>>mhm. >>Good morning. Live from Las Vegas. That snowflake Summit 22. Lisa Martin With Day Volonte David's Great. We have three wall to wall days of coverage at Snowflake Summit 22 this year. >>Yeah, it's all about data and bringing data to applications. And we've got some big announcements coming this week. Super exciting >>collaboration around data. We are excited to welcome our first two guests before the keynote. We have seen Nielsen in S V. P of data and Analytics Service offering head at emphasis. And Chris Dignan alumni is back with us to chief revenue officer at stuff like guys. Great to have you on the programme. Thanks for having us. Thank you very much. So he'll tell us what's going on with emphasis and snowflake and the partnership. Give us all that good stuff. >>Yeah, No, I think with the convergence of, uh, data digital and computing economy, um, you know that convergence is creating so much possibilities for for customers, uh, snowflake and emphases working together to help our customers realise the vision and these possibilities that are getting driven. We share a very strategic partnership where we are thinking ahead for our customers in terms of what, uh, we can do together in order to build solutions in order to bring out the expertise that is needed for such transformations and also influencing the thinking, Um, and the and the point of view in the market together so that, you know there is there is cohesive approach to doing this transformation and getting to those business outcomes. So it's a It's a partnership that's very successful and its strategic for for our customers, and we continue to invest for the market. >>Got some great customer. Some of my favourite CVS, Nike, William Sanoma. Gotta love that one. Chris talked to us about the snowflake data cloud. What makes it so unique and compelling in the market? >>Well, I think our customers, really they are going through digital transformation today, and they're moving from on premise to the cloud and historically speaking, there just hasn't been the right tool set to help them do that. I think snowflake brings to the table an opportunity for them to take all of their data and take it and and allow it to go from one cloud to the other so they can sit on a W s it can sit on Azure can sit on G, C, P and I can move around from cloud to cloud, and they can do analytics on top of that. >>So data has been traditionally really hard. And we saw that in the big data movement. But we learned a lot. Uh, and AI has been, you know, challenging. So what are you seeing with with customers? What are they struggling with? And how are you guys helping them? >>Yeah. So if you look at the customer journey, they have invested in a number of technologies in the past and are now at a juncture where they need to transform that landscape. They have the challenges of legacy debt that they need to, you know, get rid of or transform. They have the challenges of really bringing, you know, a cohesive understanding within the enterprise as to what these possibilities are for their business. Given the strategy that they are pursuing, um, business and I t cycles are not necessarily aligned. Um, you have the challenge of very fragmented data landscape that they have created over a period of time. How do you, you know, put all these together and work with a specific outcome in mind so that you're not doing transformation for the purpose of transformation. But to be able to actually drive new business models, new data driven products and services ability for you to collaborate with your partners and create unique competitive advantage in the market. And how do you bring those purposes together with the transformation that that's really happening? And and that's where you know our our customers, um, you know, grapple with the challenges of bringing it together. So, >>Chris, how do you see? Because it was talking about, uh, legacy that I think technical debt. Um, you kind of started out making the data warehouse easier. Then this data cloud thing comes out. You're like, Oh, that's an interesting vision and all of a sudden it's way more than vision. You get this huge ecosystem you're extending, we're gonna hear the announcements this morning. We won't. We won't spill the beans, but but really expanding the data cloud. So it's hard to keep up with with where you're at. So I think modernisation, right? So how do you think about modernisation? How are your customers thinking about it? And what's the scope of Snowflake. >>Well, you know, I think historically, you asked about AI and Ml and, you know, in the A I world historically, they've lacked data, and I think because we're the data cloud, we're bringing data, you know, and making it available and democratising it for everybody. And then, you know, partners like emphasis are actually helping us bring, you know, applications and new business models to to the table to our customers and their innovating on top of the data that we already have in the Snowflake Data Club. >>Chris, can you talk about some of the verticals where you guys are successful with emphasis that the three that I mentioned are retailers, But I know that finance, healthcare and life sciences are are huge for smooth, like talk to me, give us a perspective of the verticals that are coming to you. Guys saying help us out with transport. >>You know, I'll give you just an example. So So in the in the retail space, for example, Kraft Heinz is a is a joint customer of ours. And, you know, they've been all in on on snowflakes, Data Cloud and one of our big customers as well it is is Albertsons, and Albertans realises, Oh my gosh, I have all this information around the consumer in in the grocery stores and Kraft Heinz. They want access to that, and they actually can make supply chain decisions a lot faster if they have access to it. So with snowflakes data sharing, we can actually allow them to share data. Albertans share data directly with Kraft, Heinz and Kraft. Heinz can actually make supply chain decisions in real time so that these are some of the stuff that emphasis and stuff like help our customers self. >>So traditionally, the data pipeline goes through some very highly specialised individuals, whether the data engineer, the data scientists and data analyst. So that example that you just gave our organisation you mentioned before democratisation. So democratisation needs to be as a businessperson, I actually can get access to the data. So in that example that you gave between Kraft, Heinz and and and Albertson, is it the the highly hyper specialised teams sharing that data? Or is it actually extending into the line of business focus? >>That's so that's the interesting part for us is I think, snowflake, we just recently reorganise my sales team this year into verticals, and the reason we did that is customers no longer want to talk to us about speeds and feeds of how fast my database goes. They want to actually talk about business outcomes. How do I solve for demand forecasting? How do I supply fix my supply chain issues? Those are things. Those are the. That's how we're aligning with emphasis. So well is they've been doing this for a long time, Can only we haven't. And so we need their help on getting us to the next level of of the sales motion and talking to our customers on solving these business challenges in >>terms of that next level. So no question for you. Where are the customer conversations happening? At what level? I mean, we've seen such dramatic changes in the market in the last couple of years. Now we're dealing with inflation rising interest rates. Ukraine. Are you seeing the conversations in terms of building data platforms rising up the C suite? As every company recognises, we're going to be a data company. We're not gonna be a business. >>Absolutely. And I think all the macroeconomic forces that you talked about that's working on the enterprises globally is actually leading them to think about how to future proof their business models. Right? And there are tonnes of learning that they've hired in the last two or three years and digitising in embracing more digital models. The conversation with the customers have really pivoted towards business outcome. It is a C suite conversation. It is no longer just an incremental change for the for the companies they recognise. That data has been touted as a strategic asset for a long time, but I think it's taking a purpose and a meaning as to what it does for for the customers, the conversations are around industry verticals. You know, what are the specific challenges and opportunities that the the enterprises have, uh, and how you realise those and these cuts across multiple different layers. You know, we're talking about how your democratised data, which in our point of view, is absolute, must in terms of putting a foundation that doesn't take super specialised people to be able to run every operation and every bit of data that you process we have invested in building autonomous data and a state that can process data as it comes in without any manual intervention and take it all the way to consumption but also investing in those industry solutions. Along with snowflake, we launched the healthcare and life Sciences solution. We launched the only channel for retail and CPG. And these are great examples of how Snowflake Foundation enables democratisation on one side but also help solve business problems. In fact, with Snowflake, we have a very, uh, special partnership because our point of view on data economy is about how you connect with the network partners externally, and snowflake brings native capabilities. On this, we leverage that to Dr Exchanges for our customers and one of the services company in the recycling business. Uh, we're actually building and in exchange, which will allow the data points from multiple different sources and partners to come together. So they have a better understanding of their customers, their operations, the field operations and things >>like building a data ecosystem. Yes. Alright, They they Is it a two sided market place where you guys are observers and providing the the technology and the process, you know, guidance. What's your role in that? >>Yeah. So, um, we were seeing their revolution coming? Uh, two stages. Maybe even more. Um, customers are comfortable building an ecosystem. That's kind of private for them. Which means that they know who they are sharing data with. They know what the data is getting used for. And how do you really put governance on this? So that on one side you can trust it on the other side. There is a good use of that data, Uh, and not, uh, you know, compromise on their quality or privacy and some of the other regulations. But we do see this opening up to the two sided market places as well. Uh, some of the industry's lend themselves extremely well for that kind of play. We have seen that happening in trading area. We've seen that happen. And, uh, you know, the credit checks and things like that which are usually open for, you know, those kind of ecosystem. But the conversations and the and the programmes are really leading towards towards that in the market. >>You know, Lisa, one of things I wrote about this weekend is I was decided to come to stuff like summit and and see one of the, you know, thesis I have is that we're going to move not just beyond analytics, including analytics, but also building data products that can be monetised and and I'm hoping we're going to see some of that here. Are you seeing that Christian in the customer? It's It's >>a great question, David. So So we have You know, I just thought of it as as he was talking about. We have a customer who's a very large customer of ours who's in the financial services space, and they handle roughly 40% of the credit card transactions that happen in the US and they're coming to us and saying they want to go from zero in data business today to a $2 billion business over the next five years, and they're leaning on us to help them do that. And one of the things that's exciting for me is they're coming to us not saying Hey, how do you do it? You know, they're saying, Hey, we want to build a consumption model on top of snowflake and we want to use you as the delivery mechanism and the billing mechanism to help us actually monetise that data. So yes, the answer is. You know, I I used to sell to, you know, chief Data Officers and and see IOS. Now I'm talking to VPs of sales and I'm talking to chief operating officers and I'm talking to CEOs about how do we actually create a new revenue stream? And that's just I mean, it's exhilarating to have those conversations. That's >>data products. They don't have to worry about the infrastructure that comes from the cloud. They don't have to worry about the governance, as Senior was saying, Just put >>it in stuff like Just >>put stuff like that. So I call it The super cloud is kind of a, you know, a funny little tongue in cheek. But it's happening. It's this layer. It's not just multiple clouds. You see a lot of your critical competitors adjacent competitors saying, Hey, we're now running in in Google or we're running in Azure. We've been running on AWS. This is different. This is different, isn't it? It's a cloud that floats above the The infrastructure of the hyper scale is, and that's that's a new era. I think >>it's a new error. I think they're you know, I think the hyper scholars want to, you know, keep us as a as a data warehouse and and we're not. The customers are not letting them so So I think that's you know where emphasis kind of saw the light early on. And they were our innovation partner of the year, uh, this past year and they're helping us in our customers innovate, >>but you're uniquely qualified to do that where? I don't think it's the hyper scholars agenda. At least I never say never with the hyper scale is, but yeah, they have focused on providing infrastructure. And, yeah, they have databases and other tools. But that that cross cloud that continuum to your point, talking to VPs of sales and how do you generate revenue? That maybe, is a conversation that they have, but not explicitly as to how to actually do it in a data >>cloud. That's right. I mean, those and those are the Those are the fun conversations because you're you're saying, Hey, we can actually create a new revenue stream. And how can we actually help you solve our joint customers problems? So, yes, it is. Well, >>that's competitive differentiation for businesses. I mean, this is, as I mentioned Every company has to be a data company. If they're not, they're probably not going to be around much longer. They've got to be able to to leverage a data platform like snowflake, to find insights, be able to act on them and create value new services, new products to stay competitive, to stay ahead of the competition. That's no longer nice to have >>100%. I mean, I think they're they're all scared. I mean, you know, like if you look in the financial services space, they look at some of the fintech, as you know, the giant £800 gorillas look at the small fintech has huge threats to the business, and they're coming to us and say, How can we innovate our business now? And they're looking at us as the the innovator, and they're looking at emphasis to help them do that. So I think these are These are incredible times. >>So the narrative on Wall Street, of course, this past earnings season was consumption and who has best visibility and and they they were able to snowflake had a couple of large customers dial down consumption, some consumer facing. Here's the thing. If you're selling a data product for more than it costs you to make. If you dial down consumption in the future, you're gonna dial down revenue. So that's it's going to become less and less discretionary over time. And that, to me, is the next error. That's really exciting. >>The key, The key there is understanding the unit of measure. I think that's the number. One question that we get from customers is what is the unit of measure that we care about, that we want to monetise because to your point, it costs you more to make the product. You're not going to sell it right? And so I think that those are the things that the energy that we're spending with customers today is advising them, jointly advising them on how to actually monetise the specific, you know, unit of measure that they care >>about because when they get the Amazon bill or the snowflake bill, the CFO starts knocking the door. The answer has to be well, look at all the revenue that we generated and all the operating profit and the free cash flow that we drove, and then it's like, Oh, I get it. Keep doing it well, if I'm >>if I'm going on sales calls with the VP of sales and his their sales team, fantastic, right generated helping them generate revenue, right? That's a great conversation >>dynamic. And I think the adoption is really driven through the value, uh, that they can drive in their ecosystem. Their products are similar to products and services that these companies sell. And if you're embedding data inside Syria into your products services, that makes you that much more competitive in the market and drive value for your stakeholders. And that's essentially the future business model that we're talking about. On one side, the other one is the agility. Things aren't remaining constant, they are constantly changing, and we talked about some of those forces earlier. All of this is changing. The landscape is changing the the needs in the economy and things like that, and how you adapt to those kind of models in the future and pivoted on data capabilities that lets you identify new opportunities and and create new value. >>Speaking of creating new value last question guys, before we wrap, what's the go to market approach here between the two companies working customers go to get engaged. I imagine both sides. >>Yeah. I mean, the way that partnership looks good to me is is sell with co selling. So So I think, you know, we look at developing joint solutions with emphasis. They've done a wonderful job of leading into our partnership. So, you know, Sue Neill and I have a regular cadence where we talked every quarter, and our sales teams and our partner teams are are all leaning in and co selling. I don't know if you >>have Absolutely, um, you know, we we proactively identify, you know, the opportunities for our customers. And we work together at all levels within, you know, between the two companies to be able to bring a cohesive solution and a proposition for the customers. Really help them understand how to, you know, what is it that they can, um, get to and how you get that journey actually executed. And it's a partnership that works very seamlessly through that entire process, not just upstream when we're selling, but also downstream and we're executing. And we've had tremendous success together and look forward to more. >>Congratulations on that success, guys. Thank you so much for coming on talking about new possibilities with data and AI and sharing some of the impact that the technologies are making. We appreciate your insights. >>Thank you. Thank >>you. Thank you So much >>for our guests and a Volonte. I'm Lisa Martin. You're watching the Cube live in Las Vegas from Snowflake Summit 22 back after the keynote with more breaking news. Mhm, mhm.

>>thank you. I'm very happy to be here. It's no surprise that Kevin, 19, has changed every business, but how it's changed Business is very strong, Matic Lee, according to the company. Fortunately, we are seeing some interesting themes and some interesting opportunities that really spend across companies. So today's session we're going to talk to three different companies that have had three different experiences and look at what some of the opportunities, challenges and consistencies across these companies are. And I'm thrilled to be here today with three amazing presenters that have very different stories about how they embraced >>the >>challenges that covered 19 created and turned it into opportunity to get started. I'd like to introduce Dr Albert Chan. He is the vice president and chief of digital patient experience at Sutter Health. Following Dr Chan, we have Sean Flaherty, who is the head of technical services, the Kraft Heinz Company, and rounding out our Panelists. Today we have Jennifer Brent, the director, business operations and strategic planning for global real estate at H P E. Thank you everybody, for sharing your time and attention with us today. Let's jump right in now. As I said, we are seeing a great deal of change and opportunity. So I'm gonna ask you to the Panelists to talk a little bit about what the organization is and some of the challenges that they have experienced over the course of 2020. Dr. Shen, let's start with you. Could you please introduce us to Sutter Health and the challenges you faced over the course of 2020? >>Thank you, Mayor Bell. It's great to join everyone. Uh, center Health is a integrated delivery network in Northern California. We serve over 100 diverse communities with 14,000 clinicians and 53,000 employees. Um, and it's a great opportunity to serve our community. Thank you. >>Perfect. Uh, Dr Chen, that was great intro. Sean, could you pick up and tell us a little bit about what's going on at Kraft Heinz and what you've experienced? >>Uh huh. I'm Sean flirty, and I'm currently the head of technical services. I previously was the head of manufacturing for Oscar Mar. I've been with Kraft Heinz for over 30 plus years, working across the supply chain both internationally and domestically. Kraft Heinz is 150 years old. We make some of the most beloved products consumed by all of our employees. And we have made some major big brands. We have craft. We have pines. We have Oscar Mayer planters, bagel bites or write a classical Who laid Philadelphia? Jeff Maxwell house. That's just to name a few little my current role. I'm in charge of technical services, I said, which includes engineering, maintenance, capital spend transformational manufacturing, maintenance and all the productivity pipeline that goes with >>certainly a very wide purview for a big product line. Uh, Gen Brent H P E. Tell us a little bit about what you were doing. >>Thank you, Maribel. Appreciate it. So hopefully everyone is familiar with Hewlett Packard. Enterprise are our main mission is really to advance the way that people live and work through technology. Um, and one of the ways that I'm supporting the company, I work for the global real estate organization. Um, global real estate is is obviously a sort of a key area of focus for everyone. Um, thes days, you know, given the cove in 19 impacts that you're speaking to, Maribel. Um, HP has over 200 sites globally. We operate in over 50 countries. Um, with an employee base of over 65,000. So what we're really focused on right now in real estate is how do we sort of take what's happening right now with Cove in 19. How do we advance? You know, the way that our employees or team members live and work? How do we sort of capitalize on this particular situation and think about what the future of work looks like And how we start to design for and deliver that now? Um, so that's really what what me and the team are focused on. >>Great. So I'm gonna pick up with Dr Chan because, you know, it is covered. 19. And there's been a lot going on in the health care industry. Clearly, um, you know, in your case, could you talk a little bit about what happened when cove it hit? What kind of plans did you have to develop? Because it really wasn't businesses usual. >>Thank you, Maribel. Yes, and indeed you're right. It's a business. Not usual. But frankly, it's something in healthcare. We've always had the face. Whether regards the fires or other disasters, thistle is a unique time for us to being involved in the most intimate parts of people's lives, and this is no different. Um, let me let me harking back to a story. Actually, I think, which illustrate the point. Eso I was in clinic in late February and saw two patients who drove straight from the airport to my clinic. They had respiratory symptoms. Their daughter was concerned about their health and I got advanced warning. I've been reading about this thing called Cove in, and so I had to wear a mask gown, face shield, you name it. And I realized then and there that we had a unique challenge that was confronting us here instead of health. Which is how do we protect the patients and our inclinations as well. So, um, during the week of my birthday, actually, we, um, marshals up a group of people over 200 folks, many of whom I've never met to this day actually came together and designed a telehealth strategy to rapidly respond to covet. We took we typically, we one of things we were doing is telemedicine. And prior to covet, we had 20 video visits per day on average, and after co vid 19, we saw up to 7000 video visits per day. So the rapper was tremendous and it was over. We were essentially given this challenge over a four week period instead of a two year roadmap, which is what our initial intent waas. We trained over 4700 questions to deliver care virtually to meet the challenge, >>that it's simply amazing and shows the power of both the will of individuals and technology coming together to make amazing things happen. And I imagine, Sean, um, in your case, you probably had, well, different something similar in the sense that it's food manufacturing. It's not something that can easily be done remotely. Can you tell us a little bit about what you been experiencing during coded 19? >>Yes, eso. As you said, manufacturing is not something that's not very easily remote. And so we had to quickly address the pandemic and make sure that our operation could stay intact and make our employees feel safe and healthy and make sure that that happens. I mean, across our manufacturing facilities we have put in, um, we require face mask. We require health check assessments. We require a temperature check before anybody enters our facilities. We put digital signage across the facility to encourage social distancing. We've taken our break rooms and redid those so that there's, uh, social distance inside with plexiglass. We staggered are break hours or lunch hours so that people don't congratulate inside there. And then we also have mailed newsletters to ever employees home in both English and Spanish to promote yourself social distancing and wearing face masks outside of work so that they could protect their communities and their families. We've limited visits to a plant to one person per week, and that person can only go to a plant once a week we've done came meeting. We've done team meetings inside of our plants to promote social distancing. We've done lots of activities inside of a manufacturing, please sure that our people are safe and then they go home the same when they came and we don't have any transmission of the virus inside of our facility. >>I think this is so critical because you want people to be able to go to work, to feel safe. And, you know, our food supply chain depends on that. So really excited with the work that you've been doing and very happy that you were able to do it. Jen, I know that HP has manufacturing, but I would like to talk about something slightly different with you because I think you have a mixture of employees. So you're in real estate. How are you thinking differently about what to do with the employees? And you know, some people are calling this a hybrid work concept. What has been your experience with coded 19 and a global workforce? >>Absolutely, Maribel. Thank you. So you're absolutely right. We've got a blend in terms of our workforce. We have your sort of knowledge based workers, Aziz. Well, as you know, manufacturing based workers and also essential support. I t support workers. Um, and those latter two categories have continued to use their offices as part of the essential workforce throughout Cove in 19. And so we've implemented very similar sort of safety measures. Social distancing, you know, PP use Onda like, but as we're thinking about what the future of work looks like and really wanting thio leverage all spaces and and sort of re conceptualize or reimagined, as many people are saying, the future of office, um, we're thinking a bit more broadly. And so as a company, we are in the midst of a of a strategy transformation to become the edge of cloud platform as a service company that is the leader in the industry. Uh, similarly, we wanted to think about our strategy in terms of our workplace in a similar way. And so we're framing it as the edge toe office experience, where by the edge, we mean anything, really, that is outside of the office. So that might be your home office. That might be a customer site. That might be, you know, working on the train on your way to the office for a cafe s. So we're really trying to think of the workplaces everywhere. And how do we really design for that? How do we design for a flow, Um, of a workforce that's really moving and working in a space that at that particular time or moment or day best suits their their work. So we're really tackling this in terms of four key areas. Right now we're looking at what is that experience at the edge? What do we need to make people feel comfortable for people to feel safe and connected How are we then? Adapting our office is how are we pivoting those so that they are they really sort of foster used by a much more fluid workforce on, but they're really fostering collaboration and social and connection. Um, then we're looking at the digital experience being that sort of bridge between spaces on dat sort of equalizer, where everyone has a really similar kind of experience, has the ability to engage on. But it's that piece, really that is so core to our culture and ensuring that we continue tohave that really strong cultural element that is core core to HP. And I'm sure, um, to set our health into Kraft Heinz as well on dfo finally really the mindset because I think any time you move into something like hybrid and you have some people that aren't in your physical proximity, how you engage with them is incredibly important on DSO. I think what's what's most exciting? Really, for us is a technology company is the sort of the key, the key part or or piece that technology plays in that where you know, in the in the past, workplace technology and some of these other pieces collaboration technology may have been seen as more of a nice tohave, whereas now it's really an imperative. Um uh, in our view, for, you know, to really support the future workplace. >>I know when we were just talking with Sean, it sounded like there was quite a bit of communications and collaborations that had to happen with the employee based to make sure that they were up to speed on all the changes that were happening in terms of what their work environment, where was going to be on how it will change going forward. Um, now, on Albert side, this also makes me think that, you know, we talked about this tremendous amount of visits that you started doing with telehealth. Can you talk a little bit about the changes of how that might have changed, what the worker environment was like because I went from seeing a lot of patients in person to doing a lot of telehealth Any other changes that you had to associate with this coded 19 shift? >>Well, thank you very well. I think the biggest change is really our belief in what we could get done. So in other words, there's a there's There's always a fundamental belief of what you can achieve, and we've pushed the limits and we keep pushing it. And and really, it's been quite gratifying, actually, to see our our employees, our staff are clinicians. We had to step up to this challenge and feel empowered to do so. So we're we're seeing new models of care we're seeing, for example, patients. I, for example, I diagnosed a hernia. Believe it or not, be a video, which is I leave the graphical images side for a second. Uh, it was an incredible, credible feet and and I thought I never thought my career that I would be able to do this. But certainly you can, um, and this thing you can attitudes really changed our culture. So, as I mentioned earlier, we really marching up about 200 staff members to come together, many of whom we've never worked together. Frankly, to pull this challenge off, we change our training methodology. We, for example, instead of doing in class classroom training, we essentially held five sessions per day for four weeks straight so that we could accommodate the doctor's schedules and get people ready for telemedicine for example, one of the things we needed to do was get equipment out to our doctors. So we provisioned centrally and in a social distance. Safe manner. Um, several 1004. 4000 plus ipads, for example. So we could deploy them. So consider them centrally, deploy them locally to all our clinicians so they could connect to their patients. And the impact was felt almost immediately. We had stories from physicians who said, Hey, um, I had a family, for example, who was really concerned about their baby, and I diagnosed a neurologic disorder via video, for example, Um, in fact, one of our doctors was quoted as saying, You know, this is this is life has changed so much from Kobe 19, where we're seeing this differentiation between B C before coronavirus and a C after coronavirus and care will never be the same again. So it's an incredible transformation. >>I'm excited for the transformation that we've had because I think it'll bring care Teoh a lot more people more seamlessly, which I think is fabulous now. Yeah, Sean, we talked a little bit about what's going on in your manufacturing environment in terms of adding things like social distancing and other protocols. Were there any other manufacturing changes that happened as a result of that or any other challenges that this new environment created? >>Yes. So assed people started to eat more at home. We had to change our whole manufacturing network as, uh, retool because we service restaurants on the go and those two segments started to drop off. People started buying more of their trusted brands that they are used to. And so we had the retool across our manufacturing network in order to make more products that people wanted. That was in high demand. We increased our capacity across many of our segments. We focused on sanitation to production processes, were still ensuring the highest quality of products concert on lean flow and made flow management inside the facilities. We have put challenge all of our operational assumptions and make sure that we get the most out put that we can during this time. I mean, some of the I think there's four key things that we've learned during this. It's our our speed, agility, our death ability, and I read repeatability, and those four things have come to better ways of what better ways of working increase efficiency, greater flexibility and better focus on what the customer really wants. >>It's actually tremendous to think that you can change a manufacturing line like that that you could be that that responsive to shifts in demand. And I think that that that whole concept we've talked about business agility. If you look at it in health care, if you look at it, um, in a mixed blended environment, like what's going on at HP or if you look at it and manufacturing, we've always discussed it, but we we didn't necessarily have that huge imperative and push to get it done as fast as we've done this time. So it's It's wonderful to see that with the right vision and the right technology, you can actually policing together quite quickly and continue to evolve and adapt them as you see different changes in the marketplace. Jenna I wanted to circle back for a minute because you were talking a little bit about this edged office initiative, and how do you think that changes the employee experience? >>Yeah, it's a good question. I mean, I think it changes it in many ways. In many ways, we're gonna We're gonna hold on. Thio, you know, are are sort of primary core beliefs and behaviors Onda way that we operate a love, you know, the example of sort of the the art of the possible. I mean, one of our sort of call core called cultural beliefs are is is the power of yes, we can, um and I think that this what's been so fascinating and heartening about, you know, this context and the previous two examples is people are just surprised at what they've been able to do about, you know, whether that is, you know, entirely changing in manufacturing line. Whether that is, you know, taking an entire patient diagnosis kind of service entirely digital. I think that people are really becoming exposed far more than they have been in the past, to the truly to the power of technology and what we can dio Onda from an employee engagement perspective. You know, HP, as much as we've had a a pretty flexible way of working where, you know, in the past we've had people working from home. Certainly the core of our culture has always been site based. And I think what's been what you know, what we've sort of been shown through the past sort of 67 months is how much connection you could really establish virtually. You know, it may never be ah, wholesale replacement for what you're able to do in person. Um, but the kind of community feelings that were able thio develop, I think the personal connections and we're letting people into our lives a bit more than we would have. Um, otherwise, but we're really seeing a lot of adaptation. Ah, lot of, you know, efficiency gains from certain people. I think a lot of folks had preconceived ideas about not being productive at home. And I think that, you know, barring some of the sort of unique circumstances of cove it I think that's really been flipped on its head s. So I think, you know, from an engagement perspective, productivity, efficiency. Um, I think, you know, very similar to the prior two examples. What we're seeing is, you know, rethinking the way that we all work and being more sort of fluid. Relying more on technology is actually showing us that we can do things differently. Um, and in a way that actually allows people toe work a lot more flexibly in ways that that suit their own personal style without necessarily, you know, seeing any kind of negative impact on on output but actually in the reverse, you know, really seeing an accelerated positive impact. >>Wonderful. So to close out, I like each of you to tell me, what's the number one thing you've learned in the last nine months of this experience? And how do you think you can use that learning going forward? Perhaps we could start this time with Sean. Yes. So I think >>the one thing that we've learned and we started the journey was really created a culture of we versus by and the and the other thing that I think has really been important during this is management style of leadership style. I think I have had to change my leadership style from one of a servant leader because we're not in the plants now to be able to mentor coach people ends on I wonder what I'm going to call attentional leadership tension leadership. To me visibility. You still got to be seen. You still gotta be able to do things. So you got to use teams you got these virtual facetime Got to do something to make people feel engaged. You have to build trust. And remember, this has gone on for nine months. It's gonna go continue to go on a lot of the people you've never really met person yet. You have to have clarity. I think before we set goals at 123 years. Now it's 30 60 90 days because the environment keeps changing around us so fast. Diversity. You have to be very intentional about being reversed and who you slept on. Your team exclusivity. People still want to see you still want to hear you and they still want to be seen. And they still wanna hurt courage. It's x courage to speak up. It takes courage to create clarity. It takes courage to create a diverse team. It takes courage to create to lead in these chaotic times. So that's really the kind of the biggest takeaways that I've had a broken. >>Thank you, Jennifer. You wanna add anything to that? >>I love everything that Sean just said, Um, and in so many ways, it mirrors all of our key themes that we're thinking about in terms of um, you know, the goodness that we want to take from the past few months, um, and and really apply to our go forward strategy or even emphasize e guess the one the one that I would add, I think it it's probably like encompasses so much of that is really just having a bold, you know, the sort of power and believing in bold moves. So I think what's been so exciting is that we had this really quite bold idea moving Teoh. You know, the future is a hybrid, um, from a workplace strategy perspective and really seeing that embraced, um, and being pretty early on in terms of a company that was developing that strategy. And now seeing that you know, ah, lot of are are sort of competitors or peers or coming out with very similar vision statements, um, I think that that's really been a key learning. And that's been something that's, you know, that's cultural to HP. But really, the power of that kind of vision is, you know, having a sort of bold idea and going for >>it. Awesome. How about you, Albert? How >>do I beat these two? This is amazing. Um I think for me it's really an affirmation. So if I think about health care, we have this unique responsibility and opportunity privilege, if you will, to being involved in the most intimate times of patients. Lives and I have been so hardened by the commitment of our teams of our clinicians to be approachable, reachable even in this face, the pandemic and all these things we're all concerned about each and every day that we're committed to our patients. And, uh, and evidence of that. For example, Alcide, our net promoter score for video are Net net promoter score videos 82 which is on par for our in person clinical care and that that, to me reaffirms the power of relationships to connect to people and to care for people when they need us to care for them to empower them and whether it be the pace of change which we've adapted so quickly, or, um or just our ability to can do, you know we'll do, Um, it's really an affirmation that we were committed to helping people in their daily lives, and it's just an affirmation of the power of people in relationships. So, um, it's been really hardening time for all of us. >>Thank you all for such compelling and inspiring stories. I'm sure the audience will take away many tips and tricks on how to turn challenges into opportunities and strategic advantage moving forward, and now I'm going to turn it back to the Cube for the rest of the show.

>> Hello everyone, I'm John Furrier cohost, founder Silicon Angle media, we are here in our Palo Alto studios for cube conversation with your Juergen  Linder, who's the senior vice president of Oracle SaaS. You're getting great. Great to see you again. Thanks for coming in. Appreciate, uh, the time senior vice president of ERP, SaaS, you handling all the business aspects of the Oracle cloud is correct. And you'll lots happening. What's the big, the big story right now? >> Well, here at OpenWorld, it's, it's a little bit of a kid in a candy to your point, I do think it's fantastic that we can store. I mean, showcase our innovation capacity. What we have really done and you're going to see most of those announcements are around how we pervasively infuse emerging technology into our product lines. So not just a sidecar concept, but productizing out use cases where customers can reap an immediate business benefit as of day one. So allow me maybe to plow through some of those. There is a lot of it, um, what's happening and one of the big ones is certainly around cloud ERP. If it's a huge investment for us, we'd like to think it's the most strategic SaaS investment you will ever do. From that perspective. We're very committed to make sure that the emerging technology is applied for business impact. What I mean with that is take examples such as, um, intelligent payments. So imagine you have a cash surplus all of a sudden, which is a great position to be in, but two, how do you allocate it to strategically cultivate supplier relationships based off in the moment data based on machine learning suggestions. Think about the change that we're seeing out there in terms of business models. I mean product as a service is a completely different model in which our companies need to operate. So this entire motion of shipping transactionally into going into a service provider model is huge for a lot of companies and oftentimes they have multiple business models to cater to. So big announcement, this open world is subscription management, which is a unique offering where we have really plowed together the combined strengths of our customer experience cloud to handle seamlessly the customer facing interactions. So sales, service, marketing type of pieces. But teamed up with our ERP offering to really have all of the billing, the renewal cycles, the um, revenue recognition seamlessly solved in one offering. So big announcement for us. >> So on the subscription management is that for the ERP years at Oracle Cross, all oracle portfolio products are specifically ERP. >> It's both actually, it's, it spans the customer experience piece, but it's also natively embedded into the Oracle ERP cloud to have it a seamless experience because we don't think that you can solve subscription management in isolation. Oftentimes you feel vendors who does it on the customer experience side, but then you'd still need to have the backend features to make sure that you can deliver on the promise that you do understand the customer intimately, that you could do effective up cross sell and handle the renewal cycles. Constantly tap into the customer sentiment to see if they're happy and just see them grow. So we'd like to think it's really a combined effort between what we have as customer experience and the ERP side >> I mean, this brings up a great point because I think you're hitting on the major trend that's happening around Oracle open world, certainly in the industry right now that is integrating a lot of different functions. I mean ERP, they want knows ERP was lifted the days that's really critical software and it powers the business. It's not going anywhere. What people are concerned about, how do I extend the capability of the data that I have? Yes, and cross connected so that it's seamless, so I want to just go a little slow on the subscriber management thing. So what you're saying is you upgraded subscriber management so that the customer can manage their piece of their business without mangling or changing or tweaking any of are taking me through that. I was at. How are they rolled that out? What's the use case of that >> I think this is important to hit on the key point which is data mean. specifically? They give an example. What Oracle always has been synonymous with is owning, managing and securing the world's data. We'd like to live on that heritage for a while because we think it's fundamentally differentiating. If you want to bring those emerging technologies to life for outcomes, um, since we're covering all lines of businesses in the cloud and are ready to go today, it brings us into a very unique position to really stitch together data points very elegantly across a unified data platform, right? Where data travel seamlessly. Because if you think about a subscription business, there's so many aspects that goes into that. Think about conducting, collecting sensory data based on Iot. >> A lot of databases are out there and you have multiple databases you're hitting. >> Oh absolutely. So we want to make sure that obviously any data that we're collecting about the usage of a given product allows us to find tune the business model for subscription. If we have the customer or if the company made a decision to go into a subscription model, it's huge from a revenue recognition perspective, how do you report that out? It has to do with how do you service the customer constantly predict and anticipate the very next move four up and cross selling type of mechanism. So it's a big movement. >> Customer intimacy used to be a cx problem, now it's an integrated data problem and it's interesting because, you know when I broke into the business when I was graduated from college, the word data processing was a department when you guys were in the database business mean data processing now is a core competency that's not limited to one siloed system or one abstract system like an ERP or cx. It's managed to everything. So you have to do data processing because that's the value. So if, if that's the case and more data is coming to the marketplace, you need machine learning, you need to have the tools. So I gotta ask you Oracle Open world, you guys are doing some announcements around Ai. What's the impact to ai particular or using or managing whether it's symbolic systems, which is a little bit different in ai reasoning. Is is a thing processing and reasoning around the data now you need ai for that. So what are you guys announcing around ERP, oracle cloud and ai? >> So it's fundamentally that, to your point, I had the pleasure of implementing ERP system at customer side on the sis side. I had problems or challenges in my business career to bring them to life on the software development side, but fundamentals have stayed the same. You need to have data consistency and as a complete view of the business. Now, to your point, I'd like to think that machine learning and emerging technologies at large provide a new canvas on how you can create and look at every single business process as we know it so you see us talk about it because I'm all about intelligent process automation in the ERP context. What that means is if you take a typical company, about 85 percent is spent on keeping the lights on, closing the books, doing all of the in hyphened, mundane but necessary stuff, and 15 to 20 percent is typically dedicated towards innovation of new business model. Serving customers with new business model or just being the change agent that typically the finance function wants to be. I mean, there's a reason, for example, why Kraft Heinz had a cfo or has still has a CSR, was 29 years old. They're not hired necessarily for the seniority they hired for the change ability. >> The culture change is both business culture and there's also tech culture that culture cloud, native agile data at the center of the value proposition. Now culturals is about expectations I I need it relevant. I mean it's a commitment problem to needed. I need it fast. solve too as well on both business skills gap and also technical. >> I mean to your  point, I mean kid in a candy store is like the the best way I can describe it. I think every single business process and in the nineties we had this big theme of business process reengineering. You know that I'd like it comes back on steroids right now because you can simply look at every single business process once again and see where the human element and the machine or a robotic element can simply provide superior outcomes. Think about use cases of detecting fraudulent spend more easily like machines are simply better at that. We have to admit that if we can liberate the human potential at large and tap into the ingenuity by liberating them from the mundane and shifted you towards value at, that's huge. So our commitment of infusing machine learning and ai constantly in every single business process and learning from your decision like John, if you have the same workflow and you approved it 99 times, the system should start taking a hint. It doesn't mean hard coding and rewiring the work flow. The system automatically should learn from your behavior. So this is what we talk about, intelligent process automation. It also extends into what we call intelligent process performance management where our entERPrise performance management cloud is very sophisticated and analytical capabilities, but now it's taking it to the next level of prediction, learning, anticipating, constantly and suggesting actionable results. So a lot of things and chatbots for expenses is the entire communication with the system. It's just branded in a way where I say, when is the last time you had an intelligent conversation with your ERP system? A lot of people would say never. >> Well, I think people would love to get more value out of the data. And certainly the work that ERP systems have done as foundational mechanisms or plumbing or infrastructure and software is critical. Data's in there, right? So, yes. But the interesting topic that's becoming apparent and Oracle, you've, you guys lived this and you know at, uh, your other career at sap client server had a great growth when heterogeneous network started to appear, correct? So heterogeneous is a word that's not just a customer problem, it's an oracle opportunity as well because you have to be heterogeneous in an mov yourself. >> Absolutely. >> Then that's the data is the bridge of your internal system. So it's not just here's your oracle, between all of that. So now you have heterogenaity around all go buy some European, deploy it in the customer's heterogeneous environment. You gotta have a heterogeneous integration than Oracle into a cloud environment for the customer, makes it more complex, but the data becomes the key asset. >> Data is the key asset. And this is why we took decisive steps about a decade ago to really rewrite from scratch for the cloud. So we're really not trying to get away with hosting or legacy into the cloud because I think it's a fundamentally flawed strategy, right? So we also learned from what I call typical SaaS, one point old patterns where certain vendors tackled one business problem in isolation, but then it's upon the customer once again to stitch it painfully together with all of the risk it has like security risks, um, data silos that you so desperately trying to run away from comeback on steroids in the age of multicloud. Right? So it's oftentimes what we're seeing is that tactical cloud adoption, our customer and prospect conversations give way to more strategic longevity type of SaaSs consideration. And this is where we think we have a great story to tell by having everything in the cloud. Every line of business re architected for the cloud, but then of course the entire stack So of course we want to make sure that everything that comes out of Oracle depth to support it. works best stitched together. But by all means, it's really that we acknowledged that customers have heterogeneous environments that were open to connect, extend any type of starting point a customer might have. >> So one of the things I've been impressed with Oracle and the previous announcements is your affinity towards some of the emerging tech you guys aren't afraid to, to run at a new environment. And Larry Ellis was classical old with Larry. We'll wait until he sees clear And because you got a big business, you've got zillions of customers, visibility that he'll run hard at it and it's been fun to watch. uh, and you're modernizing and real time. But the big change that's on the market is the blockchain. You guys got some announcements happening around here at Oracle Open? Correct. And you made an announcement earlier what new things are coming out with blockchain because blockchain actually is a database model. It's a little bit decentralized, but it has great use cases, low hanging use case, independent of all the hype and uncertainty around cryptocurrency. But certainly blockchain is an enabling. Technology will impact your world. What new things you announcing here? >> For me, that's likely the most fundamentally disruptive technology heading our way. To your point, still a little bit at the infancy compared to other emerging technologies, but the profoundness of change with this new trust fabric is just massive for every single business process as we know it. Um, so when we discussed with customers, it's really that we try to give our customers a headstart for immediate business impact, meaning we're shipping applications, productized use cases. So the announcements this week are really around intelligent track and trace, making sure that any given point in time, you know exactly where in the supply chain you're product is, what are the handover points all documented seamlessly. You see an announcement around what we call the intelligent cold chain, big topic for some pharmaceutical companies, for example, or food and beverage, right? To have refrigerated products where you need to prove that they never surpassed the temperature threshold. For example, in the supply chain document that via supplied via block chain, we have, um, what we call warranty and usage as a use case. Just simplifying the settlements, the claim processes for any type of things here. So we have multiple more that are in the labs right now. Take an hcm use case, for example, where everyone of us had some educational experience, right? And we want to make sure that the hiring process becomes as if, uh, did you go to the school, you said you went, you know, your supply chain, you know, your journey in life as a, as a value chain. I mean the first universities are actually posting the certificates, unblocked chain so that you have this immutable record and the entire vetting of credentials in the hiring process, which is so cost intensive time intensive could be shaved off seeming as >> One of the things I'm personally passionate about and then release our video businesses that one of the big problems that's going to becoming great fast as deep face tampering with video. One of the things that we're thinking about it, how to put our videos on the blockchain to look at whether it's been tampered or not. Absolutely. Because you know, you can take this video. Could you say something that because this big, this legit problem was verified. So again, this is a verification about it and people want to know, did the produce come from that? Certain lawyers production, certainly manufacturing operations is Qa issues. This is real. These are real world examples. This is not like some pie in the sky hyped up. Tulip craze >> Funny you mentioned that we actually have an innovation panel on Tuesday afternoon where we have, for example, one of the largest food manufacturers in the world building on our blockchain cloud services. Those types of use cases and just amazing what we're seeing in terms of the impact emerging technologies can have and quite frankly business impact we're going to see out of that. >> I think I personally think, and I'd love to get your reaction to this because it's something that we talk a lot on the cube allowed in is good feedback on is that you're going to have to explain yourself and have verification because there's a lot of black box processes that have to be an unexposed because people want to know the transparency of how things move through the system. Whether it's, whether it's fruit, whether it's videos, whether it's someone's resume or credentials, reputation. These are new ways that needs to be explained by algorithms. Yes, so now the black box is going to be opened up. This is an opportunity. It's a threat to a lot of people, so you're on. Do you agree with that idea that there'll be soon things will be explained and be able to be inspected eventually. >> Transparency is huge and as to your point, I don't think you can hide a lot of things going forward anymore, so everything becomes more transparent, but with enabling technology such as blockchain for example, they also become immutable into dispute to your ability to to, to, to, to alter the information flow becomes less so. It's both. I'm very enlightening in terms of having transparency, speeding up business processes and to your point also understanding the origin where something originated. We have a lot lineage, for example, as another blockchain applicant. Live lineage, you mean like production lots, production loads, for example in provenance, right? To really understand the genealogy example that understand the genealogy as to where, for example, certain parts of your supply chain really come from. Do they come from countries for example, where you shouldn't be doing business So it's all those types of things where you can always prove like maybe the with? Right. >> Chinese put a chip on a board and puts it in Amazon Apple Data Center. That's a supply chain concern. But I totally wouldn't you love to know where that motherboard is. I mean, this is, these are real world examples. If it went through to press the last couple of weeks, it definitely is. It's a real. Aws and apple have vehemently denied, strenuously objected to the claim. I refuted. I would, I checked it out, I think with the Bloomberg story wrong, but we know that there is hacking going But again, this is an example of, on, no doubt. as things are moving around a lot, whether their workloads are manufacturing, this is a data problem. >> It all comes down to data. I mean data is the ultimate weapon in this age where they were in right now, um, and the company that can help you best to have as much data meaning first party generated data, but then also complement that with, for example, Oracle data cloud, right? Really Privacy compliant. Third Party data points to have this contextual demographic, Geo geolocation type of context to really delight customer experience and compliment your own insight is massive and we'd like to think we have a great story to tell not only being to manage this data but also to Securitas data because data security is massive. I mean I have been a personal victim of the equifax hack, so since then I take it very much seriously. >> I mean not take credit card fraud on that. >> You had been to be honest, I mean like impact was less than I'd expected it, but it's still scary to see as to how fast your privacy can be compromised. Right? So you definitely want to make sure that be hacked and some advice we you want to be hacked. Just tell people you own a lot of big coin. You'll be hacking in a heartbeat. But this is the culture. Let's get back down to this core issue because Larry Ellison said a couple open oracle liberals will go, that security should be always on. Yes. And this is a fundamental concern. So you know, as you guys look at bringing this customer experience together, bringing the unity of the data together. Um, I mean there's a lot of oracle products out there. You got, you got ERP and hcm, you've got cx data, cloud, all these things are out there, right? So bottom line, that's SaaS cloud for Oracle. What is the, what's the mission, and simplify it for us. What if I'm a customer? I got a lot of Oracle, I have some oracle, maybe I want more or less or I don't And what's the value proposition for oracle cloud's SaaS solutions? know. Bottom line. >> In a nutshell, it's about future proofing the business of our customers. I'd like to think that cloud is in hyphened the inevitable destination for us to serve the customers and our prospect base at large to help them just be ahead of the curve in either driving innovation, taking advantage of data points to turn it into a competitive advantage and having this quick ability on a quarterly basis to surface as innovation, but don't leave the customer alone with standalone innovation platforms. Sidecar concepts by making sure we have a holistic architectural approach to surface in the context of the business when you need it and making sure. So for us it's really the fundamental way how we can better serve our customer base and our prospect base and we'd like to think that the decisiveness of the architecture we have chosen about a decade ago brings us a lot of advantages right now where customers are realizing tactical cloud adoption was trust. One, LOB is short lift potentially, so they're looking at holistic cloud suites and we have everything in the cloud plus we have the architectural depth to really surface and actually tackle any business problem right now, not as a promise and a couple of years and then also keeping a roadmap, making some extensibility. >> Alright. Personal question. You're again. What are you personally excited about right now? Obviously you've seen a lot of ways of innovation with sap. Now you're at Oracle, you've seen the client server wave, you're now on the cloud wave. What are you personally excited about this next modern infrastructure and software environment as it starts to evolve, that big wave is coming? What's most exciting for you? >> For me, it's really the possibility to re think about every single business process as we know it. It's so fundamental, those technologies, machine learning, constantly learning from your decision that the experience at large, how you interact with a system. We're so conditioned in consumer life that you ask a question, you get this instant gratification of a response. This is exactly the type of experience we're going to see an entERPrise systems as well. So I do think the demographics, the requirements into an ERP system, an entERPrise system at large have changed and we're excited about the ability to serve that up now on a quarterly basis with speed and also customer responds of course, right? Because SaaS for us as a fantastic opportunity to get instant feedback, we can do ab testing, we can immediately see as the, what's used, what's not used. Right? So for us as a vendor, I think we have to be on our toes because I mean there's no hiding in SaaS, right? I mean either you deliver or your don't. Yeah, it's incident. Um, so there's a lag time of shipping info, innovation, safeguarding our customers, and I think we have a great story to tell for customers who have invested with us already in the past with on premise investments, how we can shepherd them into the cloud era at the most predictable type of timeframe caused everything. You mentioned one word which was key unity, which is one of the announcement I forgot to tell customer experience, unity in the past. I think what we have seen on the customer experience side is oftentimes that vendors have taken an approach where you had sales service, marketing, commerce, oftentimes siloed cx. Unity is really our fundamental commitment to making sure that the data management of every single dynamic touchpoints we have with a customer is constantly live up to. But do your point. I think oracle has a fantastic set of cards to deal with customers to help them in any starting point of their journey right now. Not In the future, no re architecture needed. We can take that right out to them. >> I think Oracle is a great opportunity with the data play. I'll see databases, not a foreign concept, the word database, um, data processing, real time. I mean, I think the integration, you guys have a good opportunity and great to great to see you and thanks for spending a QP, appreciate anything, keep conversations. You're lending there. Who's the senior vice president? Oracle SaaS cloud here in the studio, Palo Alto. A lot going on around Oracle. OpenWorld happening. I'm John Furrier. Thanks for watching.

(Music) >> Announcer: Live from the Bill Graham Auditorium, in San Francisco, it's theCUBE. Covering Pure Storage accelerate, 2018. Brought to you by Pure Storage. >> Welcome back to theCUBE, we are live at Pure Storage Accelerate, 2018 at the Bill Graham Civic Auditorium in San Francisco. I'm Lisa Martin sporting Prince today, with Dave Vellante sporting The Who. And I'm sandwiched, most importantly, between two Celtics fans. And the Warriors are across the bay. We'll save that for after the conversation. So we want to welcome to theCUBE for the first time Ken Ringdahl the VP of Global alliance Architecture. From Veeam, welcome. >> Great. Thank you, Lisa. >> Dave: Well the truth be told, we're afraid of the warriors, okay. We really don't want to play the Warriors. >> Oh really, alright. >> And we're not afraid of many people in Boston, but I don't know, they look pretty good. >> Well, I appreciate the honesty, that's pretty cool. >> Well... Though they lost last night. Right? We're going to start the sports talk now. >> Yep. >> Iguodala was out, they showed some foulability. So, anyway. >> We digress to- >> We'll be back to it later on in this segment stay tuned. >> Alright, so you're just fresh off Veeam On, last week. We're impressed that you still have a voice, you've recovered from that. Tell us a little bit about some of the things that are new with Veeam and Pure. So just a month ago, in April, new intergradation between VM availability platform, and Pure Storage flash a way to deliver business continuity, agility, intelligence for the Cloud era. Expand a little bit upon that. >> Yeah, sure, I mean really this integration with Pure Storage, in the VM backup and replication product, end of last year we introduced this new functionality called Universal Storage API. And what this really is, is a way for us to enable our partners to take control of their destiny a little bit more. It's a program we invite our partners into, you know Pure is one of the first that we integrated with, and invited into the program very early. We announced this last year, and we've now finished the integration, as you've mentioned, we announced it last month. It's now been out there, and I think the number I heard earlier today is that we've already had a couple hundred downloads and deployments. So that's just great adoption, and just shows the pent up demand for that. But what we've integrated is the ability for our partners, our storage partners in particular to integrate with our storage snapshot technology to really off load the snapshot from the VMware side, and really put more of it on the storage side, and take it really off the production environment. And so it's a better together story where you know we take the feature that we've introduced into the backup and replication, and Pure built this plug-in, and they integrate with their own APIs and we jointly test and develop, and release that plug-in. And they can install it with VM backup and replication, and it really takes the mention, it takes that load off the production environment. So that snapshot without this integration, it's a VMware snapshot, that snapshot stays open as long as the backup is. Which can be minutes, and you know tens of minutes potentially for a large system. But now we shrink that down literally to just seconds. So we take a VMware snapshot, we take the Pure snapshot, we close the VMware snapshot. And typically it's like 10-12 seconds long where as opposed to the minutes, and even tens of minutes from before. So, really it's really offloading a lot of that back up impact, and we're able to do it in a very secure quiesce fashion from the production environment. >> Lets roll back and understand that a little bit better. >> Ken, if you could explain it to us and our audience. In the 2008, seven, eight, nine timeframe. Virtualization Gem of VMware in particular started to take hold. And you ended up replacing a bunch of physical servers with virtual servers, which was awesome, because all those physical servers were underutilized, except for one major workload, which was backup. So when you did want to do the backup, you didn't have enough resources. Veeam's ascendancy coincided with that trend, so there was a simplicity component, but it seems like what you're describing now is another instantiation of offloading that bottle neck. So what was the journey to Veeam's efficiency in a virtualization environment? >> Ken: Yeah if you look at that journey, and Veeam really grew up in the virtualization age, right. So backup prior to VM, or virtualization was all agent based, it was physical. So everything was over the wire, and Veeam went and said, hey look you know we see VMware really sort of growing, and we see that trend towards virtualization, right, and at this point, what's the world 95 percent virtualized, at this point the only workloads that aren't virtualized are really legacy work loads. And so we made a significant leap forward in a data protection stance, by integrating with the hyper visors. So instead of off loading that into the individual guests, right. The Windows guest, the Linux guest. We said, okay we're going to go the hyper visor. Right? And we're going to do this in an agent less fashion, so that you don't have to go an visit every little, every system that you're looking to backup. That was sort of the first step, right. Now what we're saying is we can do even better. And we can off load the hyper visor, and off load that to the storage system. So we can have a very small impact on the hyper visor, really minimize that. And now really put that workload on the storage system which has a lot of extra cycles and availability, and we can go straight to the backup environment. And not through the VM, or through the hypervisor to get there. >> Dave: So VMware admins, they don't like snapshots because it's overhead intensive, it clogs up their system if you will. This capability makes that transparent, or irrelevant to them? >> It does, it minimizes them to such a small degree that it's a blip. You know it's a little blip on the radar, as opposed to when you snapshot a VM you're essentially quiescing that VM, so everything sort of slows down for a very short period of time. And what happens is that it spawns another virtual disc. So while that snapshot is open this other virtual disc is being written to. And then when you close that snapshot, and you remove that snapshot, that disc gets merged back in, right. This is generally how VMware snapshots work. And what we're saying is we're going to minimize as much as we possibly can. The data that goes in there, so if you think of a running virtual machine, if you're merging back in a Gigabyte disc versus a disc that has 10 Megabytes, you know that's going to be really, really quick, as opposed to, you know if you keep that snapshot open for a long period of time that merge operation, and it just slows things down, and we're trying to minimize that impact on the system. >> Lisa: So business benefits; I get the performance improvements that this integration with Pure facilitates, if we think of this in the context of digital business transformation, where companies that are doing well, have the ability to really glean actionable insights from their data to be able to drive, you know, new products and get products to market faster. Is this actually going to facilitate a company being able to get new products to market faster? >> Absolutely, so there a feature inside of VM backup and replication we call data labs. And what data labs is, is the ability to take a production snapshot, in this case, we're talking about a pure snapshot, and be able to stand that up in a sandbox environment. And you can run DEV tests, you can apply your Windows' patches in an environment that literally matches production. And it's a key differentiator. It's a key differentiator for Veeam, and it's enabled by the Pure Snapshot integration that you have this environment, and even if you have an infected system, you go put it over in data labs, it's sandboxed, so you can put in a private network so it doesn't have any connectivity. Say if you have a worm, or some other ransom ware, you can run analytics, you can run diagnosis on any of that, and not worry about it infecting any other environment, nor does it put work load on your production environment. So you get patched Tuesday, right, and we all know that Windows' patches don't always go as they seem, right? So data labs, let's take that Pure snapshot, let's stand up a virtual environment, which exactly matches production, let's test that patch, right. And we have confidence there, so when we go to production, we have confidence because we've already done it. We've already run that in production. So there's a lot of value in that capability. >> So we were at Veeam On last week fresh off the Kool-Aid injection. It's all orange here, it was all green at Veeam in Chicago. The messaging there was all about multi-cloud and hyper availability in this multi-cloud world. We're hearing a lot about cloud like function here, but of on prem activity. Of course multi-cloud includes on prem, so I wonder if you could dove tail your messaging last week, what you're seeing in the field, and what you're seeing with the partnership with companies like Pure. >> Yeah no question. I mean the Veeam platform, and really you saw it last week at Veeam On we talked kind of about sort of private cloud, and public cloud and our ability to orchestrate, and really stretch across all those environments, and we know that customer all the way from SMB all the way up to enterprise, right. They have remote offices, branch offices some of them use the cloud, some of them use multiple data centers, and really they need their data protection to be able to stretch across those environments. They don't want point solutions in each of those locations. They want a platform that they can trust, and have visibility, right. That's one of the five stages that we talked about about hyper availability, like last week. Is visibility, they want visibility across those clouds. Phase two is aggregation, they want to be able to aggregate all these different places. And that's what we provide our customers with the platform is backup, visibility, aggregation, orchestration, automation. And we provide them on different stages of that journey for our customers. We have different products, services and integration actions with our partners, that really help our customers along that journey. >> We know from our research, the crew at Wiki Bond does some great work on this. We know that data protection, and orchestration are moving up on the list of CXO priorities. At the same time, for a lot of IT practitioners who are under real budget constraints it's like trying to sell more insurance to a 24 year old. So those are kind of two countervailing trends, what are you seeing in the market place? >> What we're seeing is customers, you know down time is really is gone. I mean, I think last week we heard in one of our keynotes, you know you roll back a couple of years, you were talking about availability in terms of five-nines, right? Now it's zero. I mean people don't talk about down time because down time can't exist, and customers need that sense of security and availability. You know, it will happen, lets face it even Amazon, the best data centers in the world, go down, right, there's been some notable S3 outages, but it's about how fast can you recover. And you're talking about low RPOs, and one of the things that this week at Pure Accelerate we're hearing a lot about rapid recovery, flash blade, and the ability and you take rapid recovery and flash blade, and you combine that with the Veeam platform and our instant recovery, and you can get to near zero time recovery, in your environments. To really provide that security, and lets face it, time is money for a lot of our customers, right? So they longer they're down, the more time their losing money, they need availability, and the RPOs are near zero these days. = [Dave] The other thing, if I may just follow up, just one follow up. The other thing our research shows is the average Fortune 1000 company, over a three or four year period is leaving, literally, a billion plus dollars on the table because of poorly architected backup, or inadequate backup. So that's a huge opportunity for you and others, obviously. There's a lot of opportunity right now for vendor turn. That's the other thing our research shows, is that people aren't wed to their backup and recovery vendor. So, does that resonate with customers, are they because of digital, for example, are you seeing that tipping point, that critical mass occur, and then if you could tie that in to sort of your partnership with Pure, I'd be interested in that. >> Sure, yeah, no doubt about it. We're seeing customers, you know, they want that flexibility and that portability. One of the things we do with out platform, it's one of our unique selling features is is that it is agnostic, right. And I'll tie it back to Pure in a moment, but you know when we back up, we back up in a storage agnostic fashion. So any Veeam backup that lands on a disc on the tape anywhere, can be reconstituted, can be re imported, so even if you have a full disaster scenario, we can go stand that back up some where else, and fully consume that backup and restore it, and we have direct restore capabilities. We can port those backups and direct restore them. For example, a direct restore Azure, for example. So that flexibility, and portability is extremely valuable. Now, bring that back to Pure, some of the things we're doing around rapid recovery around the snapshot integration, we talked about is we're really enabling customers to have high performing primary storage environments. High performing secondary storage environments. And really bring that together in a way that works. We talked about multi cloud, right, you know, remote data centers and work across, and aggregate and give visibility. That's really where the Veeam Pure story together, becomes really strong because you've got an incredibly high performing primary and secondary with a highly flexible, portable secondary data protection environment. And you get the capability to get to the cloud. You know DL, a lot of customers looking to the cloud for DR, because they don't have to stand up infrastructure there. When they need it, they can spin it up, and then they can bring it back. And there's a lot of value there. >> I hear a lot of harmony, but I actually read recently, online, that a different analyst firm called the Pure Veeam relationship a match of opposites. Now they say opposites attract, and you've done a great job of talking about the integration, do you agree that it's a good blending of opposites, and if so what's that kind of symbiotic benefit that those bring to each other? >> Yeah, I don't know that I saw that report, but what I would say you know, there's a lot of synergy, we're growing at a very rapid rate, I think. When I looked at Pure, and I look at Veeam we grew 36 percent last year, I think Pure is growing at like 50 percent year over year. We have NPS scores, our NPS score is 73, we're really proud of that. The Pure NPS score, I think I saw- >> 83. >> Ken: 83. >> Dave: I didn't think it could be higher than 73. >> It's incredible. It is incredible, and I think there is a lot of synergy, the size of the organizations, I think the age of our organizations, the aggressiveness that we have, we have joint competitors in the market, so I think there's a lot of synergies between where we are as an organization, as Veeam, and where Pure is. I wish I read the article in terms of the opposites, because I'd love to understand. >> Personally, as a long time analyst, I would say the similarities are greater than the differences. >> Sure sounds like it. >> You're both about a billion dollars, you're both growing at lets call it 35-40 percent a year. You're both pursuing platforms, your both really aggressive, you're insanely passionate about your customers and winning. And you like colors, you like green, they like orange. Alright, we got to talk a little sports here. >> Lisa: Speaking of green. >> I'm going to start somewhere else though because I asked this question of a number of folks at Veeam On. If you were, Ken, if you were Robert Kraft would you have traded Tom Brady? >> {Ken] No. >> Elaborate. >> I think when you look at a, the guy was the MVP of the league last year, so that by itself stands on it's own, but you have to look and the Patriots have always been about, sort of you know, trading or moving on a year or two early, versus a year or two late. So you could make that case with Tom Brady, but I think there's always exceptions, and when you look at, I mean he is basically like an adopted son of Robert Kraft and the organization. He's brought five Superbowls, he's basically, he built Patriot place, you know. Robert Kraft built Patriot place on the backs of Tom Brady and Bill Belichik to that extent. But how do you move on from someone who's brought you so much success, that has been under market. You know, get paid under market so that they can go and do other things, and have flexibility with the gap. I just don't know how you could move on from that. >> So, that's consistent now, I think it's four for four of people we've asked, Boston fans. So appreciate that feed back. Let's talk a little hoops, you know Celtics we were feeling pretty good, up two zip, now it's tied two-two. Houston, Golden state, tied two-two. Those two teams have proven they could win on the road, Celtics haven't proven that yet. What are your thoughts on that series? >> Yeah so certainly Cleveland came storming back, I think the stories of the down fall of the Cavs were clearly over exaggerated. They came back in a big way. I think they Celtics started to figure out the Cavs in quarters two, three, and four. They got themselves in a big hole in the first quarter in the last game. I feel good, the Celtics are nine and O at home this year in the post season. You know, it's basically the best of three, and they have two of them at home, so. The Cavs will have to break serve if they want to win the series. >> Dave: If they're lucky enough to get through to the finals, which would be unbelievable, do they have any shot against the Warriors? >> So, I think to say they have no shot is probably going a little too far, but- >> Dave: Got to play the game. >> You know you got to play the games, and the Celtics have, traditionally, matched up well against the Warriors. I mean least year, the Celtic actually came into Oracle, and broke, I don't know, what was it, like a 50 game home winning streak or something. So, you know, and that was a team that didn't have Kyrie, or Gordon Haywood, and I know they're still out so the future looks bright for the Celtics. But in the context of this years finals, certainly, if I were a betting man, I'd be putting my money behind the Warriors, but I don't doubt that Brad Stevens could come up with a scheme that could steal a couple of games, and make people in the Bay area feel a little uneasy. >> Would love to see a non Lebron Final, you know. >> Yeah I think as the words would like the Celts >> Sorry Brandon, sorry buddy. >> A little diversity, you know three years in a row we've had the same things, so I'll extend my support to the Celtics in honor of both of you guys. >> Alright, and we can talk, if they get to the finals then we can take it from there. >> I can't imagine what the day after the Superbowl was like for both of you. We won't go there. >> I still haven't recovered, so. >> (laughs) Awesome, well Ken, thanks so much for stopping by. Congrats on being a CUBE alumni, now. We look forward to seeing you Veeam World in just a few months time. >> Yes, great. Thank you. We'll be there for sure. >> For Dave Vellante, I am Lisa Martin. You're watching theCUBE live from Pure Accelerate 2018. Stick around, Dave and I will be back with a wrap in just a moment. (music)

>> Announcer: Live from Chicago, Illinois, it's theCUBE. Covering VeeamOn 2018. Brought to you by VeeamOn. >> We're back. VeeamOn 2018. You're watching theCUBE, the leader in live tech coverage, where we go out to the events and we extract the signal from the noise. Dave Vellante, with my co-host Stu Miniman and Marc Crespi is here. He's the Vice President of Sales Engineering at ExaGrid, another Mass boy. Welcome back to theCUBE. Good to see you again, Marc. >> Thanks, great to be with you guys again. Great to be on another fantastic VeeamOn in the world-class city of Chicago. >> Yeah, it's a great city. What's happening at VeeamOn for ExaGrid this year? >> Quite a few executive meetings, a lot of customer contact, existing customers, prospective customers, meeting with the joint sales teams and so on. We coordinate a lot with VeeamOn in the field and on an engineering level, so great to get off the phone and see each other face to face and really deepen the relationship. >> So, talk a little bit about what the conversation is like with customers, particularly as it relates to data protection. We're hearing a lot on cloud, multi-cloud, intelligent data management. What does that all mean to your customers? >> Sure. So, obviously VeeamOn provides a wealth of different functionality in all of those areas, whether it be the intelligent data management, which includes cloud components, et cetera. We at ExaGrid play a role, mostly on the on-premise side, to be honest, of the equation. And because we typically deal with a quite large customers, the use of the cloud is really, typically relegated for older, more archive oriented data, or long-term retention backup data than it is for primary data, or even primary copy for disaster recovery simply because of the logistics of managing that much data when you may need it. However, the cloud plays a very important role in those types of customers, as many of them have regulatory requirements, compliance requirements to keep data long-term that they may never need to access, or never need to touch. In which case tiering that out to the cloud is a potentially good strategy. >> Marc, one of the things we're watching at this show is how VeeamOn's trying to get deeper and broader into the enterprise. If you can, give us a little color as to how you're seeing, where is VeeamOn being successful, what are customers liking for that kind of solution? >> Sure. We're seeing a significant amount of traction with VeeamOn and enterprise customers. In fact, we met with a large travel agency out here at the show who's looking at both VeeamOn and ExaGrid as a combined solution. So we're working very closely. VeeamOn has a dedicated enterprise team in the field, and they're breaking down doors to a number of the different enterprises. And our solution, the way it scales and its performance profile is very well-suited to the enterprise. We are an enterprise-class company as well, so we're doing cross-introductions for each other and to each other's enterprise customer base as we go. >> Talk a little bit more about your solution, where the sweet spot is. We always talk about horses for courses on theCUBE. >> Marc: Sure. Yeah. >> What's your favorite course? >> So, we define a target customer, the first demographic that we use is typically the amount of data they have under management. Put another way, the amount of primary data they have, or the utilization on their primary storage. And where we typically live, these days is 50 terabyte is kind of the low end, all the way up to multiple petabytes of data being backed up. And we can store many, many weeks, or months, or years of that data because of the data deduplication impact. But that's our sweet spot. And typically that's the most key demographic for us to look at, is how much data they're managing. >> And you're an infrastructure provider, obviously. You have software, but you don't do backup software. That's not your specialty, right? >> That's correct. That's one of the reasons we have such a close relationship with VeeamOn. And, quite honestly, we partner with a number of folks, but VeeamOn is clearly one of our key, if not our key partner because they provide the data protection functionality, the management, et cetera, and we provide the intelligent hyperconverged secondary storage that can store all of that data, deduplicate it, replicate it, and also provide, uniquely, I might add; support for some of VeeamOn's really critical features, like Instant VM Recovery and Virtual Lab and SureBackup. Because of the way our product is architected those features work extremely well with us, where in some cases, in some solutions they don't quite work as well. >> I think back to a number of years ago deduplication was all the talk in the storage industry. How are the latest trends in everything from Flash's adoption, NVMe, and NVMe over fabric coming soon, how's that going to impact what customers are doing in your space? >> Sure, so first I'll tackle the deduplication part of it. There's no question that it's now become an accepted norm. It's rare these days that you're explaining what it is, or what it does. But there still is one left over misconception that I think it's really important for all of us who have deduplication to educate customers. And that is that not every type of deduplication is created equal. Sometimes people conflate it with compression. You know, all compression's kind of the same to a certain extent. The way deduplication is implemented, there are certain characteristics that will either increase the amount of data reduction you get or lessen the amount of data reduction you get. For customers it's really important to know what type of algorithm you're dealing with 'cause that's going to translate to cost over the long term. So that's the first thing. The other trends, the adoption of Flash and so on, really has been more on the primary storage side, where that level of performance is required for high transaction, high performance requiring applications and so on. Because Flash remains quite a bit more expensive than spinning disc is, it's inroads into backup or secondary storage have been somewhat more on a limited basis. >> So, if I understand you correctly, a large part of the data reduction is a function of the algorithm... I don't want to say not so much the workload, but I was always under the impression that the workload determined the sort of data reduction efficacy. >> Marc: Sure. >> Which I'm sure is true, but you're saying the algorithm also has a huge impact. >> It's a combination. So, there's no question that certain data types deduplicate extremely well, other types not as well, and some not at all. You know, pre-compressed, pre-encrypted data tends not to deduplicate well at all. Where the algorithm comes in is there's a couple of elements, not to get to get too much in the weeds, but something called block size, which is basically the size of the objects that you examine when you deduplicate, and then whether or not you do what's called variable-length analysis, which is adjusting to the fact that the data is expanding and shrinking as it's changing. Algorithm's that implement very large block sizes and avoid variable-length technology are going to get much lower deduplication ratios than algorithms that implement both of those elements, smaller object sizes, and variable-length technology. And we're in the latter category of the more aggressive form of deduplication. >> So, you've got greater granularity and the greater ability to drive data reduction ratios, assuming the workload is favorable to that. >> Exactly right. If you were to compare the same workload across the two algorithms, the less aggressive and the more aggressive, the more aggressive is going to do better on that workload than the less aggressive. >> And again, I know it depends on the workload, but are we talking about on a percentage basis 10% better, 20%, 50%, a 100%? >> Marc: Multiples better. Some cases five to 10 times better. >> Even an order of magnitude in some cases. >> Marc: An order of magnitude better, yes, in some cases. >> What about encryption? What's the state of encryption these days? What are you advising customers with regard to encryption? >> Well, for years we've been under the impression that everything's going to have to be encrypted at some point. It's been a slow journey. You know, there's PCI compliance, HIPPA compliance. Obviously, there's been some pretty infamous hacks that have happened and so on. So the way we look at encryption, we have encryption solutions, self-encrypting appliances, and we recommend to customers, even if you don't need encryption today, if there is a slight chance that you'll need it in the future, then go with our encrypting line of appliances. The cost difference is nominal. It's in single-digit, low single-digit percentages, and it's there when you need it. So you don't have to potentially swap after that. We also do encryption any time we move data over the LAN. So we're fully ready for all of these compliances. It's certified encryption, you know, federal level certification, et cetera, so-- >> Yeah, Marc, let us know what companies aren't aware of the need for encryption and I'm going to short those stocks. (laughing) >> Okay, you got it. Yeah, you might want to change your bank. >> All right. Got to ask you. Brady, if you were Robert Kraft, would you have traded Tom Brady? >> Absolutely not. >> That's unanimous, there. Three for three on that. >> Absolutely, no. >> Okay, why not? What would the rationale be? >> I think he's got a lot more to give yet. I think it would have been on par with the Babe Ruth trade. It would have been a historical disaster. You know, he got us to the Super Bowl last year. Granted, Philly inched us out, but I still think he's the GOAT and he's going to stay the GOAT. >> Giselle said Tom Brady can't catch the ball. I would say also, he can't play defense, so-- >> I would agree with that as well. >> All right, what about Garoppolo? Do you think it was the right move to hold onto him, essentially as an insurance policy in case Brady went down before the trade deadline, or should they have been more proactive and gotten more for him? >> I think it probably would have been the right move for the Patriots to hang on to Garoppolo, however, for Garoppolo himself, and for the fact that they needed to get at least something for him, I think it was the right move at the right time. He needs to play. He's a great quarterback. He's already turning that San Francisco franchise around. >> Right. >> So I'm happy to see him play. I actually now start watching 49ers games 'cause I want to root for him. >> Me, too. I'm a fan of Garoppolo. >> Marc: He's a son of the Patriots. >> I agree. I think it was the smart move, Stu to keep him as an insurance policy, just in case. You don't know. I mean, Brady, you know, 40 plus years old. I mean, look what happened last year. >> It's the economics, Dave, though. They weren't going to pay him what he needed to be able to be a backup, and I agree with Marc. He was ready to play, obviously and it is fun to watch him on the 49ers. >> No, we agree. One of 'em had to go, right? Okay, and now we're three for three. So Peter McKay, Patrick Osborne, and now Marc Crespi all say Brady should stay. Right move. We'll see. Hey, they're the favorite to win the Super Bowl next year. Hopefully, they can get there. >> Sounds like I'm in good company. >> Marc, thanks very much for coming back on theCUBE. >> Thank you. It's always a pleasure to see you guys. >> All right, keep it right there, everybody. We'll be back with our next guest right after this short break. You're watching theCUBE, from VeeamOn 2018. (upbeat music)

(upbeat electronic music) >> Announcer: Live from Chicago, Illinois, it's theCUBE, covering Veeamon 2018. Brought to you by Veeam. >> Welcome back to Chicago everybody, the Windy City, you're watching theCUBE, the leader in live tech coverage and we're here day two at Veeamon 2018, theCUBE's second year doing Veeamon, and I'm Dave Vellante, with my cohost, Stu Miniman. Patrick Osborne is here, the newly minted VP and GM of big data and secondary storage. >> And CUBE alumni. >> HPE and many time CUBE alumni, did you get a sticker? >> Yeah, it's already on my laptop. >> Oh, awesome, great to see you again. >> Good to see you guys. >> Thanks so much for coming on, always fun at Veeamon. >> Yep. >> They have a big presence. Your show, HPE Discover, they painted the Chi-Town green. >> Patrick: Yep. >> What's going on at the show for you guys? >> So a huge partner for us, in our ecosystem, as you guys know, HPE and the world of virtualized workloads, like, you know, we definitely own the space in terms of the number of Veeams sitting on our infrastructure and they are a great partner. You know, we've got thousands of customers, and I think what we're seeing, too, is that as Veeam grows up into the midsize and enterprise space, that is, you know, that's where our wheelhouse is. And so we're getting a lot of customer interactions in that space, and then, with some of our offerings around Nimble and SimpliVity, where they play very well in the commercial segments, that's a great way for us to go grab new logos, be present in the channel. So it's a really good partnership for us on both ends. >> I definitely want to understand what's going on in big data, but before we get there, let's talk a little bit about secondary storage and your point of view there. We know that data protection is moving way up on the list of CXO priorities, we also know there's a dissonance in the customer base, between the expectations of how much automation is actually there from the line of business, versus what IT can deliver. >> Patrick: Yeah, yeah. >> And so there's this gap and now you have multi-cloud coming on in a big way, digital transformation, and so it feels like backup and recovery and data protection is transforming. Throw in security and it even complicates it further. What's your point of view on what's going on in this mix? >> Well, certainly the sands are shifting in the secondary storage market. I think because of a heightened customer expectation in this area, whether it's, you know, I want to do more with my data, running things that we do at Veeam, like test data, automation, Sandboxing, security, you know, ransomware. All those are higher level data services than just what people were doing in the past around backup and recovery. So for us, we're really focused a lot on automation right in this space. The death of backup and recovery in that traditional space is essentially caused by comPlexxity, right? So automate or die in this space, nobody wants to deal with backup, right? What you want is outcomes, and what we're doing is, for our product line, we've got sort of this three-tiered mantra, of predictive, cloud-ready and timeless. So we want to be able to, through platforms like InfoSite, be able to heavily, heavily automate all those activities. Cloud-ready, because, you know, as we talked before, it's a hybrid world. People, especially in secondary storage, want to have some data on-prem, and certainly a lot of it for archival and retention off-prem. And then, timeless is sort of this scenario around, even though I'm operating a data center, I want the purchasing experience to be elastic, and like, again, the cloud, right? So consumption-based as a service. So that's what we're trying to bring to the market for secondary storage and storage in general. >> Dave: Awesome. >> Patrick, as I look at this space, you talk about that hybrid, multi-cloud world that we talked about. The two big, main things are data and my applications. So you talked a bit about the data, connect for us, kind of the applications and things, cloud native and 12 factor microservices, versus traditional applications. And you've got that whole spectrum, what are you seeing from your customers and how are you helping them? >> Yeah, so, we're definitely seeing a lot of the tech leading customers in the enterprise from HPE, you know, the big logos, right? They're out there disrupting themselves, disrupting industry, are massively betting on analytics, right? So, they've moved certainly from databases to batch now, it's all, you know, I think people call it fast data, streaming analytics, Kafka, Spark. So we're seeing, that part of our business that HPE's growing, like, non-sequentially, right? So it's really good business for us. But what's going on right now, is that the customers who are doing this, these are all net new apps. Kubernetes, you know, new styles of application, it's not a rip and replace, it's more of an augmentation scenario, where you're providing new services on top of existing apps. So that is very new and I think one of the things we'll see over the next couple of years is, how do I protect those workloads? How do I provide multi-cloud for them? So it's an interesting space, it's very nascent, a lot of tech-heavy investment going on for the, you know, the big players in the market. But that's going to have a long tail into the mid range. >> How will the data protection architecture sort of change for those new emerging applications? You know, maybe IoT is another piece of that. And maybe, where does your partnership with Veeam fit into that? >> Yeah, so we are having a number of strategy discussions on that this morning, you know. And I think that space is, you know, there's a lot of identification that has to go on. Do I want to back it up, do I care? Right, are those persistent streams? Or that IoT data that's coming in, do I really have to back it up at the end of the day or can I back up the results? So, a lot of it is not just an availability issue, it's certainly a data management issue. But a lot of the tools that we would need to do that, today, they're focused on bare-metal, VM wear, virtualization, a lot of stuff that hasn't been written yet, right? So I think there's a lot of actual tech development that has to go on in this space and I think we're kind of poised together as partners to deliver in that area the next couple years. >> You guys have this tagline, "We Make Hybrid IT Simple." >> Patrick: Yes. >> IT, you know-- >> Patrick: Very quantifiable. >> It ain't simple. (laughter) So, where does storage fit into that equation? >> Yeah, the stats that blow my mind was, I think IBC came out with this, was that there's essentially around 500 million apps in the data center today. And then, in any sort of spectrum of bare-metal, being virtualized, maybe being containerized, in the next four years there's going to be 500 million net new apps, right? So that's like, it's mind blowing, in terms of, most people have a flat budget, maybe a little increase. So you think that you're doubling the amount of apps you have and all the services around it. So for us, the automation piece is absolutely key, right? So anything we can do with InfoSite as a platform, we're going to be extending that to other products, you see we've done it for 3PAR, we'll be bringing that experience. But anything we can do around automation, analytics, that's going to take a lot of the mystery and comPlexxity out of managing these apps and services, I think is a win for the customers, and that's why they're going to buy into the platforms. >> Yeah, it's like, imagine if you're a young family, you've got two kids and you have twins. >> Patrick: Yeah. (laughter) >> Uh-oh. (laughs) >> Or you decide to have two more, like I did. (laughter) >> Patrick, we've been talking about intelligence in the storage world for decades. >> Yes. >> Why is it real, you know, more real and different now, than it was in some of the previous generations? >> Yeah, I think, you know, some of the techniques... So, we've had systems that have called home and brought telemetry home forever, right? But I think what's going on is that, as you take the tools that we've developed, and a lot of them are new, right, that are allowing you to do this, it's the practition of the data science, which is like the key, at the end of the day. InfoSite is an amazing piece of technology, a lot of the magic is in the way that you set up your teams, and to be able to take that on, right? So, it's no longer a product manager, an engineering guy, support person in a different organization, right? What we have is what's called a peak team, right? Which just takes all the functions, brings them together with a data scientist, to be able to take a look at, how can I do machine learning, AI, a more predictive model, to actually take use of this data, right? And I think the techniques and the organizational design is the big change that's happened over the last couple of years. Data's always been there, right? But now we know what to do with that. >> Yeah, and like you said before, the curve is reshaping, it's not this linear Moore's Law curve anymore. >> Patrick: Yeah. >> It's this exponential curve. >> Patrick: Exactly. >> I can't even draw it anymore you know, it used to be easy, just put the dotted line straight out, now it's twisting. So, that increases the need obviously, for automation. Now talk about how HPE's automation play is differentiable in the marketplace. >> So I think a couple of things from a differentiated perspective. Obviously we talked a lot about InfoSite as a platform, as a portfolio company, we're definitely trying to take out the friction, in terms of the deployment and automation of some of these big data environments. So our mission is to be able to, like you would stand up some analytic workloads in the public cloud, to provide that same experience, on-prem, right? And essentially be the broker for that user experience. So that's an area that we're going to differentiate, and then, you know, in general, there's not that many mega portfolio companies, right, anymore. And I feel like, that we're exploiting that for our customers, bringing together compute networking and storage. And certainly on the automation side. So you know, for us, I really feel that you're no longer going to be buying on horizontal lines anymore. You know, best of breed servers, best of breed networking, best of breed storage, but bringing together a complete, vetted stack for a set of workloads, from a vendor like HPE. >> Yeah, and it was just announced, the deal's not closed yet, but just to mention to the audience, HPE just made an acquisition of Plexxi, a networking specialist-- >> Patrick: Yeah, a good friend, too, Rich Napolitano. >> Rich Napolitano. Just this week, which is interesting, because that brings cloud scale to some of the hyperconvergence infrastructure. It's essentially hyperconverge networking, so really interested to see how that plays out. HPE has made a number of really effective acquisitions over the last several years, starting really with 3PAR, was the one. Clearly Aruba, you know, the Nimble acquisition, you know, SimpliVity, so, SGI. So some really strong, both tactical and strategic moves for HPE, really interested to see how Plexxi sorts out. Okay, we got to talk sports for a minute. I asked Peter McKay this question, I asked his boss, some sports fans, if you were Robert Kraft, would you have traded Tom Brady? >> (sharp inhale) No. >> No way? >> No way, no way. >> Okay, that's consistent with McKay. >> Yeah, no way, that's like trading Montana, that didn't work out. >> That did work out, right? They traded Montana, then they won another Superbowl. >> Yeah, I know, I mean, I think, for me, he's an icon and then he's still operating at maximum efficiency, which is amazing, but I think he got a lot of legs in him. >> What do you think of the... Well hopefully he stays, hopefully he does play 'til 45. What do you think of the Garoppolo trade, though? Are you disappointed that they didn't get more, or do you think it was the right move to hang on, just in case Brady went down again? >> I think it's the right move at the end of the day, right? You're not going to get much from him anyways, and they're certainly not going to pay him out as a backup quarterback. What I don't like, though, is the fact that he's gone to the 49ers, and that's where most of my engineering team is in the Bay Area. So, to have to deal with yahoo 49ers fans, you know, for the next couple years, is going to be painful. But it's good, it's a good renewed rivalry. >> So you're not a-- >> Celtics, Warriors, you know, Patriots, Niners. >> You're not an instant transplanted 49ers fan, because of Garoppolo, right? >> Patrick: No, absolutely not. >> He's a carpet-bagger, right? >> He's out, he's off the team, he's out of the house. >> I love it, okay, Bruins were a big disappointment this year. >> Yeah, yeah. >> We thought that, you know, the Celtics were super exciting, let's go there, I mean. You know, you watched the Celtics early in the year, 'cause your like, after Hayward went down, you're like, kind of' we were all walking around like this. And then you-- >> I felt like, it's like where Kennedy was shot, right? I know exactly where I was, right? >> Right, and you had people blaming Danny Ainge for, like, making a move, I'm like, come on, guys. And you see what happened with the young players, and then they sort of tailed off a little bit, they were struggling, you know, Ky was trying to find his way and now they're the exciting team. Up to on Cleveland, I mean, you got to believe that Lebron is going to step up his game with a little home cooking. But let's assume for a second that they get by Cleveland (laughs) which will be a huge task. I mean, I don't think there's anybody in the NBA who can stop Kevin Durant, but I'd love to see Marcus Smart try. >> So two things in that scenario. One is that, who needs Kyrie Irving more right now, Cleveland or Boston, right? (laughter) Which is amazing, can you imagine saying that a couple months ago? It blows my mind. And then, for me, it's a revamping of the NBA, right? If you get the Celtics versus the Warriors in that style of play, I mean, it's definitely, it's changed the whole game, right? Shooting guards, ballers, I think it's fantastic to see, you know, a whole new style of play in the NBA. >> It's so exciting to see the Celtics back in. >> Team basketball, defense, passing, all of it, it's great. >> And ESPN is losing their minds, they don't know what to do. Stephen A Smith doesn't know what to say. >> Patrick: ESPN Live. >> He's actually pissed I think, yeah. (laughter) So, now, Stu, you're a Yankees fan, of course, and you know my line on the Yankees. Stu's kind of a weekend Yankees fan. My line on the Yankees is, that sucks you can't beat us in April. (laughs) Here it is in May. >> Dave, I'm just quiet around you, because I know where my paycheck comes from. >> I appreciate that perspective, Stu, okay. >> Patriots win, we're in agreement. >> Think about all these renewed rivalries, it's great. Celtics, Sixers, Red Sox, Yankees, it's unbelievable. >> And like I said, San Francisco-- >> Patrick: Phillies! >> And the Pats. >> The Pats! >> Well Patrick, always a pleasure seeing you, thanks for making time out of your busy schedule. >> Yeah, absolutely, it was great. >> For coming on theCUBE. Alright, keep it right there everybody, we'll be back with our next guest, right after this brief break. You're watching theCUBE, Live from Veeamon 2018. (upbeat electronic music)

>> Announcer: Live from Chicago, Illinois, it's theCUBE! Covering VeeamON 2018. Brought to you by Veeam. >> Welcome back to the Windy City, everybody, you're watching theCUBE, the leader in live tech coverage. This is day two coverage of VeeamON 2018. I'm Dave Vellante with Stu Miniman, my cohost. Peter McKay is here, he's the co-CEO of Veeam. Peter, great to see you again, >> Great to be here David, Stu. >> Thanks so much for making some time. Lovin' the show, we're watching the evolution of Veeam. You know, go from scrappy fighter, now movin' up the stack. We know from our research that data protection and orchestration are moving up the list on CXO priorities. You were brought in to really uplevel, top-level the company's messaging, the branding, the talent. How you feelin'? >> I'm feeling good, I think this was a major step, right. You know, a lot of work going in to just really understanding the market, for me at least. Coming out of VMware and coming into an availability market. So I became a student of the space, talking to a lot of customers, talking to a lot of partners, really pulling together what that business message is, versus a feature-function message. What we were doing to actually help drive the business, you know, especially now when more and more data is being accumulated, more and more companies are digitizing their organization. And for us, we're kind of the ones that keep that up and running. I think it was important for us to make sure that message gets out, to when we deliver it in the market, that people think of us as that strategic solution for their mission critical, always-on, which we call hyper-availability, for the enterprise. Any app, any data, any time. >> Very partner focused event, here. You can't walk anywhere without bumping into a partner. When, you were at VMware for a number of years, and VMware was famous for every dollar spent on a VMware, some number, $15, $17 was spent on the ecosystem. So that was sort of, probably ingrained, in the ethos of your career, right? >> Yeah, and you know, when coming here you recognize there was a lot of great discussions, a lot of good technology integration with, you know, companies like Cisco and HP and NetApp and others. But there wasn't this follow-on go-to market. Like, how can we make it easier for our customers? How can we make it easier for our customers to buy a combined solution versus a technology? And so to do that well, we recognized early that we had to uplevel the relationships we're having with Pure and Nutanix and all these other companies that were really getting in front of these enterprise and mid-market companies, but with multiple tracks. And we felt that if we can do more together with them, that we would have, the customers would have a better experience. And so, we started going down that path, we started to do things more together. Merging that value proposition together with these companies. And then merging our sales efforts together. It brought about a tremendous impact on just the customer success, their experience in leveraging our technology. And this is just kind of the start of it, because I think there's a lot more to come, that on the partner side that I think is going to be, you know that gets us to that two billion, three billion mark. >> Yeah, so I wanted to touch on that so, that combined with the expansion of your product portfolio, the move into cloud and multi-cloud and orchestration expands your TAM significantly. Talk about some of the numbers. Over $800 million in bookings-- >> 827, yes. >> 30 plus percent growth, >> 36. >> 36% growth. >> But who's countin'? (laughs) >> Oh that's good, and so, now, and of course currency as a Swiss based company, let me get this right, currency now is somewhat of a headwind for you guys, right? So you're blowing through that, or no, do you guys hedge or how do you handle it? >> Nope, we're US dollars, everything is US dollars. Everything is US dollars. >> So that's a tailwind then for you guys? >> That is, it is, you know, lookit. We've always operated as a long-term software company. A long term sustainable, we don't have the quarterly, we're not public, right? So we don't have to hit targets in earnings along, and you know currency's going to go up and down at various times. Some days, some times, you're going to have the benefits, the tailwinds and headwinds. So, for us, we just continue to make the right decisions based off of where we see what's the best interests of our customers, what's the best interests of our partners, and then let the dust settle. >> But you do pay attention to the months and the quarters internally? >> We do, yes, well in large part because our ecosystem does, right? When you're selling with Cisco you need to know when their quarter ends, and when their year ends, right? Or Nutanix, because they're all motivated by those quarters. And I've always been in, for the most part, public companies that had that quarter. So we still operate that way, but the way we make decisions is based on what's the long-term best interests of our customers. >> And there's not that external 90-day shot clock, Stu, as we talked about. >> No, yeah, no. Yeah, so Peter one of the things that's really interesting to look at at your company, you're at 133 customers a day. That's 10,000 a quarter. Very different when you talk about the enterprise, it's not just how many customers, but there's, at least traditionally been more, it's more belly-to-belly. You have to be deeper engaged. You've got this partner? Bring us inside a little bit, some of the challengers there are about going from the scale and simplicity that built Veeam, to deeper in to these enterprises. >> That's a really good question, and you know there is two elements of that. The first one is first, do no harm. Your SNB business is cranking double digits, your mid-market is cranking double digits, and invest heavily in this massive opportunity we have in front of us in the enterprise. But make no mistake, that's a major effort that we've embarked on two and a half, three years ago. Our technology, as you mentioned it, is broadening. Our messaging is upleveled. Our focused marketing efforts are very much targeted to very specific customers. Our support is different, I mean everything we do. The ecosystem is different to go into that enterprise space. So it's a massive investment that we're doing around the globe, to get much closer to those companies. But, we're not losing what made us great. Which, get in the door, just get in the door to any of these companies. You're going in, you're going to Coca-Cola, just get in the door and then do a really good job and expand from there, which is really what we've been doing since the beginning. >> On that, you know I heard like, AIX support is coming. All the enterprises like, well but I have this other application that you're not certified. You go down the SAP HANA route, and Oracle and everything else, you can just get bogged down in so much red tape. >> And that's changing, it used to be that we're, not used to be we are the number one VMware backup. We're the number one virtual backup. And we're the best in the world at virtual. But, and Ratmir would always say, we're just going to do virtual, virtual. Well in the enterprise, that can't be, right? You need to be, obviously virtual, cloud, 'cause every conversation you're having is multi-cloud, right? And you need physical, because there's 10, 15, 20% of all these enterprises that are going to stay physical. And so for us, we needed to do that. Now we've done, now we can do virtual, physical, and cloud for our enterprise customer, for everybody, but we see it more in the enterprise. >> When Veeam first started, it saw an opportunity to help with the virtualization problem. Backup had to change with virtualization. Veeam, right place, right time, right product and right attitude, boom. What's more straightforward than what's going on now, what's happening now, and I wonder if you could comment, from our perspective is, there's a dichotomy between what the businesses expect in terms of the levels of data protection, the levels of orchestration and automation that exist, and what IT can deliver. And it seems like Veeam is trying to fill that gap. Which says a couple things, it's a jump ball, to use the basketball analogy, which we'll be talking about later. And the second thing is that there's a lot of potential for customer churn. Which is good news for you guys. >> First off, there's a lot of churn going on. Anybody that bought a solution two, three, four, five, 10 years down the road, the game has changed, right? We kind of track three things. One, it's all about the data, right, and the data today is becoming much more critical for businesses, right? Our business, every business, it's all making better decisions with more critical data and at the right time. The second is it's massive data growth. It's exponential, it's, what did they say? 2x every, every, 10x every five years? And so we're seeing this massive increase in growth of data that if you use the same methods you used in the past, it's really expensive and really difficult to be able to manage that and keep it running and available. And the last is sprawl, it's everywhere. I mean data is on devices, from thermostats to automobiles to everywhere. And so, used to have it sitting in an easy data center, and now the data is everywhere. And so, you have the criticality of data, you have the massive growth in data, and you have a massive sprawl of data. And what we believe is we want to be that hyper-availability solution. That we're protecting that data, we're helping you manage that data, we're helping you orchestrate that data, and be able to protect it for companies who need it in real time because it's becoming so critical today. >> The other change that we would observe, is you're really kind of going from what was a product company, to a platform company. You showed that platform slide. Talk about the importance of platform in the enterprise to sustain growth. >> Yeah, I think there's, in the enterprise obviously it's more complicated. And you know, because of the sprawl, because of all the things I mentioned, it needs a bigger, broader solution that can be able to handle backup, backup and recovery, replication, failover. You need to be able to have a single pane of glass, whether it's in the cloud or on premise. You need to be able to manage and orchestrate workloads, from on premise, I want to put it in Azure, or I want to put it in Service Provider, and so the ability to be able to automate and orchestrate that movement requires a platform to be able to do that. With us, but also the ecosystem, right? I mean do it with the hardware providers, people who have a component for security, to make sure that if we detect ransomware, to kick off a backup, a clean backup. And so, this orchestration and automation is going to be a critical part of that platform. >> Peter, I wonder if we could step away from the technology for a second, talk a little bit about culture. We've been noting you come on board, Veeam's always had a good team, but been bringing on some key pieces, especially help focused on the enterprise. It's a challenge for a lot of companies to get into that space. Why is Veeam positioned well, talk to us about your methodology on how you bring these type of people in. >> We have, we've grown a thousand people over the last 12 months and that's on top of what we did the year before, and we're probably going to add another seven, eight, a thousand people this year. And the key is to do two things. One, we're investing heavily in our team, today, right? Because we're growing at 36% year over year, you're doubling almost every three years, less than three years. So you need to have that investment in the existing team, married with skillsets from outside, and bring in the best talent I can get to blend with that culture. So marry the culture of old with the culture of new, and that's, you know we look for hungry, humble, and smart. People who fit that description, that's what we look for, that's what we check for when we're recruiting top talent, whether an executive or you know, a front line sales rep or customer support. >> So, we only got a couple minutes, I got a question. If you were Robert Kraft, would you have traded Tom Brady? >> Oh, you saved that question! (laughs) >> What do you think? We're going to chime in, Stu and I have an opinion. >> If I was Robert Kraft, no, I would not have traded Tom Brady, Tom Brady has earned the right to plan his future with the Patriots. I think this needs to be a happy ending for Tom Brady, and I think it would be a happy ending for Robert Kraft, I would have proactively figured out how to handle Garoppolo far better than they did, I thought they handled that poorly, but no I would not have traded Tom Brady. >> So you mean, you would have wanted to get more for Garoppolo? >> Definitely. >> Yeah obviously, right, okay. >> If you were going to get rid of him, you should have done it sooner, or you should have done it, you should have figured out, how you'd be able to do it later. >> And got more value. Okay, so you're on the side that basically, Brady should be allowed to cash his chit for all these years taking haircuts, okay. (all chattering) >> Most importantly, performance. There's nobody who performed better. >> And Dave, Brady's performance, it's not like he's fallen off a cliff or he's some old man. >> He was MVP! >> Come on Dave, didn't you hear the note today? The reason Tom Brady's staying in there, is he hasn't gotten a thousand yards of rushing yet. I think he's 36 yards off, you know, >> That could take another three more years! >> He's way more mobile now than he was 10 years ago. >> Oh, so you guys are both optimists for the coming year? >> Oh, yeah. Well you know-- >> As long as we don't play the NFC East in the Super Bowl, we're okay. (speaking quietly) >> Okay, how about the Celts? Up two-zip, LeBron really, he showed up in the first quarter last night. I know you couldn't watch the game, because you were hosting a bunch of different events, but do you think LeBron's going to come back at home, a little home cooking? You know, can the Celts make it to the finals? >> I think Brad Stevens has exposed the Cleveland Cavaliers for the team that they are. Which is LeBron and a bunch of other guys. And so I think, yes LeBron's going to have, I mean he had 45 points, so it's like we're waiting for him to break out, hit 45 points and they still lost. So I'm not so sure you're going to see that massive resurgence, I think they'll get one game in Cleveland, I think the Celts will have one game, they'll win one game in Cleveland. >> I mean, I think you're right, I think Brad Stevens has exposed the supporting cast. Now unfortunately, if the Celtics make it that far, the Warriors aren't going to be exposed, 'cause their supporting cast is pretty strong. But it'll be great to get there, to compete. >> How about getting there, with your two top players are out. >> And what do you think, Gordon Hayward comes off the bench next year, he's your sixth man, I mean wow. >> Yeah, who do you trade to get even, and what would you trade for, to make the team better? I mean it's already in great shape. >> It's good to be a Boston sports fan isn't it? >> Peter: It's great to be a Boston sports fan. >> Peter thanks so much for coming to theCUBE, always a pleasure seeing you. >> Dave, Stuart, good to see you. >> Alright, keep right there, everybody, we'll be back with our next guest. VeeamON 2018, from Chicago, you're watching theCUBE.

>> Announcer: Live from San Francisco it's the CUBE, covering Informatica World 2017 brought to you by Informatica. >> Welcome back everyone, we're here live in San Francisco for our wrap-up of day one, the CUBE's exclusive coverage of Informatica World 2017. So our flagship program, we go out to the events, and extract the signal and the noise. I'm John Furrier with SiliconANGLE, the CUBE. My co-host this week is Peter Burris, Head of Research at SiliconANGLE Media, also the General Manager of Wikibon.com. Go to Wikibon.com and check out all the great research, great stuff behind the paywall, subscription required but also some free content there as well and our special guest is Neil Raden, who's the new analyst on the Wikibon team. Welcome to the team. You're covering the value of data, and analytics industry veteran, great to have you on the team. Thanks for joining us on our wrap-up here. >> Thank you. >> Welcome Peter, look here, this is kind of a coming-out party for Informatica. We've been following them for multiple years. Some of their top exec has been CUBE alumni for many, many years. I think I admit Wallie's going to be on his eighth year, eighth time on the CUBE, but look behind as you see a new branding. Informatica has a new CMO, and she's got swagger and she's got brand impact. Informatica is now going to start bragging about their products. Although I have some critical analysis of Informatica we'll get to in a second but I've always said they've brought in a team of folks during the going private that have product chops, and they've had an install base, and their goal has been from the beginning let's go private close the curtain, and get stuff where you organize, and really work on the product and install base. Can they pivot? That was my question three years ago. Every year they keep on coming out with not a land grab but an incremental and moving the ball down the field to use your football analogy first and then do it again but starting to get into that horizontally scalable cloud model and with good cloud deals, looking poised, in my opinion, for being a data layer, potentially for making that data fabric on. So to me, I think that's the big story here. So far is some good news around the brand, product increases got AI, augmented intelligence with CLAIRE. Some interesting dynamics, which means the interface the data is changing, not only the underlying value of the data, which we want to get into but Informatica is trying to up level the interface. Your thoughts? >> So I think you're absolutely right, John. I think we've seen three things here. First off, Informatica has always had a pretty decent product kit, well embedded within some really first-rate customers. Number two, they've been talking about the need to accommodate some of the new trends around cloud, and how they're going to move in that direction. They've been talking about it. This is the first year we've really seen it. Number three, they even, when Informatica talks, people have historically not listened as much. Sally Jenkins, the new CMO has gotten an enormous amount of work done in a very, very short period of time. This is a bang so and it's manifesting itself in that people are buzzing about it. >> Yeah. >> It's even if Informatica has a lot to do to really be that enterprise cloud data management leader, a lot left to do but it all starts by presenting themselves in a coherent way. That's something that we're seeing for the first time. >> The value proposition has changed significantly. I was talking about the Amazon stock price. Since 2010, it's just been a skyrocket growth for Amazon across the board. Yeah, I got the retail but AWS certainly has been powering it. Having a good brand behind you is going to really energize the channel, ISV, software developers. Like I always joked about the old days, when I used to work at Hewlett-Packard, the joke was I used to call cold dead fish versus sushi. HP would be so accurate, so engineering-oriented, they would be so accurate around the products. They didn't really have a lot of marketing, and the joke was if they had sushi, they called it cold dead fish because that's what it is. Sushi sounds better but again back to marketing, they need to bring the brand out, and put a message around the shift to value. >> Well think about how important it's going to be to a company that increasingly acknowledges or acknowledges increasingly. Their customers are going to find it in something like the Amazon Marketplace or in Google, or in some other cloud environment. It means that they have to bias the customer to choose Informatica versus a range of tools that may not be as good but some of them are going to be open source to get people to bias at that moment, you got to get your brand out there. You have to get your identity out there. Informatica was not going to be a success when the customers making that decision as they're looking at that Amazon Marketplace just by word-of-mouth. They have to get their name out there. So this is big. The products are still good and making, and improving. Getting to the cloud is a big deal. Delivering on their promises, and now having a marketing platform that allows them to scream a little bit louder from the rafters, about who they are and what they want to be. A lot of it's coming again. >> Day two, we're going to have a lot. All the top execs on, they were in an off-site down the street right here at Intercontinental in San Francisco with Executive Customer Day, but we had SVP on for cloud business. We had the board member, Jerry Hill, who's five decades in the business. I mean he essentially laid it out. Hybrid cloud is here to stay, and it's not going to be an overnight success. It's going to be a transition, and that favors the legacy vendors, who are sharpening their saw, and getting their products in line. Of course we have the Chicago Cubs on, and we took the ring, almost put in my pocket in a very Putin-esque like style. We all know Robert Kraft waltz Super Bowl ring, to the biggest criminal in the world, Putin, but kind of a fun there. But the baseball team highlights the customer journeys. They have customers that love them and stay with them 'cause of the install base. >> Absolutely and Informatica is deeply embedded, and has been, Neil has been on the vanguard. Look, they got a lot of work to do but they've been on the vanguard of tying together the idea of data, data is an asset, tooling. So you can get more value out of the data through analytics. >> That's right, I'll tell you a little story. I mean, I brought Informatica in to one of my clients the first time in 1996. They were pretty much a brand new company. >> Peter: About a year after they started? >> Yeah and what motivated me to think about Informatica as opposed to any other way we were trying to get data into a data warehouse was that they understood metadata. They were the only company that had an active metadata repository. So this is their heritage. I know that Informatica claims they have, I don't know 10,000 customers. I think a significant number of those are not going to be interested in this whole thing. They don't have the budget for it. They don't have the time or the staff or anything but they've got the elite. When you look at the companies that are clients of Informatica, those are the people that would be interested in and spend time and money on this sort of thing. >> Well let me get you guys perspective as analyst because let's turn this into the analysis of what's happening here with Informatica, and compare that to what's happening in the industry. SAP Sapphire is happening right now in Orlando. We got CUBE coverage in our studio in Palo Alto. But Oracle, SAP, these are database guys. They have systems of record. IBM, Amazon is now a new player in that. They have to balance the install base, systems of record of their data. Now granted old techniques for walls, data warehouse, whatever you want to call. It was an old way. Now the new way's to empower developers to actually build and use that data. So the question is how do they get their product from old to new and modernize quickly, and highlight data as value because this is the thing that you guys are both researching heavily, is that data now is going to start to be evaluation discussion. Are we getting the data through the pipes, if you will, into the hands of the developers, into the apps, into the decision-making process in the value chains that are being reconstructed. This is a top conversation that not a lot of people are laying out there with best practices. Your thoughts? >> Well I think the first thing, then I'll start, like the first thing is that that's probably my biggest thing on Informatica here, is that they need to be more of a beacon about what is the new data management. It's more than just the combination of tools. It's more than just getting data out of applications, and getting data out of databases, and freeing it up so they can be applied. The notion of data management is evolving rapidly, and businesses are trying to as they try to use data as an asset is going to require some significant changes to how we think about-- >> Do you think they could put that stake in the ground right now and owned that right now? >> I think somebody has to. I think they need to take a crack at it. >> I think they're weak on the value. I think they're weak on, you know what happens, I always have this idea that you see their layer cakes, and the things that go from left to right but on the right-hand side of the diagram, there are no people right. What happens when you implement all this? How do people use this okay? That's true of everybody in this industry, not just Informatica. So that's one weakness. Last year when I was here, I thought they had a real weakness in governance but with the dike who acts on acquisitions, I think they made a giant step towards that. They've got a lot, they've got a lot of the piece, parts, and then putting them together but I don't think they're addressing what happens next. I call it the Jordan River problem. We wandered around for 40 years. We got to the Jordan River. We can't get across the damn river right. >> Is it a river or lake or an ocean? I mean it's a data river. It's something happening. It's a lake or something. >> I think that's where they are because it's a whole different discipline. >> But is that on Informatica? I mean they're now a smaller company or is that an industry issue? >> No, it's an industry issue but companies like Informatica, if they really want to be a leader as he flings his grad classes around, that's all passionate I have about this. If they want to be a leader or the leader, they have to put a stake in the ground don't they? >> I believe so. >> Okay so what about positives? Neil what's your thoughts on how are they well-positioned in your mind? >> Well, putting together all these different pieces so that they operate together is phenomenal. Moving to, I still don't understand how enterprise software companies move to a subscription model smoothly. That's got to be a real headache but they're moving to that. They've adopted the cloud. They still have the data integration. I mean that's their keystone. It works beautifully, it gets better every year, and that's what attracts people to them. So I think these are all good things. >> And the good news is they're private so they can do that subscription, kind of hide the ball a little bit then come out. But they're not doing bad. I mean they have a spring to their step. >> Here's, I think Neil's absolutely right. Here's what I would add to it. They're executing, they have demonstrated over the past couple of years, certainly that we've been here, and listening to them, they made promises, they've delivered. They've made new promises, they've delivered. Some of these promises have been complex. Some of them have been extremely hard. They've still delivered. That is a real important piece of the story because this notion of data management is changing. Developers are going to want to work with companies that have competent management, that deliver on the promises they're making and Informatica is proving that they're up to that progress. >> I think, I think-- >> Another thing John, they have brilliant people. Everybody I've met here from Informatica is really special. I mean you know maybe they kept the clunkers in the closet somewhere but they've got brilliant motivated people working here. >> John: You've got a ton of experience. >> Peter: We're passionate about this stuff. >> They've got a lot of experience too, and they brought in some new guns the product side we're going to admit has a fantastic product executive and he obviously has that background but I want to shift now to the end user now. They're now living in the world of massive business transformation. Yeah, digital transformation, rah-rah. It's kind of overhyped but what that translates to is business transformation. That's the conversation on all CXOs. >> Peter: Business transformation around data. >> Around data so I want to get your thoughts now vis-a-vis that the customers perspective. I'm looking at Informatica. How do I feel about them? >> Well before I march off this mortal coil, this is what I want to happen. I want to say look computer I want to put together a new pricing model all right. Here are a couple variables I'm interested in. One of my competitors just issued a press release with some new pricing data. Go get that and come back to me with some data. Recommend some data I need to build a model to do this. >> Peter: Give me some updates. >> Yeah. >> That's CLAIRE, I mean that's something to talk about doing some automation machine learning. Peter, do you think that's the nirvana, that is a nice position to be? It's like hey Alexa, play some music, and you know they play a genre for you. So I mean give me some data, pricing data. >> So let's think about the elements that are going to be important as we think about this new notion of data management. Again, I don't think Informatica is too far from this. A new notion of data management suggests number one, that if your business is going to use data differently, you have to introduce some notion of some concept of design. How do I design business around data, and how do I design data around business needs? Part of that problem is going to be being able to go out and capture inventory catalog metadata. No question about it. You're going to need the next generation of data management. It's going to be very metadata focused. Secondly, you need a lot of the tooling that's capable of doing the transformation and creating derivative value out of data. That's something else that they have. The third one and this is a really, really important piece, and we talked about it for example with (faint) and a couple of other people. Data has to move but it has to move not just based on point to point interfaces that are programmed and built but based on patterns of utilization, and in a way that the system recognizes that. That is going to be crucially important, that whole notion of data that's moving in response to what the business needs, and not what the people recognize and do. >> Okay, so that reminds me. I was speaking to someone who is part of their security stuff right and I said well have you considered how data security could benefit analyst as opposed to keeping the company out of trouble? >> Peter: Business analysts? >> Yeah, just couldn't answer the question right. Because I said, so tell me how this works, and she said "Well, if someone has a pattern "of how they work with data, "if suddenly they work out in that pattern, "it's going to send off a signal." I said what's a signal? Are they going to get a skull and crossbones like oh you can't have this data. >> It sends off a policy flag. Okay, hey you're out of your swim lane. It's like get back into your jail cell. I mean it's restrictive, Absolutely restrictive. >> But think about it this way. Don't you want your analysts to be thinking out of the box? Which means on a regular basis, they would be requesting data they don't normally want. >> Here's what I like about Informatica from my perspective. Again, you guys are in under the hood in a deeper way but from my perspective is that what they're doing with the horizontally scalable is interesting, and this is interesting on the metadata side, you mentioned that with SPAN, Google SPAN are now available. They're in Amazon. If they can somehow create that addressable data sets that could be horizontally scalable and freely available, I think that is a winning strategy because most of the vendors in the data take a siloed stack approach. Okay here's our stack, you own it. So I think they're on this genius play of okay we can get this horizontal layer, that is now the lock spec, because now I mean I'm agnostic on cloud. So to me I think that directionally is correct. Where that is when the rubber meets the road, is a whole another story. So your thoughts on that. >> It's very exciting, I hope they pull it off. >> Yeah, I think it's very exciting. So if you think about it-- >> How do they pull it off? >> Let's well, so there's, let's-- >> We're not being shot by the other income with bigger guns. >> Let's think about it a couple of different ways of thinking about this right. On the one hand, you have new ways of thinking about how data is going to be spread in a multi or a hybrid cloud world. So that's happening. Secondly, we're thinking about data control, and a data control plane above that, and they're a bunch of companies that are talking about how you bring control across all these different multi cloud instances. On top of that, now we're talking about some of the analytics and how data gets huge from a metadata standpoint. So this is extremely relevant to where the industry is going to be in five years. Somebody is going to get there. It's best to look for the folks who are skating to that puck. Informatica seems to be skating to that puck. >> All right, I want to ask you guys a question. I want you to tell me if I'm smoking crack or not. When I say this the whole goal of getting data from any database at any given time in less than 100 milliseconds, no matter where it came from, when it came from, IOT included all the stuff that's coming in, I'm an app developer, I want data programmability. Meaning I have an app, and I'm doing some some cognitive, cognition thing and all sudden, Neil you bought something at Nordstrom's from three years ago. It's some database. Yeah, that means let's think about the logic on that query. But that data could be cross connected with other relevant data, your Twitter stuff or whatever you're doing, and pull together, provide some insight for you. Now that sounds like I'm smoking crack to pull that off. Is that possible? Can it be done in the kind of low latency mechanism? >> You know it can be done but I don't think we know enough about the data. There are four types of metadata still leave out deep semantic information. I'm hoping they're going to work on that. I mean I was in here 10 years ago pitching ontologies, and they threw me out. (laughs) But I think that the four types of-- (fast crosstalk) Yeah, I think the four types of metadata are great but they're still generating it mechanically from datasets as opposed to some knowledge about what the data really means. To do what you want to do, I think you need some kind of semantic metadata. >> I agree with that, and you also need semantic information about the underlying network as well. So the idea of a semantic-- >> So a lot more work to do to make that happen. >> A lot more work. So final question-- >> It's probably not going to be 100 milliseconds, 140, 150, maybe 200. >> Yeah, well I mean anything, just getting the data would be a win. Okay final question this is kind of more on the stuff we were talking about in leading to the intro of the work you guys are doing. The valuation concept of data, I mean I say valuation, I could mean financial valuation. How valuable a firm is? Or what is our CFO goes, where's our assets, where's our data assets? So there's a combination of data hygiene, and also in heart surgery, right, if it's the heartbeat of your organization, who the hell's the surgeon? Who's the doctor? When do you do CPR? Who does the hygiene? Who does the amputation? I mean who does, I mean this is like, I mean this is a data nightmare of a reconstruction of a company. The nature of the firm is completely upside down when you start thinking data. Just your reaction to that concept. >> Well, they have a very loyal customer base. So I think that they can get out with this before it's completely cooked, and have some success. Maybe I'm being optimistic. I don't know but I think-- >> John: Valuation of data. >> I think that there is a way of thinking about it is not to value data in a narrow sense but to think about data, what we're calling data dynamics. The idea that data's value is founded in its use. It's not something that has value when it's just sitting there and not being used. >> It's, yeah, it's like that old saw. I don't know how to define pornography but I know it when I see it, right. That was a Supreme Court Justice. I didn't say that. >> John: Looks like teenage sex. The hero things they're having it, pull the notch. >> This goes back to the notion of data management. It's how am I going to use data? How am I going to get value out of data through its use? That suggests a whole different set of principles and practices that are quite different from how we normally value assets. >> Okay, tomorrow we got the top execs coming in. We got the CMO, we got the CEO, we got the EVP of Products. What should we be asking them tomorrow? What should I be opening up the kimono and digging into them on? >> I'll ask him what the roadmap is in terms of getting this implemented in their best customers. Not the software development roadmap. So tell us. (fast crosstalk) How this is going to roll out for you? >> You're going to be here up 'til two o'clock. We'll be there, what are you going to be looking at? >> I'll look for two things. One is I would continuously push on the execution. Are they really executing as reliably as we think they are? 'Cause they're making some big promises this year too. The second one I'd look at is again, that beacon, that touchstone, what is this new data management? What are you really going to be leading? >> I'm still blown away by the conferences I go to, everyone's like what is a new way, new modern era's evolving and it's transforming. We're number one in five magic quadrants. I mean how can you get magic quadrants as the scoreboard if you go into a new definition? So again, our metric KPI on that is customers. What is your customer traction? Show me the proof points. I don't care what magic quadrant you're in. That's an old metric. That's siloed based. That's not reality based, in my opinion. So we will drill them on customers. To me that's the scoreboard. Okay it's the CUBE breaking down day one wrap up here at Informatica World. This is CUBE coverage. I'm John Furrier, Peter Burris, and special guest new Wikibon analyst, Neil Raden, covering the value of data and analytics. See you tomorrow, stay with us for more continuing coverage tomorrow for full day. Be right back.

live from Gillette Stadium in Foxboro Massachusetts extracting the signal from the noise it's the kue covering Vitas New England winter warmer 2016 now your host Stu minimum welcome back to the cube I'm Stu miniman with Wikibon com we are here at the 2016 v tug winter warmer at Gillette Stadium home of the New England Patriots and very excited to have a patriot Hall of Famer three-time Super Bowl champion number 80 Troy brown Troy thank you so much for stopping by oh man thank you for having me on I appreciate it alright so so so Troy you know we got a bunch of geeks here and they they they we talked about you know their jobs are changing a lot and you know the question I have for you is you did so many different jobs when you're on the Patriot you know how do you manage that how do you go about that from a mindset i mean i think so many of the job you did we're so specialized never spent years doing it yet you know you excelled in a lot of different positions i think first of all i think the coach bill belichick you know I think he does a good job of evaluating is his people and his players and the people that work for them and think about him he never asked an individual to do more than they can handle and I think I was one of those individuals that he saw that could you know didn't get her out about too many different things that didn't get seemed like I was overwhelmed at any moment with the job that I was at already asked to do and if I had to do multiple jobs then I would probably be one of those guys that could handle that type of situation so it started with him and in me I guess it was just my personality and my work havoc and my work ethic and just never letting the opponent know that I was a little bit shaken a little bit weary a little bit tired at times and I just continue to chip away and be my job and not you know and I took a lot of pride in being able to manage and do a lot of different things at one time and and then really accelerate yeah so you saw the transformation in the Patriot organization I mean you know it great organization here in New England but you know we were living in a phenomenal time for the Patriots over the last 20 years it and what do you attribute that that transformation to well I think it started you know you look at when Robert crab bought the team in 94 which I was here year before he bought the team in 93 I was glad to be true Bledsoe and parcels are the first year and that really Parcells really kind of got people around here excited about football I think for the first time they were having you know capacity crowds at training camp out at Bryant college you know something they never did before I mean you're talking about a team that won two games the year prior they were two and 14 and things got so lucky winning those two games in 1992 so you bringing a guy that's you know when a couple super bowls with the Giants high-profile guy gets everybody excited about the possibility of winning and I think things started to change then and then you bring in a hands-on owner because I believe James awethu wine was the previous owner that he bought the team from and lived in st. Louis it can't be hands-on when you you know live you know half the country away from from here so he bought the team and bought the local guy and again that the enthusiasm goes through the roof and expectations in through the roof we make the playoffs in 1994 and you know the things happen they don't get along and then when you go through another coach Pete Carroll for three years and you bring in Belo check and he drives a young quarterback by the name of Tom Brady and you know those types of things those people those guys able to handle different things and different jobs as well you know and you couple that with you surround them with good people like myself david patten Antwone Smith I laws or the lawyer milloy Rodney Harrison guys that kind of embody the Patriot Way and you get what you have today and it all started with the fact that mr. Kraft and Bill Belichick now been together with 15 16 years and I think you look across the NFL across any sport you don't see the type of longevity and the type of continuity that those who have and you throw on Tom Brady into that mixers been along for that entire ride as well you just think you're not going to find out in any other sport any other team maybe a couple here you notice end Antonio Spurs no in longevity I believe it is the key and you have to build that you know see you see too many owners that throwing the town were too quick yeah you know what the young coast is trying to build a team in the system yeah so I have to ask you if you had to choose one for 15 years pray to your Belichick for 15 years yeah 15 years that maybe Brady because you know it eventually will come to an end you know Bella chikan probably coach I want to know one only known for longer than 15 years we had to choose one for 15 years I guess I'll go with Brady but you know I don't think I know if one works not the other you know so that's kind of how to be a question that people be asking for many many years to come yeah so personally for you when you look back at your career you know any favorite moments that they have that mean there's so many to so many the franchise for yourself i mean i could think of all the ones that i had the pleasure to say that was a big punt return against the pittsburgh starters yeah AFC championship no well botas me start up the scoring for us yeah that was a big moment that the strip in 06 in the superbowl that year it was a big play yeah able to get us into the AFC championship game this all the Super Bowls that we were part of and then were able to win and all those moments are just so treasured and value about me that is kind of hard to place a place one over the other but you know it was all a lot of great and fantastic moments for us all right so last question I have for you looking at the Patriots today what's your prediction for the Patriots you know going on in the playoffs here going to the AFC champ I think it a bit difficult task Denver's not been a friendly place for the Patriots over the history of this franchise not just now but it is specifics as to why it's so tough to find there I don't know I don't know what it is I mean you could say the altitude but we've been out then we played well at times even there's team this year they played well the first time they went out there had an unfortunate drop punt you know that kind of changed the complexity of the game and things just changed I mean it's that's the kind of luck that we have the last time I played out there was I think 05 I think of something in the divisional round and I fumbled Kevin Faulk fumble Tom Brady threw a pick-six basically and it was like you threw your most dependable players that turned the football over and didn't play well you know how often that would that happen so Rob Gronkowski gets hit in the knee this year so and then lose him for a couple games and his season starts to turn so just so many unfortunate things that happen out there but you have to give Denver a lot of credit as well because you know they come out and they play hard to have a really good defense quarterback that can be really good you know he's a game manager at this point in his career that's a great job of doing it you know and it seemed to rally behind his presence on the field so it'll be a tough task for the Patriots even though I think the Patriots do have the better football team overall it's just been a difficult place for the New England Patriots to get wins yeah in the past I said you have a matchup for the Super Bowl that you're picking I'm picking the Patriots for sure and from what I saw from Carolina last week I got to go with Carolina playing at home against Arizona I think the defense is just too tough and Cam Newton and that run game and that offensive line has just been been pretty remarkable and surprising after losing probably the best offensive weapon in Kelvin Benjamin so yeah well you know a little something about a Carolina versa you know New England Super Bowl so hopefully things will turn out like it did last time try really appreciate you stopping by thank you so much for trying to save the program will be right back here with a wrap-up of the cubes coverage of the V tug 2016 winter warmer thanks so much for watching you