choice and they can mitigate risk by giving those tools to manage that consistently. The other thing I would say for something that we are not talking a lot about because we are focusing about technology and requirements and constraints is what we hear about our customers that Anthos is good for the engineering teams, and what we hear our customers say, that because they are choosing this technology, their talent is appreciating that they can use the best and latest technology and their skills are portable to other areas as well and they can attract the best talent. That to me is a very big value for us that are looking to do digital transformation. >> I'll take a crack at it as well, so Anthos is Google's opinionated solution for hybrid and multi cloud and it is like Chen said, something that mitigates risk and gives users choice so that they're not locked in to a particular cloud and instead, they can build once and deploy anywhere. From a technical standpoint, it's three things. There's a multi cluster, multi cloud, management plane, that's hosted in Google Cloud. Number two, there's a service management layer which actually bridges your monolithic, migrated services with your green field services that are containerized and treats them all as services that you can secure, manage, and control, and then number three, we have an awesome marketplace from which you can deploy Google Services, you can also deploy partner services, and you can deploy them into anywhere that Anthos is registered and can run. >> So Anthos embraces the cloud, all clouds, all services. >> Anthos embraces the user and it puts the user first. >> Does this benefits, good choice, lock in options, negotiating contracts, developers love it, ... Guys congratulations, thanks for the insight, love the explanation of Anthos, thanks for sharing, appreciate it. (mumbles) Thanks for coming on, cube coverage here live in San Fransisco, we're breaking it down, Google Next 19, day one of three days, there'll be live cube coverage. We have all the leaders, google executives, all the engineers, coming on to explain to us what's happening, thanks for watching, stay with us for more after this short break. (funky music)

(energetic music) >> Announcer: Live from New Orleans, Louisiana, it's The Cube! Covering .NEXT conference, 2018, brought to you by Nutanix. >> Welcome back to The Cube's coverage here of Nutanix .NEXT 2018, I'm Stu Miniman with my co-host, Keith Townsend. Happy to welcome to the program two first time guests. We have Sherry Lautenbach who's the SVP of America Sales with Nutanix and Inder Sidhu who is the EVP of Global Customer Success, also with Nutanix. Sherry and Inder, thanks for joining us. >> Sherry: Thank you. >> Alright, so Sherry, first of all, you were up on stage this morning celebrating customers, we actually had the chance yesterday to nominate one of the, to interview one of the, nominees there and talked about what that meant to them and it was really talked about, you know, it's validation, where you know, we're trying something, we think we went out beyond what other people are doing and getting that validation back was just, they were really excited just to be nominated, so, you know, take us inside. >> Yeah, so first of all, we had hundreds of nominations, so it was super hard to choose and break it down to the finalists and then of course the winners, but for us, it was about innovation about cloud trailblazers, you know, dev ops, lots of different types of awards this year, and recognizing things that customers are doing to innovate with Nutanix. The best award we did have was Art.Heart give-back award and that, you know, it says a lot about our company that we focus on what companies are doing to better the communities they live in and the world in general, so. >> Yeah, and JetBlue is the winner there. >> Absolutely. >> Have to say, it makes me even happier to talk about, I have status with JetBlue, cause I fly to a lot of shows. >> Yeah, I can imagine Doug, they've been a great partner of ours, a great spokesperson, and they've really leveraged our technology to innovate with their company, so it's been a, it was a great morning. >> Alright, Inder, we watched Nutanix since the early days, discussion about NPS scores, and when you can't, when you come to an event like this, you can't help but feel the passion of the customers - over 5500 people here. Talk to us about what your role is, your engagement with customers, that whole customer success, and what that means. >> Yeah, customer success in my mind, Stu, is probably the single most important thing that we do at Nutanix, and the reason is because customers drive everything that the company does; it drives our employee behavior, it drives our partner behavior, it drives our product roadmaps. We're an outside-in company, fundamentally, and therefore, driving the customer success holistically, not just in terms of support after they might have an issue, but holistically, end-to-end over the entire life cycle is very very important for us. So, we're creating an organization, an investment, reporting all the way to the CEO to drive exactly that and we're very excited about that. >> Right, and I call it customer obsession, so I've been at Nutanix six months, the first day I showed up to headquarters, they gave me my laptop, and then they brought me up to the customer support area and said, "This is why we're so successful, because we are maniacally focused on ensuring our customers are being delivered value every day." And with a focus on our NPS four daily. So, for me, that was super impressive, and we don't let up on it. >> Stu: You know, Sherry, and I love some of the pieces. You were talking about innovation, talking about developers-- >> Sherry: Yes. >> We've been talking to a lot of customers about their digital transformation. It's not just, "Oh, okay, I'm re-platforming," it's more than that, talking about, what one of the customers said is, you know, "Business as IT." >> Right, no absolutely. So, digital transformation is clearly the buzzword, but it is all about what are companies doing to transform their businesses to become digital. And, Dheeraj always says, you know, "To be in that digital transformation journey is all about what you do to transform not only your IT operations, but the business." And the business drives what digital transformation does, absolutely. And it's not just creating things online or creating a presence, but its actually innovating yourself to differentiate yourself from your competition. We've seen that time and time again on what Amazon did to bookstores or what Netflix did to Blockbuster. And those types of things are the innovation that drives the change. >> Keith: So, Inder, speaking of innovation-- >> Inder: Mmhmm. >> Nutanix digitally transformed themselves into a software company. You guys made a lot of announcements, a lot of new products in the pipeline, a lot of new features available: GA as of the show. Nutanix has become a bigger company, valuation over nine billion dollars, as you get bigger, it's hard to keep that NPS score over 90. Where's the focus and how do you do it as Nutanix grows? >> You know one of the things, I think, as we become a big company in terms of size and scale, in terms of our heart and in terms of our spirit, we're very much a small company. I go tell customers, there is going to be times when we'll screw up. But you'll never find any company that's going to work harder than us to drive your success. And that's where the intent is, that's where the focus is. We're going to do whatever it takes from an holistic end-to-end customer perspective. We're assigning customer success managers to some of our largest customers so we can proactively engage with them, especially along three dimensions. We're not like a lot of other technology companies, where you just try to sell them technology, we're around three things: we want to make sure make sure that our customers can be organizationally proficient, we want to make sure they're operationally efficient and we want to make sure that they're financially accountable. All three of those dimensions have to do with stuff that's important to them. As we make them successful along those dimensions, automatically the technology starts to get adopted and they start seeing some benefits. >> So, Sherry, let's talk about that customer success manager. What are they empowered to do, like, if there's a problem, how do they make it right? >> Well that's a great question, they're empowered to do whatever it takes on behalf of the customer to ensure that one, they're deploying our technology well and they're finding great value in it. It's interesting, I've spoken to many customers at this conference and so many of them have said, you know, using Nutanix has changed my career, my career trajectory, and the business value I provide the organization, not just from an IT standpoint, but on the business side. And so for me, there's no greater compliment when our customers, they're cheering for us, they're rooting for us cause we're helping to transform what they do every day. So the customer success manager is just going to be an overlap in terms of ensuring and driving that success as we get deeper and deeper into these customers. >> And what we're going to do is we're going to start out with customer success managers more at the top of the pyramid, some of the largest accounts, but remember, we still have hundreds and hundreds of account team members from Sherry's team and others; SEs, all of whom provide an even greater leverage, and then extending all the way through our partners. So we have a high-touch model at the top with CSMs, we have a medium-touch model with SEs and account teams and insight sales reps and partners in the middle, and on the bottom of the pyramid, we've got a tech-touch model, where we're going to actually leverage our technology with self-service portals and so on with emails and webinars and training and material that can actually drive their end-to-end success, very focused on that. >> Stu: Sherry, I'm wondering if you can dig in some of the organizational pieces that Inder was talking about. From your customers as you move up the food chain with the products, what are you hearing from your various constituencies inside of companies? >> Inside of our customers? >> Stu: Inside of the customers, yes. >> Right, so, well we cover, in terms of an organizational size, we cover all different types of customers in various ways. We have dedicated account people to our largest accounts alongside with SEs of course. And we leverage our partners, though, in our channel and everything we do, so they're considered an extension of our sales force, which I think is truly valuable and really important that we ensure that they drive success with our customers. >> Anything special you're hearing when you get up to the C-Suite, pain points, that they're hearing more than you heard in the architect or admin standpoint? >> Yeah, no, they're looking for more of, you know, helping to rationalize cloud: how do I get to cloud, what's the right balance in terms of hybrid, on-prem, off-prem, and really, understanding the business value and drivers around it, not just cost efficiency. It's about transforming different areas of their business and many of the C-Suite customers that I speak to really are approaching it many different ways, dependent on what is the key pain point and business problem they're trying to solve. >> Inder: So, two things I'd say to add to Sherry's answer there is that what we see is customers wanting to engage more architecturally rather than an individual point product through a consultative process that is more around business outcomes. So it's not something necessarily new, but it's a little bit new for Nutanix, cause we've historically engaged at the technology level, and now you're finding more and more. Of the Fortune 50, we have 33. Of the Fortune 100, we have 66. So we're actually starting to get to really large customers in a big way. They want a deeper, architectural, all-in engagement, and as our portfolio starts to expand from just HCI to Flow and Beam and Xi and all of those, they're saying gosh, I mean I just literally ran into a CIO in the elevator, coming down this morning, and he said gosh, we were thinking about doing NSX but now that I came here and I heard about Flow and I heard about Xi, I think I'm going to go all-in with you guys, I'm going to put that thing on ice, and really work with you guys on this. Literally, unsolicited, in the elevator, this morning. >> Keith: That's impressive. So as we, on all those lines of growth, you guys have a huge user community: 70,000 participants, and this morning, Dr. Brennan, I'm sorry, Dr. Brené Brown talked about having difficult conversations around diversity. I want to first give you guys kudos, this is from an optics perspective been one of the most diverse technology conferences I've attended from an entertainment to the onstage presence to the keynote speakers, awesome job. As you guys are working towards having a more diverse user set, how are you helping your user community be successful along with their careers from a diversity perspective and whereas a career development perspective. >> Great question, and yes, I'm super proud of the diversity, things we're doing in the company. Just yesterday, I hosted a women's IT luncheon, so we celebrated the women around Nutanix so that was all about building a network of all of our customers: female and male, they were included too in this luncheon. And we had over 130 people, spent time, I said let's exchange business cards, let's talk about some of the challenges you face. We had one of our board members, Sue Bostrom share some very personal stories about challenges she's faced and opportunities to help advance her career, gave a great perspective on that. We also had the CEO of FlyWheel, she talked about failing fast and pivoting, and that to me was great little lessons and tidbits that we can provide our customers to say let's empower you to be even better and to build your network even more effectively. >> And if I can add to that, I think, what we're always looking for is a diversity of ideas, and those diversity of ideas is not just a nice-to-have, it's a must-have because it actually drives positive business outcomes from us when we start to represent what our community of users and what our community of customers is. And that diversity of ideas comes from people who have had a diversity of backgrounds, across a wide range of dimensions of diversity, and that's what we're really looking for. We're not necessarily solving for outcomes, we want to solve for opportunity, and make sure that everybody has that equal opportunity to engage and participate, and the more we do that, the richer we get, the more powerful we get, the more alive we become, I think, with diversity. >> Right, I mean, you think about that, you know, our traditional influencer was in the data center side, but we've found now in terms of diversity of our portfolio, the developer is going to be just as important of an influencer for Nutanix, so we're looking at it from not only our customers and who but what they do. >> Stu: Inder, I was wondering if you could get some colla rosso on the vertical side of things, we know you started early very much in the public sector phase, had a lot of strength there, so speak to how else you're growing in the vertical space. >> Inder: Yeah, one of the things we're doing is as we get into bigger and larger customers, as you know, we have 9000 customers, adding a thousand every quarter, we have about 642 after global 2000 customers and so, as we get into those, those customers want us to be able to talk to them in their language, around their issue. So I'll give you a great example, you know, recently, we hired a guy, his name is Don Mims out of Baylor Scott & White as a Customer Success Manager. Here's a guy who's done everything the Nutanix products, implemented them all through Baylor Scott & White, 7000 beds, 48 hospitals, and here's a guy who's implemented Nutanix, he's implemented AHV, he's implemented Epic. I got 40 other customers in the US alone who want to implement Epic and AHV in the healthcare sector among the provider community, and we're going to go towards those customers with that kind of verticalized expertise. Same thing around financial services, same thing around retail. I mean, when you look at retail, Walmart, Home Depot, Tractor Supply Company, Nordstrom, Target, you know, Best Buy, Kohls, we've got a wide range of customers who give us insight into their operations, and when we engage with them, when you're talking to a retailer, you're talking about dollars per square foot, you're talking about same store sales, you're talking about a flexible workforce and then you translate that into IT, which translates into a hybrid public-private flexible infrastructure. So as we have these conversations, they're very engaging, and we are starting to verticalize if you will, in terms of our overlay expertise. Sales force of course is going to be geographic first, because of the proximity that's required, but we're going to have overlay both in the services and in the sales organization that's going to be very noticeable as well. >> And we have found that there are certain geographies and areas that we can verticalize in the field, so, for example, Tennessee or in California, we can build healthcare verticals which has been very effective cause customers want us to talk in their language, understand what critical business applications they can leverage with Nutanix. So we're trying to mirror, as best we can, the vertical point of view in the field. >> Public sector of course is the first vertical that gets carved out for many companies, service providers, the second, we've already got public sector carved out, and one of the things, great kudos to Sherry and her team, you were proactive, Sherry, with Brad Rhodes in kind of carving out healthcare as a dedicated sales region in the West where people have nowhere to hide, you just live and die by the healthcare success, customer success. >> Well, and also, the familiarity on the use cases, right, cause a lot of the use cases are repeatable, so it just makes a lot of sense for us to bring teams together that can go to market that way. >> Keith: So, let's talk about the speed of Nutanix. I love the story, the impromptu meeting, CIO in an elevator, you guys are wowing me with the technologies in ways I never thought of. Let's talk about the other end of it. Where are customers pushing you, saying, "You know what, you guys need to move faster." You have one customer that's on NSX, you have a bunch that are looking way past that. >> Sherry: Right, no that's a great question, and the great thing about Nutanix is we really don't say no a lot, I mean, we've got to be very thoughtful in what we sign up for, but we will innovate and collaborate with customers in every instance. So what is it that you need, you need a support on a platform? We'll give you the right timeframe to do it, but yeah, we're going to do what we can to deliver on that, so, there is a lot that's coming at us from a speed standpoint with our customers and the demands that they have but I think that's a testament to the adoption and the delight that they have of using Nutanix and wanting to expand that in their enterprise. >> Inder: And I think, to some extent, Keith, I think your question is more about where are we perhaps falling short a little bit, and I'll tell you one area where perhaps we could do better, which is for support of a wider array of platforms. So for example, when we go to Asia Pacific, a lot of our customers are telling us, gosh you got support for Dell or Lenovo or IBM, etc., but what about other platforms that are local, Hitachi or Fujitsu or Inspira or Avia, etc.? So we're going to get very disciplined and structured around it, we don't want to over commit and let anybody down, because extending support to multiple platforms is not trivial, but we want to make sure that when we commit, we say what we'll do and we do what we say. And that's a guarantee that we'd like to provide to our customers. >> Stu: Inder and Sherry, I want to give you both an opportunity: just final takeaways you want your customers to know about Nutanix as they leave the show this year. >> Well, we'd love for more customers to come onboard, one thing I've seen with our customers that are here is that they love our technology, they're delighted. We've helped change jobs and careers with many of our customers and for me that's a huge privilege. >> I'd just say that customer success is the single most important thing for us, for our customers, we might make a mistake every once in a while, but you will never find anybody who works harder on your behalf. We've got the energy, we've got the fire in the belly, we've got the agility, and we're going to do everything that it takes to make you successful, no matter what. Period, end of story. So we're all in, we hope you can be all in with us as well. >> Alright, Inder and Sherry, obviously the passion is here from you, from your customers and the team. Thanks so much for joining us today. For Keith Townsend, I'm Stu Miniman, lots more coverage here coming from Nutanix.NEXT, New Orleans, 2018. Thanks for watching The Cube. >> Thank you. (electronic music)