(lively music) >> Good afternoon and welcome back to beautiful Las Vegas, Nevada, where we're here live from the show floor, all four days of AWS re:Invent. I'm Savannah Peterson, joined with my co-host Dave Vellante. Dave, how you doing? >> Good. Beautiful and chilly Las Vegas. Can't wait to get back to New England where it's warm. >> Balmy, New England this time of year in December. Wow, Dave, that's a bold statement. I am super excited about the conversation that we're going to be having next. And, you know, I'm not even going to tee it up. I just want to bring Dilip on. Dilip, thank you so much for being here. How you doing? >> Savannah, Dave, thank you so much. >> Hey, Dilip. >> Excited to be here. >> It's joy to have you. So, you have been working at Amazon for about 20 years. >> Almost. Almost. >> Yes. >> Feels like 20, 19 1/2. >> Which is very exciting. You've had a lot of roles. I'm going to touch on some of them, but you just came over to AWS from the physical retail side. Talk to me about that. >> Yup, so I've been to Amazon for 19 1/2 years. Done pricing, supply chain. I was Jeff Bezos technical advisor for a couple years. >> Casual name drop. >> Casual name drop. >> Savannah: But a couple people here for that name before. >> Humble brag, hashtag. And then I, for the last several years, I was leading our physical retail initiatives. We just walk out Amazon One, bringing convenience to physical spaces. And then in August, with like as those things were getting a lot of traction and we were selling to third parties, we felt that it would be better suited in AWS. And, but along with that, there was also another trend that's been brewing, which is, you know, companies have loved building on AWS. They love the infrastructure services, but increasingly, they're also asking us to build applications that are higher up in the stack. Solving key, turnkey business problems. Just walk out Amazon One or examples of that, Amazon Connect. We just recently announced supply chain, so now there's a bevy interesting services all coming together, higher up in the stack for customers. So it's an exciting time. >> It was interesting that you're able to, you know, transfer from that retail. I mean, normally, in historically, if you're within an industry, retail, manufacturing, automotive whatever. You were kind as locked in a little bit. >> Dilip: Siloed a little bit. Yeah, yeah, yeah. >> Because they had their own, your own value chain. And I guess, data has changed that maybe, that you can traverse now. >> Yeah, if you think about the things that we did, even when we were in retail, the tenants was less about the industries and more about how can we bring convenience to physical spaces? The fact that you don't like to wait in line is no more like likely, you know, five years from now than it is today. So, it's a very durable tenant, but it's equally applicable whether you're in a grocery store, a convenience store, a stadium, an airport. So it actually transcends any, and like supply chain, think of supply chain. Supply chain isn't, you know, targeted to any one particular industry. It has broad applicability. So these things are very, you know, horizontally applicable. >> Anything that makes my life easier, I'm down. >> Savannah: We're all here for the easy button. We've been talking about it a bit this week. I'm in. And the retail store, I mean, I'm in San Francisco. I've had the experience of going through. Very interesting and seamless journey, honestly. It's very exciting. So tell us a little bit more about the applications group at AWS. >> Yup. So as I said, you know, we are, the applications group is a combination of several services. You know, we have communication developer services, which is the ability to add simple email service or video and embed video, voice chat using a chime SDK. In a higher up in the stack, we are taking care of things that IT administrators have to deal with where you can provision an entire desktop with the workspaces or provide a femoral access to it. And then as you go up even higher up in the stack, you have productivity applications like AWS Wicker, which we just did GA, you know, last week in AWS Clean Rooms which we announced as a service in preview. And then you have, you know, Connect, which is our cloud contact center, AWS supply chain. Just walk out Amazon One, it just feels like we're getting started. >> Just a couple things going on. >> So, clean rooms. Part of the governance play, part of data sharing. Can you explain, you know, we were talking offline, but I remember back in the disk drive days. We were in a clean room, they'd show you the clean room, you couldn't go near it unless you had a hazmat suit on. So now you're applying that to data. Explain that concept. >> Yeah, so the companies across, you know, financial services or healthcare, advertising, they all want to be able to combine and pull together data`sets with their partners in order to get these collaborative insights. The problem is either the data's fragmented, it's siloed or you have, you know, data governance issues that's preventing them from sharing. And the key requirement is that they want to be able to share this data without exposing any of the underlying data. Clean rooms are always emerged as a solution to that, but the problem with that is that they're hard to maintain. They're expensive. You have to write complex privacy queries. And if you make a mistake, you risk exposing the same data that you've been, you know, studiously trying to protect. >> Trying to protect. >> You know, take advertising as an industry, as an example. You know, advertisers care about, is my ad effective? But it turns out that if you're an advertiser and let's say you're a Nike or some other advertiser and your pop, you know, you place an ad on the website. Well, you want to stop showing the ad to people who have already purchased the product. However, people who purchased the product,- >> Savannah: It happens all the time. >> that purchasing data is not accessible to them easily. But if you could combine those insights, you know, the publishers benefit, advertisers benefits. So AWS Clean Rooms is that service that allows you very easily to be able to collaborate with a group of folks and then be able to gain these collaborative insights. >> And the consumers benefit. I mean, how many times you bought, you search it. >> It happens all the time. >> They know. And like, I just bought that guys, you know? >> Yeah, no, exactly. >> Four weeks. >> And I'm like, you don't need to serve me that, you know? And we understand the marketing backend. And it's just a waste of money and energy and resources. I mean, we're talking about sustainability as well. I don't think supply chain has ever had a hotter moment than it's had the last two and a half years. Tell me more about the announcement. >> Yup, so super excited about this. As you know, as you said, supply chains have always been very critical and very core for companies. The pandemic exacerbated it. So, ours way of sort of thinking about supply chains is to say that, you know, companies have taken, over the years many, like dozens, like millions and millions of dollars of investment in building their own supply chains. But the problem with supply chains is that the reason that they're not as functional as they could be is because of the lack of visibility. Because they're strung together very many disparate systems, that lack of visibility affects agility. And so, our approach in it was to say that, well, if we could have folks use their existing supply chain what can we do to improve the investment on the ROI of what they're getting? By creating a layer on top of it, that provides them that insights, connects all of these disparate data and then provides them insights to say, well, you know, here's where you overstock, here's where you under stock. You know, this is the, you know, the carbon emission impact of being able to transfer something. So like rather without requiring people to re-platform, what's the way that we can add value in it? And then also build upon Amazon's, you know, years of supply chain experience, to be able to build these predictive analytics for customers. >> So, that's a good, I like that you started with the why. >> Yes. >> Right now, what is it? It's an abstraction layer and then you're connecting into different data points. >> Yes, that's correct. >> Injecting ML. >> Feel like you can pick in, like if you think about supply chain, you can have warehouse management systems, order management systems. It could be in disparate things. We use ML to be able to bring all of this disparate data in and create our unified data lake. Once you have that unified data lake, you can then run an insights layer on top of it to be able to say, so that as the data changes, supply chain is not a static thing. Data's constantly changing. As the data's changing, the data lake now reflects the most up-to-date information. You can have alerts and insights set up on it to say that, what are the kinds of things that you're interested in? And then more importantly, supply chain and agility is about communication. In order to be able to make certain things happen, you need to be able to communicate, you need to make sure that everyone's on the same page. And we allow for a lot of the communication and collaboration tools to be built within this platform so that you're not necessarily leaving to go and toggle from one place to the other to solve your problems. >> And in the pie chart of how people spend their time, they're spending a lot less time communicating and being proactive. >> That's correct. >> And getting ahead of the curve. They're spending more time trying to figure out actually what's going on. >> Yes. >> And that's the problem that you're going to solve. >> Well, and it ensures that the customer at the other end of that supply chain experience is going to have their expectations managed in terms of when their good might get there or whatever's going to happen. >> Exactly. >> I feel like that expectation management has been such a big part of it. Okay, I just have to ask because I'm very curious. What was it like advising Jeff? >> Quite possibly the best job that I've ever had. You know, he's a fascinating individual. >> Did he pay you to say that? >> Nope. But I would've, like, I would've done it for like, it's remarkable seeing how he thinks and his approach to problem solving. It is, you know, you could be really tactical and go very deep. You could be extremely strategic. And to be able to sort of move effortlessly between those two is a unique skill. I learned a lot. >> Yeah, absolutely. So what made you want to evolve your career at Amazon after that? 'Cause I see on your LinkedIn, you say, it was the best job you ever had. With curiosity? >> Yeah, so one of the things, so the role is designed for you to be able to transition to something new. >> Savannah: Oh, cool. >> So after I finished that role, we were just getting into our foray with physical stores. And the idea between physical stores is that, you and I as consumers, we all have a lot of choices for physical stores. You know, there's a lot of options, there's a lot of formats. And so the last thing we wanted to do is come up with another me too offering. So, our approach was that what can we do to improve convenience in physical stores? That's what resulted in just walk out to Amazon Go. That's what resulted in Amazon One, which is another in a fast, convenient, contactless way to pay using the power of your palm. And now, what started in Amazon retail is now expanded to several third parties in, you know, stadiums, convention centers, airports. >> Airport, I just had, was in the Houston airport and got to do a humanless checkout. >> Dilip: Exactly. >> And actually in Honolulu a couple weeks ago as well too. Yeah, so we're going to see more and more of this. >> Yes. >> So what Amazon, I think has over a million employees. A lot of those are warehouse employees. But what advice would you give to somebody who's somewhere inside of Amazon, maybe they're on AWS, maybe they're Amazon. What advice would you give somebody inside that's maybe, you know, hey, I've been at this job for five, six years, three, four years, whatever it is. I want to do something else. And there's so much opportunity inside Amazon, right? What would you advise them? >> My single advice, which is actually transferable and I use it for myself is choose something that makes you a little uncomfortable. >> Dave: Get out of your comfort zone. >> It's like, you got to do that. It's like, it's not the easiest thing to hear, but it's also the most satisfying. Because almost every single time that I've done it for myself, it's resulted in like, you don't really know what the answer is. You don't really know exactly where you're going to end up, but the process and the journey through it, if you experience a little bit of discomfort constantly, it makes you non complacent. It makes you sort of not take the job, sort of in a stride. You have to be on it to do it. So that's the advice that I would give anyone. >> Yeah, that's good. So something that's maybe adjacent and maybe not completely foreign to you, but also something that, you know, you got to go dig a little bit and learn. >> You're planning a career change over here, Dave? >> No, I know a lot of people in Amazon are like, hey, I'm trying to figure out what I want to do next. I mean, I love it here. I live by the LPS, you know, but, and there's so much to choose from. >> It is, you know, when I joined in 2003, there were so many things that we were sort of doing today. None of those existed. It's a fascinating company. And the evolution, you could be in 20 different places and the breadth of the kinds of things that, you know, the Amazon experience provides is timeless. It's fascinating. >> And, you know, you look at a company like Amazon, and, you know, it's so amazing. You look at this ecosystem. I've been around- >> Even a show floor. >> I've been around a lot of time. And the show floor says it all. But I've seen a lot of, you know, waves. And each subsequent wave, you know, we always talk about how many companies were in the Fortune 1000 and aren't anymore. And, but the leaders, you know, survive and they thrive. And I think it's fascinating to try to better understand the culture that enables that. You know, you look at a company like Microsoft that was irrelevant and then came back. You know, even IBM was on death store for a while and they come back and so they. And so, but Amazon just feels, you know, at the moment you feel like, "Oh wow, nothing can stop this machine." 'Cause everybody's trying to disrupt Amazon and then, you know, only the paranoid survive, all that stuff. But it's not like, past is not prologue, all right? So that's why I asked these questions. And you just said that a lot of the services today that although the ideas didn't even exist, I mean, walkout. I mean, that's just amazing. >> I think one of the things that Amazon does really well culturally is that they create the single threaded leadership. They give people focus. If you have to get something done, you have to give people focus. You can't distract them with like seven different things and then say that, oh, by the way, your eighth job is to innovate. It just doesn't work that way. It's like it's hard. Like it can be- >> And where were the energy come from that? >> Exactly. And so giving people that single threaded focus is super important. >> Frank Slootman, the CEO of Snowflake, has a great quote. He wrote on his book. He said, "If you got 14 priorities, you got none." And he asks,- >> Well said. >> he challenges people. If you had to give up everything and do only one thing for the next 365 days, what would that be? It's a really hard question to answer. >> I feel like as we're around New Year's resolution times. I mean when we thinking about that, maybe we can all share our one thing. So, Dilip, you've been with the the applications team for five months. What's coming up next? >> Well, as I said, you know, it feels like it's still day one for applications. If you think about the things, the news that we introduced and the several services that we introduced, it has applicability across a variety of horizontal industries. But then we're also feeling that there's considerable vertical applications that can be built for specific things. Like, it could be in advertising, it could be in financial services, it could be in manufacturing. The opportunities are endless. I think the notion of people wanting applications higher up in the stack and a little more turnkey solutions is also, it's not new for us, but it's also new and creative too. You know, AWS has traditionally been doing. >> So again, this relates to what we were sort of talking about before. And maybe, this came from Jazzy or maybe it came from Bezos. But you hear a lot, it's okay to be misunderstood or if we were misunderstood for a long time. So when people hear up the stack, they think, when you think about apps, you know, in the last 10 years it was taking on-prem and bringing it into the cloud. Okay, you saw that with CREM, email, CRM, service management, you know, data warehouses, et cetera. Amazon is thinking about this in a different way. It's like you're looking at the world saying, okay, how can we improve whatever? Workflows, people's lives, doing something that's not been done before? And that seems to be the kind of applications that you guys are thinking about building. >> Yeah. >> And that's unique. It's not just, okay, we're going to take something on-prem put it in the cloud. Been there, done that. That S-curve is sort of flattening now. But there's a new S-curve which is completely new workflows and innovations and processes that we really haven't thought about yet. Or you're thinking about, I presume. >> Yeah. Having said that, I'd also like to sort of remind folks that when you consider the, you know, the entire spend, the portion of workloads that are running in the cloud is a teeny tiny fraction. It's like less than 5%, like 4% or something like that. So it's a very, there's still plenty of things that can sort of move to the cloud. But you're right that there is another trend of where in the stack and the types of applications that you can provide as well. >> Yeah, new innovation that haven't well thought of yet. >> So, Dilip, we have a new tradition here on theCUBE at re:Invent. Where we're looking for your 30 minute Instagram reel, your hot take, biggest key theme, either for you, your team, or just general vibe from the show. >> General vibe from the show. Well, 19 1/2 years at Amazon, this is actually my first re:Invent, believe it or not. This is my, as a AWS employee now, as re:Invent with like launching services. So that's the first. I've been to re:Invent before, but as an attendee rather than as a person who's, you know, a contributing number of the workforce. >> Working actually? >> If you will. >> Actually doing your job. >> And so I'm just amazed at the energy and the breadth. And the, you know, from the partners to the customers to the diversity of people who are coming here from everywhere. I had meetings from people in New Zealand. Like, you know, the UK, like customers are coming at us from like very many different places. And it's fascinating for me to see. It's new for me as well given, you know, some of my past experience. But this is a, it's been a blast. >> People are pumped. >> People are pumped. >> They can't believe the booth traffic. Not only that quality. >> Right. All of our guests have talked about that. >> Like, yeah, you know, we're going to throw half of these leads away, but they're saying no, I'm having like really substantive conversations with business people. This is, I think, my 10th re:Invent. And the first one was mostly developers. And I'm like, what are you talking about? And, you know, so. Now it's a lot more business people, a lot of developers too. >> Yeah. >> It's just. >> The community really makes it. Dilip, thank you so much for joining us today on theCube. >> Thank you for having me. >> You're fantastic. I could ask you a million questions. Be sure and tell Jeff that we said hi. >> Will do. >> Savannah: Next time you guys are hanging out. And thank all of you. >> You want to go into space? >> Yeah. Yes, yes, absolutely. I'm perhaps the most space obsessed on the show. And with that, we will continue our out of this world coverage shortly from fabulous Las Vegas where we are at AWS re:Invent. It is day four with Dave Vellante. I'm Savannah Peterson and you're watching theCUBE, the leader in high tech coverage. (lively music)

>>Now welcome back to the Cube as we continue our coverage here. AWS Reinvent 2022, going out here at the Venetian in Las Vegas. Tens of thousands of attendees. That exhibit Hall is full. Let me tell you, it's been something else. Well, here in the executive summit, sponsored by Accenture. Accenture rather. We're gonna talk about Baptist Health, what's going on with that organization down in South Florida with me. To do that, I have Tony Abro, who's the SVP and Chief Digital and Information Officer. I have Ashley Lane, the managing director of the Accenture Healthcare Practice, and on the far end Poop Kumar, who is the VP and cto Baptist Health Florida won and all. Welcome. Thank you. First off, let's just talk about Baptist Health, the size of your footprint. One and a half million patient visits a year, not a small number. >>That was probably last year's number, but okay. >>Right. But not a small number about your footprint and, and what, I guess the client base basically that you guys are serving in it. >>Absolutely. So we are the largest organization in South Florida system provider and the 11 hospitals soon to be 12, as you said, it's probably about 1.8 million by now. People were, were, were supporting a lot of other units and you know, we're focusing on the four southern counties of South Florida. Okay. >>So got day Broward. Broward, yep. Down that way. Got it. So now let's get to your migration or your cloud transformation. As we're talking about a lot this week, what's been your, I guess, overarching goal, you know, as you worked with Accenture and, and developed a game plan going forward, you know, what was on the front end of that? What was the motivation to say this is the direction we're going to go and this is how we're gonna get there? >>Perfect. So Baptist started a digital transformation initiative before I came about three years ago. The board, the executive steering committee, decided that this is gonna be very important for us to support us, to help our patients and, and consumers. So I was brought in for that digital transformation. And by the way, digital transformation is kind of an umbrella. It's really business transformation with technology, digital technologies. So that's, that's basically where we started in terms of consumer focused and, and, and patient focus. And digital is a big word that really encompasses a lot of things. Cloud is one of, of course. And, you know, AI and ML and all the things that we are here for this, this event, you know, and, and we've started that journey about two years ago. And obviously cloud is very important. AWS is our main cloud provider and clearly in AWS or any club providers is not just the infrastructure they're providing, it's the whole ecosystem that provides us back value into, into our transformation. And then somebody, I think Adam this morning at the keynote said, this is a team sport. So with this big transformation, we need all the help and that we can get to mines and, and, and hands. And that's where Accenture has been invaluable over the last two years. >>Yeah, so as a team sport then depu, you, you've got external stakeholders, otherwise we talked about patience, right? Internal, right. You've, you've got a whole different set of constituents there, basically, but it takes that team, right? You all have to work together. What kind of conversations or what kind of actions, I guess have you had with different departments and what different of sectors of, of the healthcare business as Baptist Health sees it in order to bring them along too, because this is, you know, kind of a shocking turn for them too, right? And how they're gonna be doing business >>Mostly from an end user perspective. This is something that they don't care much about where the infrastructure is hosted or how the services are provided from that perspective. As long as the capabilities function in a better way, they are seemingly not worried about where the hosting is. So what we focus on is in terms of how it's going to be a better experience for, from them, from, from their perspective, right? How is it going to be better responsiveness, availability, or stability overall? So that's been the mode of communication from that perspective. Other than that, from a, from a hosting and service perspective, the clientele doesn't care as much as the infrastructure or the security or the, the technology and digital teams themselves. >>But you know, some of us are resistant to change, right? We're, we're just, we are old dogs. We don't like new tricks and, and change can be a little daunting sometimes. So even though it is about my ease of use and my efficiency and why I can then save my time on so and so forth, if I'm used to doing something a certain way, and that's worked fine for me and here comes Tony and Depo and here comes a, >>They're troublemaker >>And they're stir my pot. Yeah. So, so how do you, the work, you were giving advice maybe to somebody watching this and say, okay, you've got internal, I wouldn't say battles, but discussions to be held. How did you navigate through that? >>Yeah, no, absolutely. And Baptist has been a very well run system, very successful for 60 something odd years. Clearly that conversation did come, why should we change? But you always start with, this is what we think is gonna happen in the future. These are the changes that very likely will happen in the future. One is the consumer expectations are the consumer expectations in terms of their ability to have access to information, get access to care, being control of the process and their, their health and well-being. Everything else that happens in the market. And so you start with the, with that, and that's where clearly there are, there are a lot of signs that point to quite a lot of change in the ecosystem. And therefore, from there, the conversation is how do we now meet that challenge, so to speak, that we all face in, in, in healthcare. >>And then from there, you kind of designed the, a vision of where we want to be in terms of that digital transformation and how do we get there. And then once that is well explained and evangelized, and that's part of our jobs with the help of our colleagues who have, have been doing this with others, then is the, what I call a tell end show. We're gonna say, okay, in this, in this road, we're gonna start with this. It's a small thing and we're gonna show you how it works in terms of, in terms of the process, right? And then as, as you go along and you deliver some things, people understand more, they're on board more and they're ready for for more. So it's iterative from small to larger. >>The proof is always in the place, right? If you can show somebody, so actually I, I obviously we know about Accenture's role, but in terms of almost, almost what Tony was just saying, that you have to show people that it works. How, how do you interface with a client? And when you're talking about these new approaches and you're suggesting changes and, and making these maybe rather dramatic proposals, you know, to how they do things internally, from Accenture's perspective, how do you make it happen? How, how do you bring the client along in this case, batches >>Down? Well, in this case, with Tony and Depu, I mean, they have been on this journey already at another client, right? So they came to Baptist where they had done a similar journey previously. And so it wasn't really about convincing >>Also with Accenture's >>Health, also with Accenture's Health, correct. But it wasn't about telling Tony Dupe, how do we do this? Or anything like that. Cuz they were by far the experts and have, you know, the experience behind it. Well, it's really like, how do we make sure that we're providing the right, right team, the right skills to match, you know, what they wanted to do and their aspirations. So we had brought the, the healthcare knowledge along with the AWS knowledge and the architects and you know, we said that we gotta, you know, let's look at the roadmap and let's make sure that we have the right team and moving at the right pace and, you know, testing everything out and working with all the different vendors in the provider world specifically, there's a lot of different vendors and applications that are, you know, that are provided to them. It's not a lot of custom activity, you know, applications or anything like that. So it was a lot of, you know, working with other third party that we really had to align with them and with Baptist to make sure that, you know, we were moving together at speed. >>Yeah, we've heard about transformation quite a bit. Tony, you brought it up a little bit ago, depu, just, if you had to define transformation in this case, I mean, how big of a, of a, of a change is that? I mean, how, how would you describe it when you say we're gonna transform our, you know, our healthcare business? I mean, I think there are a lot of things that come to my mind, but, but how do you define it and, and when you're, when you're talking to the folks with whom you've got to bring along on this journey? >>So there's the transformation umbrella and compos two or three things. As Tony said, there is this big digital transformation that everybody's talking about. Then there is this technology transformation that powers the digital transformation and business transformation. That's the outcome of the digital transformation. So I think we, we started focusing on all three areas to get the right digital experience for the consumers. We have to transform the way we operate healthcare in its current state or, or in the existing state. It's a lot of manual processes, a lot of antiquated processes, so to speak. So we had to go and reassess some of that and work with the respective business stakeholders to streamline those because in, it's not about putting a digital solution out there with the anti cured processes because the outcome is not what you expect when you do that. So from that perspective, it has been a heavy lifting in terms of how we transform the operations or the processes that facilitates some of the outcomes. >>How do you know it's working >>Well? So I I, to add to what Deep was saying is I think we are fortunate and that, you know, there are a lot of folks inside Baptist who have been wanting this and they're instrumental to this. So this is not a two man plus, you know, show is really a, you know, a, a team sport. Again, that same. So in, in that, that in terms of how do we know it works well when, when we define what we want to do, there is some level of precision along the way. In those iterations, what is it that we want to do next, right? So whatever we introduce, let's say a, a proper fluid check in for a patient into a, for an appointment, we measure that and then we measure the next one, and then we kind of zoom out and we look at the, the journey and say, is this better? >>Is this better for the consumer? Do they like it better? We measure that and it's better for the operations in terms of, but this is the interesting thing is it's always a balance of how much you can change. We want to improve the consumer experience, but as deeply said, there's lot to be changed in, in the operations, how much you do at the same time. And that's where we have to do the prioritization. But you know, the, the interesting thing is that a lot of times, especially on the self servicing for consumers, there are a lot of benefits for the operations as well. And that's, that's where we're in, we're in it together and we measure. Yeah, >>Don't gimme too much control though. I don't, I'm gonna leave the hard lifting for you. >>Absolutely, absolutely right. Thank you. >>So, and, and just real quick, Ashley, maybe you can shine some light on this, about the relationship, about, about next steps, about, you know, you, you're on this, this path and things are going well and, and you've got expansion plans, you want, you know, bring in other services, other systems. Where do you want to take 'em in the big picture in terms of capabilities? >>Well, I, I mean, they've been doing a fantastic job just being one of the first to actually say, Hey, we're gonna go and make an investment in the cloud and digital transformation. And so it's really looking at like, what are the next problems that we need to solve, whether it's patient care diagnosis or how we're doing research or, you know, the next kind of realm of, of how we're gonna use data and to improve patient care. So I think it's, you know, we're getting the foundation, the basics and everything kind of laid out right now. And then it's really, it's like what's the next thing and how can we really improve the patient care and the access that they have. >>Well, it sure sounds like you have a winning accommodation, so I I keep the team together. >>Absolutely. >>Teamwork makes the dream >>Work. Absolutely. It is, as you know. So there's a certain amount of, if you look at the healthcare industry as a whole, and not, not just Baptist, Baptist is, you know, fourth for thinking, but entire industry, there's a lot of catching up to do compared to whatever else is doing, whatever else the consumers are expecting of, of an entity, right? But then once we catch up, there's a lot of other things that we were gonna have to move on, innovate for, for problems that we maybe we don't know we have will have right now. So plenty of work to do. Right. >>Which is job security for everybody, right? >>Yes. >>Listen, thanks for sharing the story. Yeah, yeah. Continued success. I wish you that and I appreciate the time and expertise here today. Thank you. Thanks for being with us. Thank you. Thank you. We'll be back with more. You're watching the Cube here. It's the Executive Summit sponsored by Accenture. And the cube, as I love to remind you, is the leader in tech coverage.

>>Good afternoon and welcome back to the Classiest Show in Technology. This is the Cube we are at AWS Reinvent 2022 in Fabulous Sin City. That's why I've got my sequence on. We love a little Vegas, don't we? I'm joined by John Farer, another, another Vegas >>Fan. I don't have my sequence, I left it in my room. We're >>Gonna have to figure out how to get us 20 as soon as possible. What's been your biggest shock for you at the show so far? >>Well, I think the data story and security is so awesome. I love how that's front and center. If you look at the minutes of the keynote of Adamski, the CEO on day one, it's all bulked into data and security. All worked hand in hand. That's on top of already the innovation of their infrastructure. So I think you're gonna see a lot of interplay going on in this next segment. It's gonna tell a lot of that innovation story that's coming next. It's pretty awesome. >>It is pretty awesome, and I'm super excited. It's not only what we do here on the Cube, it's also in my show notes. We are gonna be geeking out for the next segment. Please welcome Paul and Puja. Wonderful to have you both here. Paul from Amazon, s3, glacier, and Pujan, CEO of kuo. I wanna turn to you Pujan, to start us off, just in case the audience isn't familiar, give us the Kuo pitch. >>Yeah, so basically Kuo is a, a backup as a service offering, right? Built in AWS four aws, right? And effectively going after, you know, any service that a customer uses on top of aws, right? And so a lot of the data sitting on s3, right? So that's been like our, our big use case going and basically building backup and air gap protection for, for s3. But we basically go to every other service, e c two, ebs, dynamo, you know, you name it, right? So basically do the whole thing >>And the relationship with aws. Can you guys share, I mean, you got you here together. You guys are a great partnership. Born in the cloud, operation in the cloud. Absolutely. I think talk about the partnership with aws. >>Absolutely. I think the last five years of building on AWS has been phenomenal, right? And I love the platform. It's, it's a very pure platform for us. You know, the APIs and, and the access you get and access you get to the service teams like Paul sitting here and the other teams you have gotten access to, I think has been phenomenal. But we also have, I would say, pushed the envelope in terms of how innovative we have been and how aggressive we have been in utilizing all the innovation that AWS has built in over the last few years. But it would not have happened without the fantastic partnership with the service teams. >>Paul, talk about the, AM the S3 part of this. What's the story there? >>Well, it's been great working with the CUO team over the course of the last few years. We were just upstairs diving deep into the, to the features that they're taking advantage of. They really push us hard on behalf of customers, and it's been a, it's just been a great relationship over the last years. >>That's awesome. And the ecosystem at such a, we're gonna hear tomorrow, the keynote on the, from Aruba who's gonna tend over the ecosystem. You guys are working together. There's a lot of strategic partnerships, so much collaboration between you guys that makes it very, this is the next gen cloud of cloud environment we're seeing. And you heard the, the economies around the corner. It's still gonna be challenging, but still there's more growth in the cloud. This is not stopping. This is impacts the customers. What are the customers saying to you guys when you work backwards from their needs? They want it faster, easier, cheaper. They want it more integrated. What are some of the things, all those you guys hearing from customers? >>So for us, you know, if you think about it, like, you know, as people are moving to the cloud, especially like take a use case like s3, right? So much of critical data sitting on top of S3 today. And so what folks have realized that as they're, you know, putting all of those, you know, what, over two 50 trillion objects, you know, sitting on s3, a lot of them need backup and data protection because there could be accidental deletions, there could be software bugs, there could be a ransomware type event due to which you need a second copy of the data that is outside of your security domain, right? But again, that needs to get be done at the, at the right price point, right? And that's where like a technology like Columbia comes in because since we've been built on the cloud, we've optimized it correctly. So especially for folks who are very cost conscious, given the macroeconomic conditions, we are heading into a technology that's built correctly so that, you know, you get the right architecture and the right solution at the right price point and the scale, right? Talking about trillions of objects, billions of objects within a single customer, within a single bucket sometimes. And that's where Columbia comes in. Cause we basically do that at scale without, again, impacting the, the customer's wallet more than it needs to. >>The porridge has to be the right temperature and the right size bowl. With the right spoon. You've got a lot of complexity when it comes to solving those customer challenges. You have a couple customer story examples you're allowed to share with us. Correct? Paul, do you want to kick one off? Go ahead. Oh, puja. All right. >>No, absolutely. I think there's a ton of them. I, I'll talk about, you know, want to begin with like Cox Automotive, right? A phenomenal customer that we, all of us have worked together with them. And again, looking for a solution to backup S3 to essentially go air gap protection outside of their account, right? They looked at doing it themselves, right? They thought they'll go and basically do it themselves. And then they fortunately bumped into Columbia, they looked at our architecture, looked at what it would really go and take to build it. And guess what, sitting in 2022, getting 23 right now, nobody wants to go and build this themselves. They actually want a turnkey solution that just does it, right? And so, again, we are a phenomenal joint customer of ours doing this at a pretty massive scale, right? And there are many more like that. There's Warner Brothers that are essentially going into the cloud from on premises, right? And they're going really fast accelerating the usage on aws again, looking at, you know, backup and data protection and using clum because of our extreme simplicity that we provide. >>Yeah, I think it's, you've got a, a lot of different people solving different problems that you're working with all the time. Millions of customers. Well, how do you prioritize? >>Well, for us, it really all comes down to fundamentals, right? So Amazon, s3 s unique distributed architecture delivers industry leading durability, availability, performance and security at virtually unlimited scale, right? And it's really been delivering on the fundamentals that has earned the trust of so many customers of all sizes and industries over the course of over 16 years. Now, in terms of how we prioritize on behalf of those customers, we always say that 90% of our roadmap comes directly from what customers are telling us is important. And a large number of our customers now are using S3 through lumino, which is why the relationship is so important. We're here talking about customer use cases here at the show, and we do that regularly throughout the year as well. And that's, that's how we land on a road. >>And what are the, what are the top stories from customers? What, what are they telling you? What's the number one top three things you're hearing? >>I tell you, like, again, it just comes down to the fundamentals, right? Of security, availability, durability and performance at virtually unlimited scale. Like that is the first customer first discussions that we have with customers talking about durable storage, for >>Sure. What I find interesting in, you mentioned scale, right? That comes up a lot scale with data. Yeah. That we heard data. The big theme here, security, what's in my S3 bucket? Can you find out what's in there? Is it backed up properly? How do I get it back? Where's the ransomware? Why not just target the ransomware? So how do you navigate the, the security challenges, the, the need to store all that scale data? What's the secret sauce? >>Yeah, so I think the, the big thing is we'll start with the, you know, how we have architected the product, right? If you think about it, this, you're dealing with a lot of scale, right? You get to a hundred million, a billion and billions very fast on S3 few, especially on a cloud native application. So it starts with the visibility, right? It's basically about, like we have things where you do, where you create a subset of your buckets called protection groups that you can essentially, you know, do it based on prefixes. So now you can essentially figure out what prefix you want to back up and what you don't want to back up. Maybe there's log data that you don't care about, so you don't back that up, right? And it all starts with that visibility that you give. And the prefix level data protection then comes the scale, which is where I was telling you, right? We have basically built an orchestration engine, right? It's like we call the ES for Lambdas, right? So we have a internal orchestration engine and essentially what what we have done is we have our own language internally that spawns off these lambdas, right? And they go after these S3 partitions do the right things and then you basically reel them back. So things like that that we do that are not possible if you're not built on the >>Clock. Well also, I mean, just mind blowing and go back 10 years. Yeah. I mean you got Lambda. What you're talking about here is the gift of the cloud innovation. Yeah. So the benefit of S3 is now accelerated. This is the story this year. Yeah. I mean they're highlighting it at scale, not just in the data, but like what we knew when Lambda came out and what S3 could do. But now mainstream solutions are coming in. Does that change your backup plans? Because we're gonna see a lot more end to end, lot more solutions. We heard that on the keynote. Some are saying it's more complexity. Of course it might, but you can abstract another way with the cloud that's the best part of the cloud. So these abstraction leads. So what's your view on that? But I wanna get your thoughts because you guys are perfectly positioned for this scale, but there's more coming. Yes. Yes. Exactly. What, how are you looking at that? >>So again, I think the, you know, obviously the, the S3 teams and every team in AWS is basically pushing the envelope in terms of innovation. But the key for a partner like us is to go and take that innovation. A lot of complex architectures behind the scene. But what you deliver to the customer is simple. I'll give you one more example. One of the things we launched that, you know, Paul and others are very excited about, is this ability to do instant access on the backup, right? So you could have billions of objects that you backed up. Maybe you need just 10,000 of them for a DR test. And we can basically create like an instant virtual bucket on top of that backup that you can instantly restore >>Spinning up a sandbox of temporary data to go check it >>Out. Exactly. Offer an inte application. >>Think we're geeking out right now. >>Yeah, I know. Brought that part of the segment, John. Don't worry, we're safely there. But, >>But that's the thing, right? That all that is possible because of all the, the scale and innovation and all the APIs and everything that, you know, Paul and the team gives us that we go and build on top of >>Paul, geek out on with us on this. We >>Are super excited for instant restore >>For store. I mean, automation programmability. >>It is, I mean it's the logical next step for backup in the cloud. Exactly. Yeah. But it's a super hard engineering problem to go solve for customers. I mean, the RTO benefits alone are super compelling, but then there's a cost element as well of not having to bring back all that stuff for a test restore, for example. And so it's, it's been really great to, to work with the team on that. We have some ideas on how we may help solve it from our side, and we're looking forward to collaborating on it. >>This is a great illustration of what I was writing about this week around the classic cloud, which is great. And as Adam said, and used like to use the word and, and you got this new functionality we're seeing emerge from the growth. Yes. From the companies that are built on Amazon web services that are growing. You're a partner, they have a lot of other partners and people are taking over restaurant here off action. I mean, there's real growth and new functionality on top of aws. You guys are no different. What's, are you prepared for that? Are you ready to go? >>Yeah, no, absolutely. And I think if you think about, if you think about it, right, I think it's also about doing this without impacting the primary application. Like if the customer is running a primary application at scale on s3, a backup application like ours can't come in and really mess with that. So I think being able to do things where, and this is where you solve really hard computer science problems, right? Where you're bottling yourself. If you are essentially seeing any kind of, you know, interfering with the primary, you're going to cut yourself down. You're gonna go after a different partition. So there are a lot of things you need to do behind the scenes, which is again, all the complexity, all of that, but deliver the, to the customer a very, very simple thing. >>You know, Paul, I wanna get your thoughts and I want you to chime in. Yeah. In 2014, I interviewed Steven Schmidt, my first interview with the, he was the CISO then, and now he's a CSO and, and former ciso, he's back at that time, the word was the cloud's not secure. Now we're talking about security. Just in the complexity of how you're partitioning and managing your sub portions, how you explained it, it's harder for the attackers. The cloud in its in its architecture has become a more secure environment. Yeah. Well, and getting more secure as you have laying out this, this is a new dynamic. This is good. Can you explain the, >>I mean, I, I can just tell you that at AWS security is job zero and that it will always be our number one priority, right? We have a, an infrastructure with under AWS that is vetted and approved to run even top secret workloads, which benefits all customers in all regions. >>And your, your security posture is embedded on top of that. And you got your own stuff. >>Yeah. And if you think of it as a shared responsibility model, so security of the cloud is the responsibility of the cloud provider, but then security of the data on top of it. Like you, you go and delete stuff, your software goes and does something that resiliency, the integrity of the data is your responsibility as a customer. And that's where, you know, we come in. Who >>Shared responsibility has been such a hot topic all week. Yeah. >>I gotta ask him one more question. Cause this is fascinating. And we are talking about on the cube all day today after we saw the announcement and Adam's comment on the cube, Adams LE's comment on the keynote. I mean, he said, if you're gonna tighten your belt, meaning economic cost recovery, re right sizing. If you want to tighten your belt, come to the cloud. So I have to ask you guys, Puja, if you can comment, that'd be great. There's a lot of other competitors out there that aren't born on aws. What is the customer gonna do when they tighten the build? What does that mean? They're gonna go to, to the individual contracts. They're gonna work in the marketplace. I mean this, there's a new dynamic in town. It's called AWS 2022. They weren't really around much in the recession of 2008. They were just starting to grow. Now they're an economic force. People like yourselves have embedded in there. There's a lot of competition. What's gonna happen? >>I think people are gonna just go to a place like, you know, AWS marketplace. You're going to essentially look for solutions and essentially like, and, and the right solutions built in are going to be self-service like aws. It's a very self-service thing. A hundred percent. So you go and do self-service, you figure out what's working, what's not working. Also, the model has to be consumption oriented. No longer can you expect the customer to go and pay a bunch of money for shelfware, right? It's like, like how we charge how AWS charges, which is you pay for what you consume. That and all has to be front and center, >>Right? I think that's a really, I think that's a really important >>Point. It's time >>And I think it's time. So we have a new challenge on the cube. We give you 30 seconds roughly to give us your extraordinarily hot take your shining thought leadership moment and, and highlight what you think is the most important takeaway from the show. The biggest soundbite, the juiciest announcement. Paul, I'll >>Start with an Instagram. Real basically. Yeah. Okay. >>Yeah. Hi. Go. I would just say from an S3 perspective, over the course of the last several years, we've really seen workloads shift from just backup and recovery and static images on websites to data lake analytics applications. And you continue to see that here. And I can tell you that some of these scaled applications are running at enormous mind blowing scale, right? And so, so every year we come here, we talk to customers, and it's just every year it sort of blows me away. And I've been in the storage industry for a long time and it's just is, it blows me away. Just the scale at customers are running in >>And >>Blowing scale. And when it comes to backup, let me just say that it's easy to back up and recover a single object, but doing an easy thing, a billion or 10 billion times over, that's actually quite hard. >>And just to, just to bold that a little bit, just pull out my highlighter. S3 now has over 280 trillion objects. That's a lot. >>That's a lot of objects. >>Yeah. You are not, you are not kidding. When you talk about scale, I mean, this is the most scalable. >>That's not solution's not there. Yeah. That, that's right. And we wake up every, we have a culture of durability and we wake up every single day to raise the bar on the fundamentals and make sure that every single one of those objects is protected and safe. >>Okay. You, I, >>I can't imagine worrying about two, two 80 trillion different things. >>Let's go. You're Instagram real >>For me again, you know, between S3 and us, we are two players out there that are really, you know, processing the data at the end of the day, right? And so I'm very excited about, you know, what we are going to do more and more with the instant restore capability where we can integrate third party services on top of it that can do more things with the data that is not, not passively sitting, but now becomes active data that you can analyze and do things with. So that's something where we take this to the next level is something that I'm super excited about. >>There's a lot to be excited about and, and we're excited to have you. We're excited to hear what happens next. Excited to see more collaboration like this. Paul Pon, thank you so much for joining us here on the show. Thank all of you from for tuning into our continuous wall to wall super thrilling live coverage of AWS reinvent here in fabulous Las Vegas, Nevada, with John Furrier. I'm Savannah Peterson. We're the cube, the leading source for high tech coverage.

>> Announcer: theCUBE presents HPE Discover 2022, brought to you by HPE. >> We're back at the formerly the Sands Convention Center, it's called the Venetian Convention Center now, Dave Vellante and John Furrier here covering day three, HPE Discover 2022, it's hot outside, it's cool in here, and we're going to heat it up with Rashmi Kumar, who's the Senior Vice President and CIO of Hewlett Packard Enterprise, great to see you face to face, it's been a while. >> Same here, last couple of years, we were all virtual. >> Yeah, that's right. So we've talked before about sort of your internal as-a-service transformation, you know, we do call it dog fooding, everybody likes to course correct and say, no, no, it's drinking your own champagne, is it really that pretty? >> It is, and the way I put it is, no pressure to my product teams, it's being customer zero. >> Right, take us through the acceleration on how everything's been going with you guys, obviously, the pandemic was an impact to certainly the CIO role and your team but now you've got GreenLake coming in and Antonio's big statement before the pandemic, by 2022 everything will be as a service and then everything went remote, VPNs and all this new stuff, how's it going? >> Yeah, so from business perspective, that's a great point to start that, right? Antonio promised in 2019 that HPE will be Everything-as-a-Service company and he had no view of what's going to happen with COVID. But guess what? So many businesses became digital and as-a-service during those two years, right? And now we came back this year, it was so exciting to be part of Discover when now we are Everything-as-a-Service. So great from business perspective but, when I look at our own transformation, behind the scene, what IT has been busy with and we haven't caught a breadth because of pandemic, we have taken care of all that change, but at the same time have driven our transformation to make HPE, edge to cloud platform as a service company. >> You know, I saw a survey, I referenced it earlier today, it was a survey, I think it was been by Couchbase, it was a CIO survey, so they asked, who was responsible at your organization for the digital transformation? And overwhelming, like 75% said, CIO, which surprised me 'cause, you know, in line with the business and so forth but in fact I thought, well, maybe, because of the forced march to digital that's what was top of their mind, so who is responsible for, and I know it's not just one person, for the digital transformation? Describe that dynamic. >> Yeah, so definitely it's not one person, but you do need that whole accountable, responsible, informed, right, in the context of digital transformation. And you call them CIO, you call them CDIO or CDO and whatnot but, end of the day, technology is becoming an imperative for a business to be successful and COVID alone has accelerated it, I'm repeating this maybe millions time if you Google it but, CIOs are best positioned because they connect the dots across organization. In my organization at HPE, we embarked upon this large transformation where we were consolidating 10 different ERPs, multiple master data system into one and it wasn't about doing digital which is e-commerce website or one technology, it was creating that digital foundation for the company then to transform that entire organization to be a physical product company to a digital product company. And we needed that foundation for us to get that code to cash experience, not only in our traditional business, but in our as-a-service company. >> So maybe that wasn't confirmation bias, I want to ask you about, we've been talking a lot about sustainability and I've made the comment that, if you go back, you know, 10, 12 years and you were CIO IT at that time, CIO really didn't care about the energy bill, that was paid for by facilities, they really didn't talk to each other much and that's completely changed, why has it changed? How should a CIO, how do your your peers think about energy costs today? >> Yeah, so, at some point look, ESG is the biggest agenda for companies, regulators, even kind of the watchers of ISS and Glass Lewis type thing and boards are becoming aware of it. If you look at 2-4% of greenhouse emission comes from infrastructure, specifically technology infrastructure, as part of this transformation within HPE, I also did what I call private cloud transformation. Remember, it's not data center transformation, it's private cloud transformation. And if you can take your traditional workload and cloudify it which runs on a GreenLake type platform, it's currently 30% more efficient than traditional way of handling the workload and the infrastructure but, we recently published our green living progress report and we talk about efficiency, by 2020 if you have achieved three times, the plan is to get to 30 times by 2050 where, infrastructure will not contribute to energy bill in turn the greenhouse emission as well. I think CIOs are responsible multifold on the sustainability piece. One is how they run their data center, make it efficient with GreenLake type implementations, demand from your hyperscaler to provide that, what Fidelma just launched, sustainability scorecard of the infrastructure, second piece is, we are the data gods in the company, right? We have access to all kinds of data, provide that to the product teams and have them, if we cannot measure, we cannot improve. So if you work with your product team, work with your BU leader, provide them data around greenhouse gas and how they're impacting a mission through their products and how can they make it better going forward, and that can be done through technology, right? All the measurements come from technology. So what technology we need to provide to our manufacturing lines so that they can monitor and improve on the sustainability front as well. >> You mentioned data, I wanted to bring that up 'cause I was going to bring that up in another top track here, data as an asset now is at play, so I get the data on the sustainability, feed that in, but as companies go to the cloud operating model, they go, hey, I got the hyperscalers, you call microscale, Amazon for instance, and you got on-premises data center, which is a large edge and you got the edge, the data control plane, and then the control plane and the data plane are always seem to be like the battle ground, I want to control the data plane, will customers own the data plane or will the infrastructure providers control that data plane? And how do you see that? Because we want to power the machine learning, so data plane control plane, it seems to be like the new middleware, what's your view on that? How do you look at that holistically? >> Yeah, so I'll start based on the hyperscaler conversation, right? And I had this conversation with one of the very big ones recently, or even our partner, SAP, when they talk about RISE, data center and how I host my application infrastructure, that's the lowest common denominator of our job. When I talk about CIOs being responsible for digital transformation, that means how do I make my business process more innovative? How do I make my data more accessible, right? So, if you look at data as an asset for the company, it's again, they're responsible, accountable. As CIO, I'm responsible to have it managed, have it on a technology platform, which makes it accessible by it and our business leader accountable to define the right metrics, right kind of KPIs, drive outcome from that data. IT organization, we are also too busy driving a lot of activities and today's world is going to bad business outcome. So with the data that I'm collecting, how do I enable my business leader to be able to drive business outcome through the use of the data? That's extremely important, and at HPE, we have achieved it, there are two ways, right? Now I have one single ERP, so all the data that I need for what I call operational reporting, get hindsight and insight is available at one place and they can drive their day to day business with that, but longer term, what's going to happen based on what happened, which I call insight to foresight comes from a integrated data platform, which I have control of, and you know, we are fragmenting it because companies now have Databox, Snowflake, AWS data analytics tool, Azure data analytics tool, I call it data torture. CIOs should get control of common set of data and enable their businesses to define better measurements and KPIs to be able to drive the data. >> So data's a crown jewel then, it's crown jewel not-- >> Can we double-click on that because, okay, so you take your ERP system, the consumers of data in the ERP system, they have the context that we've kind of operationalized those systems. We haven't operationalized our analytics systems in the same way, which is kind of a weird dynamic, and so you, right, I think correctly noted Rashmi that, we are creating all these stove pipes. Now, think I heard from you, you're gaining control of those stove pipes, but then how do you put data back in the hands of those line of business users without having to go through a hyper specialized analytics team? And that's a real challenge I think for data. >> It is challenge and I'll tell you, it's messy even in my world but, I have dealt with data long enough, the value lies in how do I take control of all stove pipes, bring it all together, but don't make it a data lake which is built out of multiple puddles, that data lake promise hasn't delivered, right? So the value lies in the conformed layer which then it's easier for businesses to access and run their analytics from, because they need a playground because all the answers they don't have, on the operation side, as you mentioned, we got it, right? It'll happen, but on the fore site side and deeper insight side based on driving the key metrics, two challenges; understanding what's the key metrics in KPI, but the second is, how to drive visibility and understanding of it. So we need to get technology out of the conversation, bring in understanding of the data into the conversation and we need to drive towards that path. >> As a business, you know, line of business person putting that hat on, I would love to have this conversation with my CIO because I would say, I just want self-service infrastructure and I want to have access to the data that I need, I know what metrics I need to run my business so now I want the technology to be just a technical detail, you take care of that and then somebody in the organization, probably not the line of business person wants to make sure that that data is governed and secure. So there's somebody else and that maybe is your responsibility, so how do you handle that real problem? So I think you're well on the track with GreenLake for self-serve infrastructure, right, how do you handle the sort of automated governance piece of it, make that computational? Yeah, so one thing is technology is important because that's bringing all the data together at one place with single version of truth. And then, that's why I say my sons are data scientist, by the way, I tell them that the magic happens at the intersection of technology knowledge, data knowledge, and business knowledge, and that's where the talent, which is very hard to find who can connect dots across these three kind of circles and focus on that middle where the value lies and pushing businesses to, because, you know, business is messy, I've worked on pharma companies, utilities, now technology, order does not mean revenue, right? There's a lot more that happen and pricing or chargeback, rebates, all that things, if somebody can kind of make sense out of it through incremental innovation, it's not like a big bang I know it all, but finding those areas and applying what you said, I call it the G word, governance, to make sure your source is right and then creating that conform layer then makes into the dashboard the right information about those types of metrics is extreme. >> And then bringing that to the ecosystem, now I just made it 10 times more complicated. >> Yeah, this is a great conversation, we on theCUBE interview one time we're talking about the old software days where shrink-wrap software be on the shelf, you wouldn't know if was successful until you looked at the sales data, well after the fact, now everything's instrumented, SaaS companies, you know exactly what the adoption is, either people like it or they don't, the data doesn't lie. So now companies are realizing, okay, I got data, I can instrument everything, your customers are now saying, I can get to the value fast now. So knowing what that value is is what everyone's talking about. How do you see that changing the data equation? >> Yeah, that's so true even for our business, right? If you talk to Fidelma today, who is our CTO, she's bringing together the platform and multiple platforms that we had so far to go to as-a-service business, right? Infosite, Aruba Central, GLCP, or now we call it it's all HPE GreenLake, but now this gives us the opportunity to really be a alongside customer. It's no more, I sold a box, I'll come back to you three years later for a refresh, now we are in touch with our customer real time through Telemetry data that's coming from our products and really understanding how our customers are reacting with that, right? And that's where we instantiated what we call is a federated data lake where, marketing, product, sales, all teams can come together and look at what's going on. Customer360, right? Data is locked in Salesforce from opportunity, leads, codes perspective, and then real time orders are locked in S4. The challenge is, how do we bring both together so that our sales people have on their fingertip whats the install base look like, how much business that we did and the traditional side and the GreenLake side and what are the opportunities here to support our customers? >> Real quick, I know we don't have a lot of time left, but I want to touch on machine learning, which basically feeds AI, machine learning, AI go together, it's only as good as the data you can provide to it. So to your point about exposing the data while having the stove pipes for compliance and governance, how do you architect that properly? You mentioned federated data lake and earlier you said the data lake promise hasn't come back, is it data meshes? What is the architecture to have as much available data to be addressed by applications while preserving the protection? >> Yeah, so, machine learning and AI, I will also add chatbots and conversational AI, right? Because that becomes the front end of it. And that's kind of the automation process promise in the data space, right? So, the point is that, if we talk about federated data lake around one capability which I'm talking about GreenLake consumption, right? So one piece is around, how do I get data cleanly? How do I relate it across various products? How do I create metrics out of it? But how do I make it more accessible for our users? And that's where the conversational AI and chatbot comes in. And then the opportunity comes in is around not only real time, but analytics, I believe Salesforce had a pitch called customer insight few years ago, where they said, we have so many of you on our platform, now I can combine all the data that I can access and want to give you a view of how every company is interacting with their customer and how you can improve it, that's where we want to go. And I completely agree, it ends up being clean data, governed data, secure data, but having that understanding of what we want to project out and how do I make it accessible for our users very seamlessly. >> Last question, what's your number one challenge right now in this post isolation world? >> Talent, we haven't talked about that, right? >> Got to get that out there. >> All these promises, right, the entire end to end foundational transformation, as-a-service transformation, talking about the promise of data analytics, we talked about governance and security, all that is possible because of the talent we have or we will have, and our ability to attract and retain them. So as CIO, I personally spend a lot of time, CEO, John Schultz, Antonio, very, very focused on creating that employee experience and what we call everything is edge for us, so edge to office initiative where we are giving them hybrid work capabilities, people are very passionate about purpose, so sustainability, quality, all these are big deal for them, making sure that senior leadership is focused on the right thing, so, hybrid working capability, hiring the right set of people with the right skill set and keeping them excited about the work we are doing, having a purpose, and being honest about it means I haven't seen a more authentic leader than Antonio, who opens up his keynote for this type of convention, with the purpose that he's very passionate about in current environment. >> Awesome, Rashmi, always great to have you on, wonderful to have you face to face, such a clear thinker in bringing your experience to our audience, really appreciate it. >> Thank you, I'm a big consumer of CUBE and look forward to having-- >> All right, and keep it right there, John and I will be back to wrap up with Norm Follett, from HPE discover 2022, you're watching theCUBE. 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>>The cube presents HPE discover 2022 brought to you by HPE. >>Hi buddy. We're back. This is the Cube's coverage of H P's discover a big discover event this year, 2022 in Las Vegas. We're at the, what used to be called the sands convention center. Now the Venetian Dave Lotte for John furrier per deep Kumar is here. He is the senior vice president and general manager of HPE E's point next services where the rubber meets the road services is where it's at. That's that's where the value is. <laugh> right. >>It's absolutely >>Great to see you again, man. Thanks for coming on. Okay. >>Welcome John. Hopefully y'all are having a good time. >>Yeah, it's very nice to be. It was always great to be face to face. Right? It's nothing like it. Yeah, yeah, yeah. You know, we, we slog through two years of virtual and >>It was packed in keynote. Antonio's keynote was jam packed overflow rooms. Yeah. Um, and it was a big room. It wasn't a small room. It was huge. So that's a sign. Yeah. >>People are here good times. Yeah. People love to be here. Yeah. So >>What's the update with, with point next >>It's, uh, lot's happening. Lot's happening, right? Uh, the transformation is underpinned by point next doing the right thing and just, uh, transforming and helping customers to transform themselves as well with the pandemic it just caught on. Right. Everybody wants to do things faster, digitize things faster. And uh, we really bring the technology and the expertise. I think that's this pretty crucial, >>You know, what, what are the, how do you think about success rates with transformations on the one hand? It, it kept the industry going all industries going on the other hand, I feel like a lot of the transformations were rushed. I call it the forced March to digital. Yeah. Yeah. What failures did you see in that? Forced March and, and how are companies course correcting? Yeah, >>Really good question. <laugh> Dave, um, more than half of the transformations fail, right? So there was a BCG study done over 3000 customers over three years around the world. And, um, 57% of the transformations failed. Right. In the sense when somebody start to transform, they, they set it out a set of goals, scope it. This is what it is. They either didn't meet the goal or they spent more money than they should have, or they overshot the timing. Right. Or all of this about, so it's a staggering number, uh, a large piece of them fail. Yeah. Right. So, um, to answer your second question, Dave, so what are we finding out? Why are they failing and what are they, how are they course-correcting I think there's sort of, you know, we speak to customers all the time. So we get an idea of, you know, what's working and what's not working and there's sort of three things that keep on coming up. >>Right. One is, uh, senior management, CEO, CIO, commitment to the north star. Yeah. Right. Hey, are we tied in, are we doing this? The second thing is the, um, the alignment between it and the business and the functions. Right. If you don't agree on the goal set, if you don't agree on the timeline, uh, then it just, you know, don't work. <laugh> the third is expertise. The people underestimate the expertise. You need the discipline, you need to get stuff done. Right. And so these are the three and none of them are technology related. Yeah. I mean, you're heard they're all people related stuff. >>Right. But di I want to get your thoughts on this is a really important point. I love that commentary because what we're seeing as well is that with COVID now we're kind of third year post COVID, if you will. Yeah. I was just getting out of COVID. It caught a lot of people flatfooted. So people who were on a digital transformation either got stuck and fell down or failed, or they had a tailwind going into it and had momentum. They had alignment and they were filling gaps. They kind of crossed over at the right point and could succeed during the pandemic. But many people failed. Yeah. Because they didn't prepare, they didn't have the technology. They had too many gaps. They had antiquated old stuff. What have you learned? Because this is now ignited the services business because no one wants to have that happen again. Yeah. Can you share your experiences with that? With the customers that are going through that learning pain? What are their core issues? Some projects got doubled down on some got killed. Hey, we don't need that anymore. So what, what are the learnings? Well, tell, share us your perspective, cuz this is important. >>Yeah. So people want to do transformation, right? Absolutely. Because it's a must with COVID faster, quickly you want to get, but they also have to run the business because otherwise you don't have the EPS to support the transformation. Right. So it's, it's transform and perform. So we call it within HP perform while you transform and people who got that balance right. Created that flywheel, John >>Don't run outta gas in other words, translation. >><laugh> exactly. So second thing is, so you have a set of people, you have expertise and COVID you started losing people. Great resignation. You heard everything. Then you are trying to balance your people between, do you put them on transformation or do you put them on operating this stuff? This is where companies then now are realizing, Hey, if I put my best guys on transformation, I need to make sure this operations work well. So people are coming to us and saying, Hey, could you operate this one? Well, right. I mean, today we had somebody on stage, in low medical. Right. They, um, they got a ransomware hit and they had been using us, um, to do all the operations. And when hit hit, we were like switched on. They're like, I mean, on stage they're like you guys were golden, took care of the situation. So if you didn't have any extra help of some expertise, then you are really suffering. Right? >>Yeah. We heard this too. From partners we heard during the pandemic, a lot of the partners stepped up the channel and ISV partners. Yeah. Because they could. Yeah. And that was another key point. Yeah. It all comes together. I love to perform and transform Dave, cuz this is about running the business. Cuz you have cyber security as a serious problem right now. Yeah. That's also part of the transformation. Yeah. Where's the overlap. What are the areas that you're seeing, where you gotta operate and transform? Where's the hot zone. So to speak with customers, is it cyber? Is it, is it, uh, data, data? >>I would say clearly data is number one, right? In anything. Now data, data modernization is the key. Otherwise you are not changing your company the way you do things. So we just announced four real big stuff, addressing, uh, data migration. Right. Um, one of the problems so people have is quality of data. Quality of data is not good. They exist in silos. Mm-hmm <affirmative>, it's not in a platform form where you can really take the data, get the insights and use it for your future. Right. I mean that's a key problem, right? Yeah. So you, you hire a few data scientists. They come in, they're doing, they're spending the time on housekeeping data rather than actually doing data science, >>Data engineering, not just wrangling, it's a lot of engineering going on. >>Absolutely. Okay. >>Absolutely. So that's a well known problem. Uh, but as you said before that it's not really a technology problem. I think it's an organizational issue and part of the problem. And I wonder if you're seeing this within your customer base, is this idea that we're gonna try to put everything into some kind of central repository. Yeah. And then we're gonna create a hyper specialized team. That is the goal between the data that you need <laugh> and the insights, right? Yeah. To get the insights. And we're seeing this dispersion of the expertise, which put, putting more responsibility into the line of business, a new data architecture, new organizational thinking. Are you seeing that? Are there particular industries where that's happening more, more quickly where the context which LA is lacking in the centralized team is actually going out to the lines of business where the data quality will be inherently improved. >>Yeah. I think it's like implementing ERP systems. I mean, people who try to create massive data lakes, I don't think it's going to work. Right. Because it's like, nobody has the time to wait for three years until you have structured data in a particular way. The other thing is some of the data companies were take people like that who came in are no more because things are changing at a rapid pace. So anything if you're doing, that's taking too long to get your act together, the market has moved on. You may not be even in that business. So what people are doing Dave is sort of microservices, they're cutting it into pieces and saying, let me get the best, vast, quick, and make it work. And then creating the fly wheel of changing other things that are priority for their. >>So they're getting tactical with their absolutely >>Getting >>Quick wins. Absolutely >>Inviting >>Off smaller. >>Well that's the data. The data thing is, is a cyber problem too. Cuz data is helping cyber, but machine learning feeds off data. Yes. So if you have gaps or blind spots, machine learning isn't as good. So machine learning is only as good in the eye is only as good as the data. Yeah. It can see. Yeah. >>Yeah. >>So that's means it's gotta be fast available, not siloed. So, but you, so this is a balance. What do I silo and protect for compliance. Yeah. And what can I address quickly? Low latency. >>Yeah. If I may add John, the other thing is because there's so many passwords used in the industry. Right. Um, and AIML is one of those, right? So everybody then businesses pick up an area for AI and ML. They do a little pilot, they do a POC and it works well and they're extremely happy <laugh> and then they try to scale it across the whole enterprise. Yeah. And it's a complete failure because most of the time it doesn't work. Right. >>But your data lake comment actually translates over your point there because you can spend, I had a quote on the last event I went to, the quote was we spend all of our time trying to figure out what the latest open source machine learning is. That's a full-time job. So the data lake is heavy lift. Just understand what's going on there. Tracking machine learning yeah. Is a full time job even and changes. >>Absolutely. So >>The change, what does that mean to the customer? That managed services are gonna be part of it? How do the customers tame that moving train that's happening around these really important areas? >>Yeah. So, um, I think, um, customers do need help. So I think they need to be open to ideas of, okay, what is the expertise we need for where we want to get to? And some may be available inside some, they need to go for help outside. I mean, that's a reality, right? So you need to open your eyes and say, I've got, let me put my best people, maybe on transformation. Let me take the people with some expertise, knowledge on different things, right. Mm-hmm <affirmative> and shortsighted companies. What they do is John, they just automate what's their current. And that's not a transformation in the end, you look back and say, >>That's incremental. >>You didn't achieve anything. Right. Because you haven't transformed your processes. You haven't chained the theme, you just automated what the garbage and garbage out. It's the, the same crap that comes out. So >>How much of the work that point next does is, um, I'll, I'll say, you know, consultative in terms of be being that change agent. Right? Cause again, we back think about data. Yeah. A lot of it is, is thinking about the organization. Yeah. Decentralizing, you know, making that decision, uh, thinking in different terms, around data products, um, having the lines of business, maybe take more responsibility for, and, and those are internal decisions. Yeah. And they have customers have, certainly have a lot of expertise around, but they sometimes need a change agent. Do you play that role? Is that a, a GSI that plays that role? >>Yeah. So, uh, it's a mixed bag. Uh, we play the role in some places and then, uh, some SIS would also play, play that role. Okay. Um, more of the point next is if, if you take a customer engagement advisory, professional services, then actually maintaining their landscape and then manage services, which again, sort of you monitor, but you also provide some info on how to manage it. Right. In those three pieces, Dave, the top piece and the bottom piece are the big pieces. Customers want expertise on the middle piece is getting automated because systems are getting smarter. They are self-healing. And in the middle piece, what people want is knowledge. So say for example, you have an enterprise it's not working well. They want it knowledge up front, tell me where it's broken or what do we need to do? And that's it. Right. Um, and they want to fix it themselves. It's just like consumer. Right. So, um, that's the way it's working. >>So the reason I ask that is we we're having a data discussion here. Yeah. And, and I think that a big role that you can play in the data transformation is to provide self-service infrastructure. Yes. Uh, right where the, the technical pieces or an operational detail. Absolutely. Okay. And then the, the second is that you just touched on it is, is, is automated, automated governance and security. So that when I share data, I know that it's going to the right place. That individual has the proper access to it. So those are two sort of white spaces I think. And a lot of organizations where they need help big >>Wide spaces >>Actually. Absolutely. Absolutely. Yeah. And that, that middle please is a complete cloud experience. Mm-hmm <affirmative> right. Everything is going to be digitalized. Everything's going to be automated. And um, so you know, people can use it any way they want, >>Do you see hybrid as a steady state? I mean, know, we gotta wrap up. We don't a lot of time left. Yeah. The real quick hybrid we've been saying here in the cube, it's it's gonna be a steady state for a long, long >>Time. Absolutely. Absolutely. And it would be, you know, OnPrem off Preem multi-cloud but it's going to be hybrid world >><laugh> all right. Hybrid world. >>Thank you so much. Hybrid >>Cube cube hybrid cube >>Was great to have you on you're so articulate and, and it's just wonderful to see you. Thanks. Thanks. >>Thank you. Thanks Dave. >>Thank you, John. And thank you for watching John furry, Dave Valante, we'll be back with the cubes coverage of HPE. Discover 2022 in Las Vegas. Right after this short break we're live.

>>Hello and welcome to the AWS partners showcase season one, episode two. I'm your host of the cube John ferry. We're here with two great guests who John Kumar, CEO of and Sabina Joseph, the general manager of AWS. Welcome to the show. Welcome to welcome to the cube, >>John. Good to see you >>Again. Great to see both of you both cube. Alumna's great to see how the businesses is going, going very well. Cloud scale, continuing to dominate Columbia is doing extremely well. Tell us more about what's going on in Columbia. What's your mission? What kinds of use cases are you seeing? Napa John, that's helping you guys keep your growth trajectory and solve your customer problems. >>Yeah. Firstly, thank you, John. Thank you, Sabina. Great to be here is a backup as a service platform. That's built natively on AWS for AWS, and we do support other use cases beyond AWS. But our primary mission is to basically deliver, you know, a ransomware data protection solution, you know, on AWS for AWS customers. Right? So if we think about it, you know, one of the things that's, you know, typically holding back any company to put mission critical workloads on a fantastic platform, a public cloud platform like AWS is to make sure that the data is protected in the event of any attack. And it's also done with extreme amount of simplicity, right? So that nobody is doing the heavy lift of doing backup themselves, right? So that's what really drew me or provides. It's a service. It's a turnkey service that provides, you know, data protection on AWS, whatever. >>Well, you're a frequent cube alumni. We're always talking about the importance of that, but I want to ask you this year more than ever, you're seeing it at the center of the conversation built in from day one, you're seeing a lot more threats, certainly mentioned ransomware and more there's more and more online attacks that's impacting this particular area more than ever before. Can you comment on what your focus has been this year around that? >>Yeah, I see it. If you think about tumor's evolution, our primary mission has been to go and protect every data source, but guess what? Right with more and more move to the public cloud and you look just AWS is journey and that pioneer in public cloud going from, you know, whatever 3 billion in revenues, 10 years ago to north of 70 billion run rate today, there's so much of data that is in the public cloud and the, and the most important thing that customers need is they want to free themselves from going and protecting this data themselves. Right? And, and there's a lot of scale in these environments, right? If you look at customers running hundreds of thousands of AWS accounts across every region on AWS, and if you give them that kind of flexibility and that kind of scale, what they want is give me a turnkey solution that just allows me to go and protect all of these workloads running across all of these regions in a service that takes the data out of my accounts separately in an air gap fashion, right. And that's really what we basically provide. And that's what we focused on over the last 12 months. Right? So if you look at what we have done is we've gone after every important service on AWS TC to EBS RDS, S3, dynamo, sequel databases, and other databases running on top of BC too. So now that becomes the comprehensive set of things that somebody needs to use to really deliver an application on top of the public cloud. And that's where we want for, >>And the growth has been there and the results on Amazon because of the refactoring has been huge. Can you share any examples of some successes that you've had with, with the AWS refactoring and all that good stuff going on? >>Yeah. I mean, I think that what we have seen is, you know, customers that basically told us that before you guys existed, we had to go and build these things ourselves, right. Again, you know, they had all the, the, the blocks to go and do it themselves, but it was so much of a heavy lift to go and do it themselves. And again, they didn't want to be in a, you know, in that business. So, so what we have done essentially for, and we have, you know, we have some joint customers at a pretty massive scale that basically have said that, okay, let me just use your solution to protect my critical assets. Like, you know, things, you know, sitting in S3 and really, you know, we'll use gloomy as a, as a >>Yeah, I think that's a great example of the refactoring Sabina. Gotta, I gotta ask you, you obviously you're at the center of this. You have your hand on the wheel of the partnerships and all the innovators out there. The growth of AWS just has been spectacular because there's value being created. Again, companies are refactoring their business on the cloud and you're at the center of it. So talk about the partnership with Clooney. Can you tell us how it all started and where it's going? >>Yeah, thanks for having me here, John, and good to see you again, Fujian, if I'm not mistaken for John, we met each other at the San Francisco summit, the AWS San Francisco summit, actually I believe it was in 2016 or 2017. You can correct me if I'm wrong here, but yes, I think so. It was, it was in the 8% a month of April. I still remember it. And that's when, you know, you kind of mentioned to me about and this modern backup as a service solution that you were creating, you're still in stealth mode. So you couldn't talk a lot about it. And B started to engage deeply on the partnership, right from 2017. And initially we were kind of focused around helping Colombia build a solution using our well-architected review. And then as soon as we all came out of stealth mode, we started to engage more deeply around deeper integrations and also on go to market activities. >>As you know, AWS has a very prescriptive approach to our partnerships. So we started to work with around the five pillars of security, reliability, cost optimization, performance, and operational excellence to really help them tune the solution on AWS. And we also started to engage with our service teams and I have to thank Paul John and his team here. They really embraced those deeper and broader integrations, many services that Pooja mentioned, but also specifically want to mention S3 EBS. And our Columbia was also a launch partner for AWS outpost when AWS in fact, launched outpost. So I want to kind of commend CLU, CLU MEO, and the entire team kind of embracing this technology and innovation and this modern backup as a service approach. And also also embracing how we want to focus on the five key pillars that I mentioned. >>And that's a great example of success when you ride the wave, which I talk about the ACLU, Colombia trends in the data protection, because one of the things that you pointed out earlier is the ransomware. Okay. That's a big one, right? That's a big, hot area. How, how is the cloud, first of all, how is that going? And then how has the cloud equation changed the ransomware defense and protection piece of it? >>Yeah. Now I just, I wonder I had a little bit on what Sabina mentioned before I answered the question, John, if you don't mind. Sure. I think that collaboration is where is the reason why we are here today, right? Like if you think about it, like we were the first design partners to go and build, you know, the EBS direct API, right. And we work closely with the EBS teams, not just for the API, but the cost structure of it. How would somebody like us use it? So we are at the bleeding edge of some of these services that we are using and that has enabled us, you know, to be where we are today. So again, thank you very much to be enough for this fantastic partnership. And again, there's so much to go and do to really go and nail this in a, in a, in a, in a great way on, on the public cloud. >>So now coming back to your question, John, you know, fundamentally, if you see right, you know, what happened is when, when, when customers move to the public cloud, you know, right there, you know, the ease of use with which, you know, AWS provides these services, right? And the consumption of these services actually drives some amazing behavior, right? Where people actually want to go and build, build, build, and build. But then it comes a time where somebody comes in and says, okay, you know, are you compliant? Right. You know, do you have the right compliance in place? You have all these accounts that you have, but what is running in each of these accounts, you have visibility in those accounts. And are these accounts that the data in these accounts is this gap, right? This is getting air gap in the same region, or does it need to be across regions? >>Right. You know, I'm in the east, do I need to, you know, have an air gap in the west and so on and so forth. Right? So all of these, you know, confluence of all these things come in and by the, all these problems existed in on-premise world, they get translated in, in the public cloud, where do I need to replicate my data, doing it to back it up? Do I need air gapped in a, like an on-prem world? You had a data domain of plans, which was separate from your primary storage for a reason, same similar something similar now needs to happen here for compliance reasons and for ransomware reason. So a lot of parallels here is just that here we are, it almost feels like, you know, as they say, right, the more things changed. The more they remain the same. That's what it is in the public cloud again. >>Well, that's a good point. I mean, let's take that example of on premises versus the cloud. Also, the clouds got more scale too, by the way. So now you've got regions, this is a common problem that customers are having, you can build your own and, or use solutions, but if you don't get ahead of it, the compliance question can bite you in the, you know what, because you then got to go back and retrofit everything. So, so that's kind of what I hear a lot on my end is like, okay, I want to be compliant from day one. I want to have an answer when asked, I don't want to have to go to old techniques that don't fit the cloud. That comes up a lot. What's your answer to that? >>Yeah, no, no. We were pretty much right. I think it's like, you know, when it, when it comes to compliance and all of these things, you know, people at the end of the day are looking for that same foundation of, of things. The same questions are asked for an encryption. You know, you know, I is my data where it needs to be when it needs to be right. What is my recovery point? Objective? What is my recovery time objective? All of these things basically come together. And now, as you said, it's just the scale that you're dealing is, is extremely different in the cloud and the, and the services, right? The easier it is that, you know, it is to use these services. And especially what AWS does, it makes it so easy. So compelling that same ease of use needs to get translated with a SAS service, like what we are doing with data protection, right? That that ease of use is very important. You have to preserve that sanctity >>Sabina. Let's get back to you. You mentioned earlier about the design partner, that benefits for Colombia. Now let's take it to the next level. As customers really realize they have a problem, they need solutions and you're on the AWS side. So you gotta have the answers for the customers. You've got to put people together, make things work. There's a variety of things that you guys offer. What are some of the different facets of the ISV or the partner programs that you offer to partners like Clooney, you know, that they can benefit from? >>Absolutely John, we believe in a win-win approach to the partnerships because that's what makes partnerships durable over time. We're always striving to do better here. And we continue to broaden our investments. As you know, John, the AWS management team, right from Adam Phillipsky, our CEO down firmly believe that partners are critical to our success, our longterm success, and as partners like CLU MEO work to lean in with us with more investment resources, our technology innovation. We also ensure that we are doing our part by providing value back to Cleo about a few years ago, as you might recall, right. We really did a lot of investment in our sales team on the AWS side. Well, one of the tanks me and also our partners observed is while we were making investments in the AWS sales team, I don't think we were doing a great job at helping our partners with reaching out to those customers. >>What we call as co-sale and partners gave us feedback on this. We are very partner and customer feedback driven, and we introduced in fact, a new role called the ISP success manager, ISS, who are basically embedded in our field. And they work with partners to help them close opportunities. And also net new opportunities are we've also in 2020. I believe that re-invent, we launched the ISB accelerate program whereby we offer incentives to the AWS field team to work with our partners to close existing opportunities and also bring in net new opportunities. So all of this has led to closer collaboration in the field between both our field teams, Muir's field team and our field team, but also accelerated mutual customer wins. I'm not saying that we are doing everything great. We still have a long ways to go. And we are constantly getting feedback from cluneal and also some of our other key partners, and we'll continue to get better at it. But I think the role of the ISV success manager and also the ISP accelerate program has been key to bringing in cold cell success. >>Well, John, what's your take on, is this a good partnership for you? I mean, see, the wave of Vegas has got the growth numbers. You mentioned that, but from a partnership standpoint, you're closing business, they got scale. Is it working? How do you organize your company to take advantage of these benefits? Can you share your thoughts? >>Absolutely not. We have embraced the ecosystem wholeheartedly 100%, but if you think about it, what we have done is look at our offering on AWS marketplace. There's an example, right? We are the only company I would say in our domain, obviously that routes our entire business through AWS marketplace. Whether obviously we get a lot of organic benefit from AWS marketplace, people go and search for a solution and from your shows up, and obviously they go and onboard self onboard themselves, and guess what? We let them self onboard themselves. And we rely on AWS's billing automatically. So you don't need to talk to us. You can just get billed automatically in your AWS bill and you get your data protection solution. Or if you directly reached out to us, guess what we do. We actually route you through AWS marketplace. All the onboarding is just to one place and it's a fantastic experience. >>So we have gone like all in, on that experience and completely like, you know, internalized that that's the right way to do things. And of course, thanks to, you know, Sabina's team and the marketplace team to create that platform so that we could actually plug it into it. But that's the kind of benefits that we have that we have, you know, taken advantage of a DWI. That's one example, another example that Sabina mentioned, right, which is the whole ACE program. We put a ton of registrations on AIS and with all the wins that we get on AWS, they could broadcast it to the sellers. So that creates its own vicious cycle in terms of more coming into the pipeline and more closing in. So, so these are just two small examples, but there's other examples that we look at our recent press release, where AWS, you know, when we, when we launched yesterday data protection and backup, the GM of AWSs three supported us in the press release. So there's things like that, that it's a, it's a fantastic collaboration. That's working really well for our joint customers. Sorry. >>And tell us something about the partnership between 80 of us, including, you know, that people might not be aware of some of the things that Poojan said that they're different out there that, that are, co-selling go marketing, that you guys offer people you guys work together on. >>Yeah. The, the ISV accelerate program that was created, it was really created with partners like Klunier in mind, our SAS partners. I think that that is something very, very unique between our partnership and, you know, I, I want to double click on what Poojan said, which is riding their opportunities through marketplace, right? All of their opportunities. That is something pretty unique. They understand the richness of the platform and also how customers are procuring software today in this world. And they've embraced that. And we really appreciate that. And I want to say, you know, another thing about Qumulo is they're all in on AWS, which is another unique thing. There are not a lot of, I would say all in partnerships in my world and I manage infrastructure, business apps, applications, and industry partnerships from the Americas globally. And all of those things are very, very unique in our partnership, which has led to success. Right. We started very, very early stage when Columbia was in stealth mode in 2017 and look where we've come today. And it's really kudos to Paul, John and his entire team for believing in the partnership for leaning in with us and for placing that trust with us. >>Awesome. Pooja, any final words you'd like to share for folks out there about the conversation and what's going on in Columbia? >>Yeah, no, absolutely. You know, as I said, I think we have been fortunate to be very early adopters of all these technologies and go and really build what a true cloud native solution has to be. Right. And, and again, right, you know, this is what customers are really looking for. And people are looking for, you know, at least on the data protection side, you know, ransomware air gap solution, people are looking for a solution natively built on the cloud because that's the only way a solution can deliver something at the scale and the cost structure that is needed to have, you know, a data protection solution in the public cloud. So, so this has been just a fantastic thing end to end, you know, for us overall. And we really look forward to, you know, going, you know, doing much more with AWS as we essentially go and scale, >>I have to ask, but before we, before we go, cause you're the CEO of the company and founder having all that backend infrastructure from Amazon, just on the resources, great. It creates a market for your product, but also the sales piece, you know, they got the marketplace, you mentioned, that's a big expense that you don't have to carry, you know, and you get revenue and top line. I mean, that's an impact for startups out there and growing companies. That's a pretty big deal. What's your, what's your advice to folks out there who are trying to think about the buy versus use the leverage of the, of the marketplace, which is, which is at large scale, because as a CEO, you're, you've got to make these decisions. What's your opinion on that? >>It's not, it's not as, as easy as I make it sound to do your own part. You know, AWS is, is, is, is huge, right? It's huge. And so we have to do our part to educate everybody within the, you know, even the AWS seller base to make sure that they internalize the fact that this is the right solution for the customers, for our joint customers, right? So we have to do that all day long. So there's no running away the no shortcut to everything, but obviously AWS does its part to make it very, as easy as possible, but there's a lot of heavy lifting we still have to do. And I think that'll only become easier and easier over the next few years >>And Sabina your takeout at AVS. You've got a great job. You were with all the hot growth companies. This is the big wave we're on right now with the cloud next generation clouds here, a lot of opportunities. >>Absolutely. And it's, and it's thanks to Pooja and, and partners like Lumeo that really understand what it takes to build a cloud native solution because it's part of it is building. And part of it is the co-selling go-to-market engine and embracing both of that is critical to success. >>Well, thank you both for coming on this journey here on the cube, as part of the showcase, push on. Great to see you to being a great to see you as well. And thanks for sharing that insight. Appreciate it. >>Thank you very much. >>Okay. AWS partners showcase speeding innovation with AWS. I'm John Ford, your host of the cube. Thanks for watching.

welcome everybody to this cube conversation my name is dave vellante and we're joined today by richard goodwin who's the group director of i.t at ultraleap and abhishek kumar who manages dell's power store product line just directs that product line along with several other lines for the company gentlemen welcome to the cube hey dave hi that's me so richard ultra leap very cool company tracks hand movements and so forth tell us about the company and the technology are really interested in how it's used yeah we have many uh product lines uh obviously we're very innovative uh innovative um and the organization was spun up from phd a number of phd students who were the co-founders for ultra leap and initially with mid-air haptics as many people may have seen but also hand tracking mid-air touch uh sense and feel uh so yeah it's it's it's quite impressive um what we have produced and the number of sectors and markets that we are in um and obviously to to push us to where we are we have relied upon lots of the dell technology both software and hardware and what's your role at the company i'm the group i t director and i'm responsible for the it and business platforms um all infrastructure network hardware software um and also the transition of those platforms to ensure that we're scalable and we are able to develop our software and hardware um as rapidly as possible awesome yeah a lot of data behind that too i bet um okay avashek you direct a number of products at dell across the portfolio unity extreme io the sc series and of course power vault it's quite the portfolio that you look after so let's get into the case study if we can a bit uh richard maybe you could paint a picture of of your environment uh some of the key applications that you're supporting and maybe what your infrastructure looks like give us a high level view sure uh so um pre uh powerschool we had um quite a a disparate uh architecture so um a fairly significant split and siding on the side of uh cloud uh not as hybrid as we would like and not uh not as much as on-prem as we would have liked and hey that has changed quite significantly um so we now have a number of servers and storage and storage arrays that we have on on-premise um and then we host ourselves so we are moving quite rapidly you know as a startup and then moving to a scale-up we needed that that scalability and that versatility and also the whole op-ex versus capex and also not being driven by lots of um sas products and architecture and infrastructure where we needed to be in control because of our development cycles and our products product development so wait okay so so too much cloud i'm hearing you run a little bit a dose of on-prem explain that a little bit more the cloud wasn't doing it for you in terms of your development cycle your control can you double click on that yeah some of the some of the control and you know there's always a balance because there's certain elements of uh our development cycles and our engineering uh software engineering where we need a very high parallelism uh for some of the work that we're doing which then you know the capex investment makes things very very challenging and not commercially the right thing to do however uh there are some of our information some of our ip um some of the secure things that we do we also do not want upgrades as an example or any outages or certain types of server and spec that we need to be quite bespoke and unique and that needs to be within our control got it okay thank you for that abhishek we're going to talk about powerstor today so set it up please tell us about powerstor what it is you know why it's important to this conversation sure so power store is a product that we launched may of 2020 roughly a little bit more than a year now and it's a brand new architecture that dell technologies released and at the end of the day i'll talk about a few unique aspects of the product but at the end of the day the where we start with it's a storage platform right so uh where we see similar to what richard is saying here uh uh in terms of being able to consolidate the customer's environment whether it is block file v-balls physical virtual environments uh and and it's as i said it's a brand new architecture where we leveraged pieces of existing products where it made sense uh and it's a it's we are using all the latest and greatest technologies delivering the best performance based data reduction uh and and where we see a lot of traction is the options that it brings to the table for our customers in terms of flexibility whether they want to add capacity compute uh whether in fact uh we have a apps on dev deployment model where customers can consolidate their compute as well on the storage platform if needed so a lot of innovation from a platform perspective itself and it's not just about the platform itself but what comes along with it right so we referred it as an ecosystem part of it where we work with ansible playbook csi plug-in you name it right and it's the storage platform by itself doesn't that doesn't stand by itself in a customer's environment there are other aspects of the infrastructure that it needs to integrate with as well right so if they're using ansible playbooks we want to make sure the integration is there got it and last perhaps uh not the least is uh the intelligence built into the platform right so as we are building these capabilities into the product uh there is intelligence built into the product as well as outside the product where things like cloud iq things like uh technologies built into power store itself makes it that much easier for the pro for the customers to manage the infrastructure and go from there thank you for that so richard what was the workload so actually you started with sort of a green field on-prem if i understand it correctly what was the workload that you were sort of building around or workloads sorry we had a um a number of different applications some of which we cannot really talk about too much um and then we engaged them regarding um the storage uh issue that we had and we engaged the our account lead accounting exec and a number of solution architects were working with us to ensure that we had the optimal solution dell were selected over the competitors there's a many reasons you know the new technology the deduplication the compression the data overall data reduction um and the guarantee uh that also came uh came with that the four to one data reduction guarantee which was significant to us because of the amount of data that we hold and we have you know as i mentioned we're pulling further further data of ours back um into our hosted environments which will end up on the power store especially with the deduplication that we're now getting we've now actually hit nine to one which is you know significant we were expecting four to one maybe five to one with some of the data types and what was excellent dell where that confident that they did not even review our data types prior and they were willing to stand by that guarantee of four to one and we've excelled that you know we've got significant different data types on on that array and we've hit nine to one and that's gradually grown over the last nine months you know we were kind of at six and we moved to seven and now we're hitting nine to one ratios that's great so you get a little free storage that's interesting what you're saying richard because i just assumed that a company that's guarantees four to one is going to say okay let us let us inspect your workload first and then and then we'll do the deal uh so avashek what's the tech behind that data reduction that you're able to with such confidence not have to and pre-inspect the workload in this case anyway yes sir so it goes back to the technologies that goes behind the product right so so we stand behind the technology and we want to make it simpler for our customers as well where again we don't want to spend weeks looking at all the data scanning all the data before giving the guarantee so we stand behind the technology where we understand that as the data is coming in we are always going to duplicate it we are always going to compress it there is technology within the product where we are offloading some of that to the uh outside the cpu so it is not impacting the performance that the applications are going to see so data reduction by itself is not going good enough performance by itself is not good enough both of them have to be together right so and that's what powerstroke brings to the table yeah thank you so richard i'm interested i mean i remember the power store announcement uh i sort of saw it leading up to it and one of the big thrusts from dell the way i phrase it is essentially trying to create a cloud-like experience on-prem so really focus on simplicity so my question to you is let's start with just the deployment you know how complicated was it to install what was that process like you know how many clicks not that you have to tell me how many clicks but you know what i'm asking is is how difficult was it to get from zero to you know up and running well we actually stepped down a very difficult challenge um we were in quite a difficult situation where we'd pretty much gone off of a cliff in terms of our iops performance um so the rfp was quite rapid and then we needed to get which whoever which vendor was successful we need to get that deployed rather rapidly and on the floor in our data center and server rooms uh which we did um and it was very very simplistic within three weeks of placing the order we had that array in our server rack and we had begun the migration it was very simple to set up um and the management of that array has been we we've seen a i think 40 reduction in terms of effort to be able to manage our storage because it is very self-contained um you know even from a reporting perspective the deployment the migration was all very very very simplistic and you know we we've done some works recently where we had to also um do some work on the array and some other migrations that we were doing and the resilience came came to came to the forefront of where you know the the dual architecture and no single point of failure enabled us to do some things that we needed to do quite rapidly because of the the dual nodes and the resilience within within the unit within the power store itself was considerable where we kept performance up it will also prioritize any disk rebuilds keeps the incoming ingest rates uh high and prioritizes the you know the workloads which is you know really impressive especially when we are moving so quickly with our technology we don't really have much time to you know micromanage the estate can you can you just repeat what you said on the percent reduction i think i heard you you cut out there a little bit a potent reduction on on management on on on the labor side yeah so our uh our lead storage engineer is estimated around 40 less management wow okay so that's that's good so actually i love this conversation because uh you know in the early days of automation people like ah that's my job provisioning luns i'm really good at it but i think people are realizing that it's actually you know not something that you want to be really good at it's something that you want to eliminate so now maybe it's a he that storage engineer got his or her nights and weekends back uh but but what do they do now when they get that extra time what do you what do you put them on you know more strategic initiatives or you know other other things in the to-do list what's that like the last thing uh you know any of my team whether it's the the storage leads or some of the infrastructure team that are also involved and engaged because you know the organization we have to be quite versatile as a team in our skill sets we don't want to be doing those bau uh mundane tasks even the storage engineer does not want to be you know allocating luns and allocating storage to physical servers vms etc we want all of that to be automated and that you know those engineers are now working on you know some of the cutting edge things that we're trying to do with machine learning is as an example um which is much more interesting it's what they want to be doing um you know that aids the obvious things like retention interest and personal development we don't want to be you know that base i.t infrastructure management is is not not where you know any of the engineers want to be in terms of the decision to go with dell power store i'm definitely hearing there was a relationship there was an existing relationship with dell i'm sure that played into it um there were many things so you know the relationship wasn't really part of this even though i mentioned the end user compute you know in any sector or anything that we're procuring we want best of breed and you know a best of set and that was done on you know cost is definitely a driver the technology you know is of interest to us we're a tech company new technology to us is also fascinating not only our own uh but also the storage guarantee the simplicity um the resilience with it within the uh unit also the ability which was key to us because of what we're trying to do with our hybrid model and bring bring back and repatriate some of the data as it were from the cloud we needed that ability to with ease to be able to scale up and scale out and the uh power stall gave us that when you say cost uh i want to dig into that price or you know the the the price tag or the the cost i mean when you do the business case and i wonder if we could add a little color to that yeah there's two elements to this so they're not either the cost and the price tag uh but then also cost of ownership and the comparisons that we were running against the other vendors but also the comparisons that we were running from a capex investment against opex and what we have in the cloud and also the performance you know the performance that we get from um the cloud and our cloud storage and the resilience within that and then also the initial price tag and then comparing the capex investment to the opex were all elements that were key to us making our decision and you know that there has to be some credit taken by the dow account team and that their relationship towards the final throws of that rfp you know were key initially not all we were just looking for the best possible storage uh solution for ultralite and to to determine that on your end was that like a feature because it's sometimes fuzzy what the business impact is going to be like that 40 you mentioned or the data reduction at nine to one when there's a promise of four to one did you what did you do did you kind of do a feature function analysis and sort of line that up and and say okay i'm gonna map that to our business pro our processes our i.t processes and try to predict what the impact would be is that how you did it or did you take a different approach we did so we did that obviously between vendors as you'd expect in an rfp but then also mapping to how that would impact the business and that that is not an easy and easy process to go through and we've seen more games even comparing one vendor to another some of that because of the the technology the terminology is very very different and sometimes you have to bring that upper level and also gain a much more detailed understanding which at times can be challenging but we did a very like for like comparison um and also lots of research but you're quite right the the the business analysis to what we needed um we had quite a good forecast uh and from some of our historical information and data and also our engineering and business and strategic roadmap we were able to map those two together not the easiest of experiences not one that i want to repeat but we got yeah a little bit of art and science involved avishak maybe you could talk about power store what you know give us the commercial what makes it different from other products in the market uh things like cloud iq uh maybe you could talk about that a little bit sure so uh so again from uh it's music to my ears when richard talks about the ease of deployment and the management because there is a lot of focus on that but even as i said earlier from a technology perspective a lot of goodness built in in terms of being able to consolidate uh customers environment into onto the platform so that's more from a storage point of view give the best performance give the best data reduction storage efficiencies uh the second part of course the the flexibility the options that power store gives to the customers in terms of sort of disaggregating the storage and the compute aspects of it so if as a customer i want to start with different points in terms of what our customer requirements are today but going forward as your requirements change from a compute capacity perspective you can use the scale up and scale out capabilities um and and then the intelligence built in right so as you scale out your cluster being able to move storage around right as needed uh being able to do that non-disruptively so instead of saying that mr customer your uh your storage is going to you're at 90 capacity being able to say that based on your historical trending uh we expect you run out of capacity in six months some small things like that right and of course uh if the uh the dial home the support assist capabilities are enabled cloud iq brings a lot of intelligence to the table as well in addition to that as i mentioned earlier there is apps on capability that gives another level of flexibility to the customers to integrate your storage infrastructure into a virtual environment if the customer chooses to do that and last but not the least it's not just about the product right so it's about the the programs that we have put around it anytime upgrade is a big differentiator for us where it's an investment protection program for customers where if they want to have the peace of mind in terms of three months nine months three years down the line if we come out with new technologies being able to be upgrade to that non-destructively is a big part of it as well so it's a peace of mind for the customers that yes i'm getting into the power store architecture today but going forward i am i'm protected from that point of view so anytime upgrade it's a new business program that we put around leveraging the architectural benefits of power store uh whether your computer requirement your storage requirements change your your you're covered from that point of view so again a very quick overview of uh of what power store is why it is different and again that's where that comes from thank you for that richard are you are you actively using cloud iq do you get what kind of value do you get from it not currently um however we have we have had plans to to do that the um uptake and how basically our our internal work node is not allowed us to to do that but one of the other key reasons for selecting powersupport was the the non-disruptive element you know with other sas products other providers and other issues that we have experienced that was one that was a a key decision for us from a um a power store perspective one of the other you know i i to go back to the conversation slightly with in terms of performance you know we are getting getting now you know there's a 400 percent speed of improvement of publishing uh we've got 80 percent faster code coverage and our firmware built 1 300 quicker than they were previously and the time savings of the storage engineer and you know as a director of it i often ask for certain reports from from the storage array when we're working out for um storage forecasts performance forecasts and you know when we're coming close to product releases and code drops um that we're trying to manage the the reporting on the power store is is impressive whereas previously my storage engineer would not be the uh the most happiest of people when i would be trying to pull you know month-end quarterly reports etc uh whereas now it's it's ease and we have live dashboards running we can easily extract that information i love that uh because you know so often we talk about the 40 reduction in it labor uh which okay that that's cool but then your cfo's gonna say yeah but it's not like we're getting rid of people we you know we're still spending that money and okay they're getting you're now into soft dollars but when you talk about 400 percent 18 1300 percent you're talking about business impact and that's telephone numbers to a cfo so i i love those metrics thank you for sharing yeah but when they obviously some of our dashboards when they're visualized that they are very hard-hitting you know the impact you know you're quite right to see if it does chase down you know the availability and the resource profile however we're on a huge upward trajectory so having the right resilience and infrastructure in places is exactly what we need and as i mentioned before those engineers are all reallocated to much more interesting work and you know the areas that will actually drive our business forward speaking of resilience are you doing any replication uh not currently however there uh we've actually got a meeting regarding this today with some of the dell's enterprise and some of their storage specialists in a couple of hours time actually because that is very high on the agenda for us to be able to replicate and have a high availability um cluster and another uh potentially power stone made because so i was going to ask you kind of where you want to take this thing i'm hearing you you're looking at cloud iq really try to exploit that so you got some headroom here in terms of the value that you can get out of this platform uh to to do replication faster recovery etc maybe protect against you know events guys thanks so much for your time really appreciate your insights and thank you for watching this cube conversation this is dave vellante and we'll see you next time you

(upbeat music) >> The cloud is evolving. You know, it's no longer a set of remote services somewhere off in the cloud, in the distance. It's expanding. It's moving to on-prem. On-prem workloads are connecting to the cloud. They're spanning clouds in a way that hides the plumbing and simplifies deployment, management, security, and governance. So hybrid multicloud is the next big thing in infrastructure, and at the recent Nutanix .NEXT conference, we got a major dose of that theme, and with me to talk about what we heard at that event, what we learned, why it matters, and what it means to customers are Monica Kumar, who's the senior vice president of marketing and cloud go-to-market at Nutanix, and Tarkan Maner, who's the chief commercial officer at Nutanix. Guys, great to see you again. Welcome to the theCUBE. >> Great to be back here. >> Great to see you, Dave. >> Okay, so you just completed another .NEXT. As an analyst, I like to evaluate the messaging at an event like this, drill into the technical details to try to understand if you're actually investing in the things that you're promoting in your keynotes, and then talk to customers to see how real it is. So with that as a warning, you guys are all in on hybrid multicloud, and I have my takeaways that I'd be happy to share, but, Tarkan, what were your impressions, coming out of the event? >> Look, you had a great entry. Our goal, as Monica is going to outline, too, cloud is not a destination. It's an operating model. Our customers are basically using cloud as a business model, as an operating model. It's not just a bunch of techno mumbo-jumbo, as, kind of, you outlined. We want to make sure we make cloud invisible to the customer so they can focus on what they need to focus on as a business. So as part of that, we want to make sure the workloads, the apps, they can run anywhere the way the customer wants. So in that context, you know, our entire story was bringing customer workloads, use-cases, partner ecosystem with ISVs and cloud providers and service providers and ISPs we're working with like Citrix on end user computing, like Red Hat on cloud native, and also bringing the right products, both in terms of infrastructure capability and management capability for both operators and application developers. So bringing all these pieces together and make it simple for the customer to use the cloud as an operating model. That was the biggest goal here. >> Great, thank you. Monica, anything you'd add in terms of your takeaways? >> Well, I think Tarkan said it right. We are here to make cloud complexity invisible. This was our big event to get thousands of our customers, partners, our supporters together and unveil our product portfolio, which is much more simplified, now. It's a cloud platform. And really have a chance to show them how we are building an ecosystem around it, and really bringing to life the whole notion of hybrid multicloud computing. >> So, Monica, could you just, for our audience, just summarize the big news that came out of .NEXT? >> Yeah, we actually made four different announcements, and most of them were focused around, obviously, our product portfolio. So the first one was around enhancements to our cloud platform to help customers build modern, software-defined data centers to speed their hybrid multicloud deployments while supporting their business-critical applications, and that was really about the next version of our flagship, AOS six, availability. We announced the general availability of that, and key features really included things like built-in virtual networking, disaster recovery enhancements, security enhancements that otherwise would need a lot of specialized hardware, software, and skills are now built into our platform. And, most importantly, all of this functionality being managed through a single interface, right? Which significantly decreases the operational overhead. So that was one announcement. The second announcement was focused around data services and really making it easy for customers to simplify data management, also optimize big data and database workloads. We announced capability that now improves performances of database workloads by 2x, big data workloads by 3x, so lots of great stuff there. We also announced a new service called Nutanix Data Lens, which is a new unstructured data governance service. So, again, I don't want to go into a lot of details here. Maybe we can do it later. That was our second big announcement. The third announcement, which is really around partnerships, and we'll talk more about that, is with Microsoft. We announced the preview of Nutanix Clusters and Azure, and that's really taking our entire flagship Nutanix platform and running it on Azure. And so, now, we are in preview on that one, and we're super excited about that. And then, last but not least, and I know Tarkan is going to go into a lot more detail, is we announced a strategic partnership with Citrix around the whole future of hybrid work. So lots of big news coming out of it. I just gave you a quick summary. There's a lot more around this, as well. >> Okay. Now, I'd like to give you my honest take, if you guys don't mind, and, Tarkan, I'll steal one of your lines. Don't hate me, okay? So the first thing I'm going to say is I think, Nutanix, you have the absolute right vision. There's no question in my mind. But what you're doing is not trivial, and I think it's going to play out. It's going to take a number of years. To actually build an abstraction layer, which is where you're going, as I take it, as a platform that can exploit all the respective cloud native primitives and run virtually any workload in any cloud. And then what you're doing, as I see it, is abstracting that underlying technology complexity and bringing that same experience on-prem, across clouds, and as I say, that's hard. I will say this: the deep dives that I got at the analyst event, it convinced me that you're committed to this vision. You're spending real dollars on focused research and development on this effort, and, very importantly, you're sticking to your true heritage of making this simple. Now, you're not alone. All the non-hyperscalers are going after the multicloud opportunity, which, again, is really challenging, but my assessment is you're ahead of the game. You're certainly focused on your markets, but, from what I've seen, I believe it's one of the best examples of a true hybrid multicloud-- you're on that journey-- that I've seen to date. So I would give you high marks there. And I like the ecosystem-building piece of it. So, Tarkan, you could course-correct anything that I've said, and I'd love for you to pick up on your comments. It takes a village, you know, you're sort of invoking Hillary Clinton, to bring the right solution to customers. So maybe you could talk about some of that, as well. >> Look, actually, you hit all the right points, and I don't hate you for that. I love you for that, as you know. Look, at the end of the day, we started this journey about 10 years ago. The last two years with Monica, with the great executive team, and overall team as a whole, big push to what you just suggested. We're not necessarily, you know, passionate about cloud. Again, it's a business model. We're passionate about customer outcomes, and some of those outcomes sometimes are going to also be on-prem. That's why we focus on this terminology, hybrid multicloud. It is not multicloud, it's not just private cloud or on-prem and non-cloud. We want to make sure customers have the right outcomes. So based on that, whether those are cloud partners or platform partners like HPE, Dell, Supermicro. We just announced a partnership with Supermicro, now, we're selling our software. HPE, we run on GreenLake. Lenovo, we run on TruScale. Big support for Lenovo. Dell's still a great partner to us. On cloud partnerships, as Monica mentioned, obviously Azure. We had a big session with AWS. Lots of new work going on with Red Hat as an ISV partner. Tying that also to IBM Cloud, as we move forward, as Red Hat and IBM Cloud go hand in hand, and also tons of workarounds, as Monica mentioned. So it takes a village. We want to make sure customer outcomes deliver value. So anywhere, for any app, on any infrastructure, any cloud, regardless standards or protocols, we want to make sure we have an open system coverage, not only for operators, but also for application developers, develop those applications securely and for operators, run and manage those applications securely anywhere. So from that perspective, tons of interest, obviously, on the Citrix or the UC side, as Monica mentioned earlier, we also just announced the Red Hat partnership for cloud services. Right before that, next we highlighted that, and we are super excited about those two partnerships. >> Yeah, so, when I talked to some of your product folks and got into the technology a little bit, it's clear to me you're not wrapping your stack in containers and shoving it into the cloud and hosting it like some do. You're actually going much deeper. And, again, that's why it's hard. You could take advantage of those things, but-- So, Monica, you were on the stage at .NEXT with Eric Lockhart of Microsoft. Maybe you can share some details around the focus on Azure and what it means for customers. >> Absolutely. First of all, I'm so grateful that Eric actually flew out to the Bay Area to be live on stage with us. So very super grateful for Eric and Azure partnership there. As I said earlier, we announced the preview of Nutanix Clusters and Azure. It's a big deal. We've been working on it for a while. What this means is that a select few organizations will have an opportunity to get early access and also help shape the roadmap of our offering. And, obviously, we're looking forward to then announcing general availability soon after that. So that's number one. We're already seeing tremendous interest. We have a large number of customers who want to get their hands on early access. We are already working with them to get them set up. The second piece that Eric and I talked about really was, you know, the reason why the work that we're doing together is so important is because we do know that hybrid cloud is the preferred IT model. You know, we've heard that in spades from all different industries' research, by talking to customers, by talking to people like yourselves. However, when customers actually start deploying it, there's lots of issues that come up. There's limited skill sets, resources, and, most importantly, there's a disparity between the on-premises networking security management and the cloud networking security management. And that's what we are focused on, together as partners, is removing that barrier, the friction between on-prem and Azure cloud. So our customers can easily migrate their workloads in Azure cloud, do cloud disaster recovery, create a burst into cloud for elasticity if they need to, or even use Azure as an on-ramp to modernize applications by using the Azure cloud services. So that's one big piece. The second piece is our partnership around Kubernetes and cloud native, and that's something we've already provided to the market. It's GA with Azure and Nutanix cloud platform working together to build Kubernetes-based applications, container-based applications, and run them and manage them. So there's a lot more information on nutanix.com/azure. And I would say, for those of our listeners who want to give it a try and who want their hands on it, we also have a test drive available. You can actually experience the product by going to nutanix.com/azure and taking the test drive. >> Excellent. Now, Tarkan, we saw recently that you announced services. You've got HPE GreenLake, Lenovo, their Azure service, which is called TruScale. We saw you with Keith White at HPE Discover. I was just with Keith White this week, by the way, face to face. Awesome guy. So that's exciting. You got some investments going on there. What can you tell us about those partnerships? >> So, look, as we talked through this a little bit, the HPE relationship is a very critical relationship. One of our fastest growing partnerships. You know, our customers now can run a Nutanix software on any HPE platform. We call it DX, is the platform. But beyond that, now, if the customers want to use HPE service as-a-service, now, Nutanix software, the entire stack, it's not only hybrid multicloud platform, the database capability, EUC capability, storage capability, can run on HPE's service, GreenLake service. Same thing, by the way, same way available on Lenovo. Again, we're doing similar work with Dell and Supermicro, again, giving our customers choice. If they want to go to a public club partner like Azure, AWS, they have that choice. And also, as you know, I know Monica, you're going to talk about this, with our GSI partnerships and new service provider program, we're giving options to customers because, in some other regions, HPE might not be their choice or Azure not be choice, and a local telco might the choice in some country like Japan or India. So we give options and capability to the customers to run Nutanix software anywhere they like. >> I think that's a really important point you're making because, as I see all these infrastructure providers, who are traditionally on-prem players, introduce as-a-service, one of the things I'm looking for is, sure, they've got to have their own services, their own products available, but what other ecosystem partners are they offering? Are they truly giving the customers choice? Because that's, really, that's the hallmark of a cloud provider. You know, if we think about Amazon, you don't always have to use the Amazon product. You can use actually a competitive product, and that's the way it is. They let the customers choose. Of course, they want to sell their own, but, if you innovate fast enough, which, of course, Nutanix is all about innovation, a lot of customers are going to choose you. So that's key to these as-a-service models. So, Monica, Tarkan mentioned the GSIs. What can you tell us about the big partners there? >> Yeah, definitely. Actually, before I talk about GSIs, I do want to make sure our listeners understand we already support AWS in a public cloud, right? So Nutanix totally is available in general, generally available on AWS to use and build a hybrid cloud offering. And the reason I say that is because our philosophy from day one, even on the infrastructure side, has been freedom of choice for our customers and supporting as large a number of platforms and substrates as we can. And that's the notion that we are continuing, here, forward with. So to talk about GSIs a bit more, obviously, when you say one platform, any app, any cloud, any cloud includes on-prem, it includes hyperscalers, it includes the regional service providers, as well. So as an example, TCS is a really great partner of ours. We have a long history of working together with TCS, in global 2000 accounts across many different industries, retail, financial services, energy, and we are really focused, for example, with them, on expanding our joint business around mission critical applications deployment in our customer accounts, and specifically our databases with Nutanix Era, for example. Another great partner for us is HCL. In fact, HCL's solution SKALE DB, we showcased at .NEXT just yesterday. And SKALE DB is a fully managed database service that HCL offers which includes a Nutanix platform, including Nutanix Era, which is our database service, along with HCL services, as well as the hardware/software that customers need to actually run their business applications on it. And then, moving on to service providers, you know, we have great partnerships like with Cyxtera, who, in fact, was the service provider partner of the year. That's the award they just got. And many other service providers, including working with, you know, all of the edge cloud, Equinix. So, I can go on. We have a long list of partnerships, but what I want to say is that these are very important partnerships to us. All the way from, as Tarkan said, OEMs, hyperscalers, ISVs, you know, like Red Hat, Citrix, and, of course, our service provider, GSI partnerships. And then, last but not least, I think, Tarkan, I'd love for you to maybe comment on our channel partnerships as well, right? That's a very important part of our ecosystem. >> No, absolutely. You're absolutely right. Monica. As you suggested, our GSI program is one of the best programs in the industry in number of GSIs we support, new SP program, enterprise solution providers, service provider program, covering telcos and regional service providers, like you suggested, OVH in France, NTT in Japan, Yotta group in India, Cyxtera in the US. We have over 50 new service providers signed up in the last few months since the announcement, but tying all these things, obviously, to our overall channel ecosystem with our distributors and resellers, which is moving very nicely. We have Christian Alvarez, who is running our channel programs globally. And one last piece, Dave, I think this was important point that Monica brought up. Again, give choice to our customers. It's not about cloud by itself. It's outcomes, but cloud is an enabler to get there, especially in a hybrid multicloud fashion. And last point I would add to this is help customers regardless of the stage they're in in their cloud migration. From rehosting to replatforming, repurchasing or refactoring, rearchitecting applications or retaining applications or retiring applications, they will have different needs. And what we're trying to do, with Monica's help, with the entire team: choice. Choice in stage, choice in maturity to migrate to cloud, and choice on platform. >> So I want to close. First of all, I want to give some of my impressions. So we've been watching Nutanix since the early days. I remember vividly standing around the conference call with my colleague at the time, Stu Miniman. The state-of-the-art was converged infrastructure, at the time, bolting together storage, networking, and compute, very hardware centric. And the founding team at Nutanix told us, "We're going to have a software-led version of that." And you popularized, you kind of created the hyperconverged infrastructure market. You created what we called at the time true private cloud, scaled up as a company, and now you're really going after that multicloud, hybrid cloud opportunity. Jerry Chen and Greylock, they just wrote a piece called Castles on the Cloud, and the whole concept was, and I say this all the time, the hyperscalers, last year, just spent a hundred billion dollars on CapEx. That's a gift to companies that can add value on top of that. And that's exactly the strategy that you're taking, so I like it. You've got to move fast, and you are. So, guys, thanks for coming on, but I want you to both-- maybe, Tarkan, you can start, and Monica, you can bring us home. Give us your wrap up, your summary, and any final thoughts. >> All right, look, I'm going to go back to where I started this. Again, I know I go back. This is like a broken record, but it's so important we hear from the customers. Again, cloud is not a destination. It's a business model. We are here to support those outcomes, regardless of platform, regardless of hypervisor, cloud type or app, making sure from legacy apps to cloud native apps, we are there for the customers regardless of their stage in their migration. >> Dave: Right, thank you. Monica? >> Yeah. And I, again, you know, just the whole conversation we've been having is around this but I'll remind everybody that why we started out. Our journey was to make infrastructure invisible. We are now very well poised to helping our customers, making the cloud complexity invisible. So our customers can focus on business outcomes and innovation. And, as you can see, coming out of .NEXT, we've been firing on all cylinders to deliver this differentiated, unified hybrid multicloud platform so our customers can really run any app, anywhere, on any cloud. And with the simplicity that we are known for because, you know, our customers love us. NPS 90 plus seven years in a row. But, again, the guiding principle is simplicity, portability, choice. And, really, our compass is our customers. So that's what we are focused on. >> Well, I love not having to get on planes every Sunday and coming back every Friday, but I do miss going to events like .NEXT, where I meet a lot of those customers. And I, again, we've been following you guys since the early days. I can attest to the customer delight. I've spent a lot of time with them, driven in taxis, hung out at parties, on buses. And so, guys, listen, good luck in the next chapter of Nutanix. We'll be there reporting and really appreciate your time. >> Thank you so much. >> Thank you so much, Dave. >> All right, and thank you for watching, everybody. This is Dave Vellante for theCUBE, and, as always, we'll see you next time. (light music)

(happy techno music) >> Welcome everybody to this cube conversation. My name is Dave Vellante and we're joined today by Richard Goodwin. Who's the group director of IT at Ultra Leap and Avishek Kumar who manages Dell's power store product line and directs that product line along with several other lines for the company, gentlemen, welcome to the cube. >> Hi Dave >> Hi >> So Richard ultra leap, very cool company tracks, hand movements, and so forth. Tell us about the company and the technology, I'm really interested in how it's used. >> Yeah, we've had many product lines, obviously. We're at very innovative, um and the organization was spun up from PhD, a number of PhD students who were the co-founders for ultra leap. um And initially with mid-air haptics, um as you, as many people may have seen, but also hand tracking, mid-air had such a sense and feel. So, yeah, it's, it's, it's quite impressive what we have produced and the number of sectors and markets that we're in. Um And obviously to push us to, to where we are, we have relied upon lots of the Dell technology, both software and hardware. >> And what's your role at the company. >> Uh, I'm the group IT director, uh, I'm responsible for the it and business platforms or infrastructure network hardware software, and also the transparency of those platforms to ensure that we're scalable. And we are able to develop our software and hardware as rapidly as possible. >> Awesome. Yeah, a lot of data behind that too. I bet. Um okay Avishek, you direct a number of products at Dell across the portfolio, unity, extreme IO, the SC series, and of course, power vault. It's, it's quite the portfolio that you look after. So let's get into the case study. If we can, a bit, Richard, maybe you could paint a picture of, of your environment, some of the key applications that you're supporting and maybe what your infrastructure looks like. Give us a high level view. >> Sure. So pretty power store. We had quite a disparate architecture, so a fairly significant split and siding on the side of cloud, not as hybrid as we would like, and not, not as much as our on-prem as we would have liked and Hey, that, that has changed quite significantly. So we now have a number of servers and storage and storage arrays that we have on, on premise. And then we host ourselves. So we are moving quite rapidly, you know, as a, as a startup and then moving to a scale-up we needed that, that scalability and that versatility, and also the whole OPEX versus CapEx and, um, and also not being driven by lots of SaaS products and architecture and infrastructure where we needed to be in control because of our development cycles and our products, product development. >> So wait, oh okay. So, so too much cloud, you wanted to run a little bit of a dose of on-prem explain that a little bit more the cloud wasn't doing it for you in terms of your development cycle, your control, can you double click on that? >> Yeah. Some of the, some of the control and, you know, there's always a balance because there are certain elements of our development cycles and our engineering software engineering, where we need a very high parallelism for some of the work that we're doing, which then, you know, the CapEx investment makes things very, very challenging, not commercially that the right thing to do. However, there are some of our information, some of IP, some of the secure things that we do, we also do not want upgrades as an example, or any outages or certain types of server and spec that we need to be quite bespoke and unique, and that needs to be within our control. >> Got it, okay. Thank you for that. Avishek, we're going to talk about power store today. So set it up, please tell us about power store, what it is, you know, why it's important to this conversation. >> Sure, so power store store is a product that we launched may of 2020, roughly a little bit more than a year now. And it's a brand new architecture that Dell technologies released. And at the end of the day, I'll talk about a few unique aspects of the product, but at the end of the day, the, where we start with it's a storage platform, right? So where we see similar to what Richard is saying here, in terms of being able to consolidate the customer's environment, whether it is blog file, weevils, physical virtual environments, and, and it's, as I said, it's a brand new architecture where we leveraged pieces of existing products, where it makes sense and it's, we are using all the latest and greatest technologies delivering the best performance based data reduction and, and where we see a lot of traction is the options that it brings to the table for our customers in terms of flexibility, whether they want to add capacity compute, whether in fact, we have apps on the current model where customers can consolidate their compute as well on the static storage platform if needed. So a lot of innovation from a platform perspective itself, and it's not just about the platform itself, but what comes along with it, right? So we refer to it as an ecosystem, part of it, where we work with Ansible playbooks, CSI plugin, you name it, right. And it's, the storage platform by itself. Doesn't that, doesn't stand by itself in a customer's environment there are other aspects of the infrastructure that it needs to integrate with as well. Right? So if they're using Ansible playbooks, we want to make sure the integration is there. >> Got it. >> And last but not the least is the intelligence built into the platform, right? So as we are building these capabilities into the product, there is intelligence built into the product, as well as outside the product where things like cloud IQ, things like uh, um, technologies built into power suit itself makes it that much easier for the customers to manage the infrastructure and go from there. >> Thank you for that, so, Richard, what was the workload? So it actually, you started with sort of a Greenfield on prem. If I understand it correctly, what was the workload that you were sort of building around or workloads? >> Sorry, we had a, a number of different applications. Some of which we cannot really talk about too much, but we had, we had a VxRail, we had a, a smaller Dell array, and we have lots of what we classes, runners, cubeanetics cluster that we that we run and quite a few different VMs that run on our, on-prem server infrastructure and storage rates and the issues that we began to hit because of the high IO, from some of our, um, workloads that we were hitting very high latency, which rapidly stopped, began to cause us issues, especially with some of our software engineering teams. And that is when we embarked upon a competitive RFP for uh, Dell power store. Dell were already engaged from an end-user compute where they'd been selected as the end-user compute provider from a previous competitive RFP. And then we engaged them regarding the storage issue that we had, and we engaged the, our account leading count exec, and a number of solution architects were working with us to ensure that we have the optimal solution. Dell were selected over the competitors because of many reasons, you know, the, the, the new technology, the DG plication, the compression, that data overall data reduction, and the guarantee that also came, uh, came with that, with the four to one data reduction guarantee, which was significant to us because of the amount of data that we hold. Um, And we have, you know, as I mentioned, we're pulling further, further data of ours back into our hosted environments, which will end up on the power store, especially with the duplication that we're now getting. We've actually hit nine to one, which is significant. We were expecting four to one, maybe five to one with some of the data types. And what was excellent Dale were that confident that they did not even review our data types prior. And they were willing to stand by that guarantee of four to one and we've excelled that we've got different data types on, on that array, and we've hit nine to one and that's gradually grown over the last nine months. You know, we were kind of six them we moved to seven and now we're hitting nine to one ratios. >> That's great. So you get a little free storage. That's interesting what you're saying, Richard, cause I just assumed that a company that's guaranteed four to one is going to say, okay, let us, let us inspect your workload first and then we'll do the deal. So Avishek, what's the tech behind that data reduction that you're able to with such confidence, not have to pre inspect the workload in this case anyway. >> Yeah. So, so it goes back to the technologies that goes behind the product, right? So, so we, we stand behind the technology and we want to make it simpler for our customers as well. Where again, we don't want to spend weeks looking at all the data, scanning all the data before giving the guarantee. So we stand behind the technology where we understand that as the data is coming in, we are always going to be duplicated. We are always going to compress it. There is technology within the product where we are offloading some of that to the outside the CPU. So it is not impacting the performance that the applications are going to see. So a data reduction by itself is not going to get enough performance by itself is not good enough. Both of them have to be together. Right. So, and that's what powers to brings to the table. >> Yeah. Thank you. So Richard, I'm interested. I mean, I remember the power store announcement, sort of saw it leading up to it. And one of the big thrusts from Dell was the way I phrase it is essentially trying to create a cloud-like experience on-prem. So really focused on simplicity. So my question to you is, let's start with just the deployment. You know, how complicated was it to install? What was that process like? How many clicks, I mean, not that you have to tell me how many clicks, but you know, what I'm asking is, is how difficult was it to get from zero to, you know, up and running? >> Well, we actually sat down with a very difficult challenge. We were in quite a difficult situation where we'd pretty much got off of a cliff in terms of IOPS performance. So the RFP was quite rapid. And then we needed to get which, whoever, which vendor was successful, we need to get that deployed rather rapidly and on the floor in our data center and server rooms, which we did. And it was very, very simplistic within three weeks of placing the order. We had that array in our server rack and we'd begun the migration that it was very simple to set up. And the management of that array has been, we we've seen say 40% reduction in terms of effort it took to be able to manage our storage because it is very self-contained, you know, even from a reporting perspective, the deployment, the migration was all very, very, very simplistic. And, you know, we we've done some work recently where we had to also do some work on the array and some other migrations that we were doing and the resilience came, came to, came to the forefront of where the whole architecture and no single point of failure enabled us to do some things that we needed to do quite rapidly because of the, the jole notes and the resilience within, within the unit and within the power store itself was considerable where we, we kept performance up. People also prioritize any discreet rebuilds, keeps the incoming ingest rates high and prioritizes that, you know, the workloads, which is really impressive, especially when we are moving so quickly with our technology. We don't really have much time to, you know, micromanage the estate. >> Can you, can you just repeat what you said on the percent reduction? I think I heard you cut out there a little bit, a percent reduction on, on, on management, on, on, on the labor side. >> So our lead storage engineer is estimated around 40% less management. >> Wow. Okay. So that's, that's good. So actually, I, I love this conversation because, you know, in the early the days of automation, people are like, ah, that's my job provisioning, LUNs. I'm really good at it. But I think people are realizing that it's actually not something that you want to be really good at. It's something that you want to eliminate. So it now maybe it's a, that, storage engineer got his or her nights and weekends back, uh, but, but what do they do now when they get that extra time, what do you, what do you put them on? You know, no more strategic initiatives or, you know, other, other tech things in the to-do list, what's that like? >> You know, any of my team, whether it's the storage leads or some of the infrastructure team that are also involved in engaged, cause you know, the organization, we have to be quite versatile as a team in our skillsets. We don't want to be doing those BAU mundane tasks. Even the storage engineer does not want to be, you know, allocating Luns and allocating storage to physical servers, VMs, et cetera. We want all of that to be automated. And the, you know, those engineers, are they working on some of the cutting edge things that we're trying to do with machine learning as a, as an example, which is much more interesting, it's what they want to be doing. Um, you know, that aides, the obvious things like retention interest and personal development, we don't want to be, you know, that base IT infrastructure management is, is, is not, not where any of the engineers wants to be. >> In terms of the decision to go with Dell power store. I, I, I'm definitely hearing there was a relationship. There was an existing relationship with Dell. I'm sure that played into it. And you, you mentioned a couple of times that RFP, so, so you kind of lined up various various vendors. What can you tell us about that in, in addition to the relationship, what was it that led you to power store? >> Uh, there were many things saying, you know, the relationship wasn't really part of this, even though I've mentioned the end user compute in any sets or anything that we're procuring, we want best of breed and best of set, but, and there were four vendors that were engaged in the RFP and it was down selected to, two, and that was done on the cost is definitely a driver. The technology, you know, is a big trust to us. We're a tech company. New technology to us is also fascinating, not only our own but also the, the storage guarantee, the simplicity, the resilience within, within the unit. Also the, the ability which was key to us because of what we're trying to do with our hybrid model and bring, bring back and repatreize some of the data as it were um, from the client, we needed that ability to, with ease, to be able to scale up and scale out, and the power store gave us that. >> When you say cost of, I want to dig into that price or, you know, the, the, the, the price tag or the, the cost. I mean, when you do the business case, and I wonder if we could add a little color to that. >> Yeah, the, the, there there's two elements to this, so there's not even the cost of the price tag, but then also cost of ownership and the comparisons that we were running against the other vendors, but also the comparisons that we were running from a CapEx investment against OPEX and what we have in the cloud, and also the performance and performance that we get from the cloud and our cloud storage and a resilience within that, and then also the initial price tag, and then comparing the CapEx investments to the OPEX were all elements that were, were key to us making our decision. And you know that there has to be some credit taken by the Dell account team and their relationship towards the final phrase of that RFP, you know, were key, initially, not at all, we were just looking for the best possible storage solution for ultra-leap. >> And to, to determine that on your end, was that like a feature, because it's sometimes fuzzy what the business impact is going to be like that 40% you mentioned, or the data reduction at nine to one, when there's a promise of four to one, did you, what did you do? Did you kind of do a feature function analysis and sort of line that up and, and say, okay, I'm going to map that to our business, our processes, our IT processes, and try to predict what the impact would be. Is that how you did it, or did you take a different approach? >> We did. So we did that, obviously between vendors as you'd expected in RFP, but then also mapping to how that would impact the business. And that that is not an easy process to go through. We've seen more gains, even comparing one vendor to another, some of that because of the technology, the terminology is very, very different and sometimes you have to bring that up a level and also gain a much more detailed understanding, which at times can be challenging, but we did a very like-for-like comparison and, and also lots of research, but you're quite right. The, the, the business analysis to what we needed. We had quite a good forecast and from my supplier stock and information data, and also our engineering and business and strategic roadmap, we were able to map those two together, not the easiest of experiences, not one that I want to repeat, but we got through it. >> Yeah, a little bit of art and science involved. Avishek, maybe you could talk about power store, what, you know, give us the commercial. What makes it different from other products in the market? Things like cloud IQ, maybe you could talk about that a little bit. >> Sure, so, so again, from a, a it's music to my ears, when Richard talks about the ease of deployment and the management, because there is a lot of focus on that. But even as I said earlier, from a manned technology perspective, a lot of goodness built in, in terms of being able to consolidate a customer's environment into, onto the platform. So that's more from a storage point of view that will give the best performance, give the best data reduction, storage efficiencies. Um, the second part, of course, the flexibility, the options that power store it gives to the customers in terms of sort of desegregating the storage and the compute aspects of it. So if, as a customer, I want to start with different points in terms of what our customer requirements are today, but going forward as requirements changed from a compute capacity perspective, you can use a scale up and scale out capabilities, and then the intelligence built in, right? So as you scale out your cluster, being able to move storage around right, as needed being able to do that non-disruptively. So instead of saying that Mr. Customer you're, you're storage is going to, you're at 90% capacity, being able to say that based on your historical trending, we expect you run out of capacity in six months, some small things like that. Right. And of course, if the, the dial home, the support assist capabilities that are enabled, cloud IQ brings a lot of intelligence to the table as well. In addition to that, as they mentioned earlier, there is apps on capability that gives another level of flexibility to the customers to integrate your storage infrastructure into a virtual environment. If the customer chooses to do that. And last but not the least, it's not just about the product right? So it's about the programs that we have put around it. Any anytime I'll create is a big differentiator for us, where it's an investment protection program for customers, where if they want to have the peace of mind, in terms of three months, nine months, three years down the line, if we come out with new technologies, being able to be upgrade to that non-disruptively is a big part of it as well. It's a peace of mind for the customers that, yes, I'm getting into the power store architecture today, but going forward, I am I'm protected from that point. So anytime I upgrade, it's a new business program that we put around leveraging the architectural benefits of power stool, whether your compute requirements, your storage requirements change you're, you're, you're covered from that point of view. So again, very quick a overview of, of what power store is, why it is different, and again, that's where that comes from. >> Thank you for that. Richard, are you, are you actively using cloud IQ? Do you get, what kind of value do you get from it? >> Not currently. However, we have, we have had plans to do that. The uptake and BCR, our internal workload has not allowed us to do that, but one of the other key reasons for selecting power source was the, the non-disruptive element, you know, with other SaaS products, other providers, and other issues that we have experienced. That was one, that was a, a key decision for us from a, a power store perspective. One of the other, you know, I would like to go back to the conversation slightly, in terms of performance, we are getting, getting now, you know, there's a 400% speed of improvement of publishing. We've got an 80% faster code coverage. So our firmware builds a 1300% quicker than they were previously and, and the time savings of the storage engineer and, you know, as a, as director of IT, I often asked for certain reports from, from the storage array, when we're working out for, um, storage forecast, performance forecast. And, you know, when we're coming close to product releases, code drops that we're trying to manage, the reporting or the power stories is impressive. Whereas previously my storage engineer would not be the, the most happiest of people when I would be trying to pull, you know, monthly and quarterly reports, et cetera. Whereas now it's, it's easy and we have live dashboards running, and we can easily extract that information. >> I love that, because, you know, so often we talk about the 40% reduction in IT, labor, uh, which, which, okay, that's cool. But then your CFO's going to say, yeah, but it's not like we're getting rid of people. We, you know, we're still spending that money and you, okay. They're getting you're now into soft dollars, but when you talk about 400%, 18%, 1300% of what you're talking about, business impact and that's telephone numbers to a CFO. So I love those metrics. Thank you for sharing. >> Yeah. But what would, they, obviously, in some of our dashboards when they visualize that they are very hard hitting, you know, the impact that you're quite right that the CFO does chase down, you know, the availability and the resource profile, however, we're on a huge upward trajectory. So having the right resilience and infrastructure in places is exactly what we need. And as I mentioned before, those engineers are all reallocated to much more interesting work. And, you know, the, the areas that will actually drive our business forward. >> Speaking of resilience, are you doing any replication? >> Not currently. However, there, uh, we've actually got a meeting regarding this today with some of that was a surprise that some of their storage specialists in a couple of hours time, actually, because that is a very high on the agenda for us to be able to replicate and have a high availability cluster and another potentially power store name. >> So I was going to ask you kind of where you want to take this thing. I'm hearing you, you're looking at cloud IQ, really try to exploit that. So you've got some headroom here in terms of the value that you can get out of this platform to, to do replication, faster recovery, et cetera, maybe protect against, you know, events. Any other things that you would identify as things you would either want from Dell or things that you'd like to see this platform direction you'd like to see it take in the future? >> Uh, yeah. We, we actually had some discussions recently and we are actively involved in some of the power store roadmap, which is, which is really good for us because we get visibility. And we also get to feed back to Dell on some of the features that we would like to see. So one of the things that we're discussing is a virtual kind of power store is what we would like to see. So some of that resilience would be really useful for us to be able to fail over quite rapidly and have live access to you are sick of data rather than potentially having hole sites. And we're looking at some of the Dell service offerings, which are quite impressive and is currently ticking. You know, we're very early in the, in the stages of the discovery, but there's quite a few boxes being ticked. Currently. >> Guys, we got to leave it there. I love this example of where you've got infrastructure, really connecting directly to a fast growth company, helping it scale, guys, thanks so much for your time. Really appreciate your insights. >> Thank you >> And thank you And thank you for watching this cube conversation. This is Dave Volante, and we'll see you next time. (upbeat music)

>>Mhm. >>The company Nutanix was founded as the world was coming out of the financial crisis in 2009 Cop Computing was still in its infancy but had shown the way for what was possible with automation and simplification of infrastructure provisioning and management at scale. Now what Nutanix did is it brought cloud concepts to data centers and created the market for hyper converged infrastructure, a software defined architecture that eliminated stovepipes in the heavy lifting Associated with traditional compute networking in storage management. Now in the first part of the next decade, Nutanix essentially set the standard for this new world, building a loyal customer base, reaching escape velocity and successfully going public in 2016. Fast forward to 2021 and much has changed. Cloud is no longer knew rather it's become a staple of the digital economy as we exit the isolation economy. The cloud is much different today. It's expanding to on prem and out to the edge. New connections are being made in hybrid and across cloud models and as such, connecting and managing infrastructure across these new clouds to create a facile experience for users irrespective of where the data lives. Has become a major priority for organizations. They don't want to waste time and money on making the plumbing work. But that's easier said than done as the market is evolving. So is Nutanix to meet these new customer challenges and opportunities and with me ahead of dot next the major event of the year for Nutanix customers is Monica Monica Kumar who is the senior vice president of marketing and cloud go to market for the company Monica always great to see you welcome back to the cube. >>Thank you so much. Dave I'm so happy to be here again. >>Okay, so you heard my little narrative upfront, what's your perspective on the cloud market and where your customers are in their journey? >>Well, as you said, Dave Cloud is a critical enabler for rapid growth for organizations now, it's no longer just uh you know, nice to have, it's become a must have for organizations to survive and thrive in this digital economy. Uh In fact I follow a lot of um surveys that are happening around cloud adoption and one of the key trends that's coming out is it's no longer just about I. T. Practitioners adopting cloud. In fact, 78% of C. X. O. S are looking to cloud to speed up transformation of the entire businesses. You know, 80% of business executives are looking to cloud to mitigate their risks of their companies and 87% of the executives view cloud as critical to achieving their corporate growth goals. So what we are now realizing is that hybrid multi cloud is becoming the preferred model Which means there is no one cloud that customers are using, they're using the right cloud for the right workload. In fact, according to Gartner Group, 81% of public cloud users are using more than two providers. So what's happening is increasingly businesses are relying on multiple public clouds and on premises to meet their needs and are looking for that flexibility and that's delivered by different cloud providers. Um We've done our own survey called Nutanix Enterprise cloud and that we do it every year and 86% of respondents in the last service said hybrid cloud is the ideal operating model. So the Net Net that we're hearing from our customers is cloud is not a destination, it's an operating model. Customers want the right cloud for the right workload and the right applications. >>Okay, awesome. So the world, great setup. Thank you. So the world is moving to multi cloud. I think there's not no debate on that and that is really the mainstream. That's the norm. Talk about where Nutanix fits into this new world. >>Absolutely. So we're at an inflection point as organizations are grappling with this complexity. Now, obviously you can imagine the more computing environments to use this complexity in running and managing those hybrid solutions across multiple clouds. When Nutanix is focused singularly on is making that cloud complexity invisible. So our customers can focus on their business outcomes. We are solving the complexity of running and managing multiple clouds, just like we did for infrastructure and data centers a decade ago when we first started as a company. Now with the Nutanix start platform enabling our customers to seamlessly connect their private and public clouds simply move applications, data licenses across any cloud, optimize the work replacement and costs all while leveraging a consistent set of services, tools and processes. So for us it's really, really crucial that we give customers the choice to pick the hardware. Of the choice, the cloud of their choice, the virtual machines, they want to deploy the containers and data and help them realize their entire hybrid multi cloud strategy. It's all about giving our customers that peace of mind to deploy and operate the apps and data across multiple clouds with ease and flexibility. >>All right, let's talk about dot next my I think I'm pretty sure my first dot next was the first one ever, which I think was 2015. It was pre I P O. The focus is obviously evolving what's the focus this year? >>Well, dot next has evolved to become the industry's leading hybrid multi cloud conference. It's almost here. It's taking place next week, september 28th, 23rd and this year's event will bring together it and cloud professionals from around the globe to explore the latest trends, solutions, best practices and hybrid, multi cloud technology. Now we're obviously gonna, you know, future a lot of thought leaders from within the industry as well as in general, you know, people that impact our lives in a positive manner. And we're going to really focus on topics around hybrid multi cloud hyper converged infrastructure, private cloud ABM organization, you know, kubernetes containers, how do you figure out which after deploy where? So you're gonna see a lot of focus on hybrid multi colored solutions this year we're going to have lots of real world stories, hands on labs, best practices for practitioners. And again as I said all the tools that attendees need to go back and then put to practice some of the hybrid multi cloud strategies that they would learn and dark next >>talk a little bit more Monica about the what's in it for me for for attendees, what can they expect? What are they going to be able to take away from from this conference? >>Well, so as I said, a conferences both for business leaders and I. T. Leaders and practitioners. So for the business leaders, as I said, they'll get to hear from the latest industry visionaries around where the world of cloud is moving to, what are the latest and greatest innovations and hybrid multi cloud technologies uh and how can they make the businesses more competitive? How can they, you know, create more business value for the organization by using these technologies. For the IOT practitioners, they will go away as I said, learning from their peers in how they are adopting cloud, what are some of the myths around cloud computing. Get some information on deployment details and the benefits some of the piers are realizing since they moved to new tenants for example, in general, since they've adopted, you know, hybrid multi cloud solutions, they will also be able to connect with their industry peers, access democrat pounds. Uh in fact one of the major uh spotlights and not next will be the test drive live uh practitioners can get hands on our technology and really test drive it during the event itself and learn how to create a hybrid cloud within an hour, learn how to deploy databases with a click of a button for example, so lots of great goodies there and oh by the way we have some amazing external speakers as well besides our own, you know engineers, executives and so on. We have a whole roster of third party speakers too. >>That's awesome. Now, you know, one of the other things too is one of the ways you were able to reach escape velocity as a company is you had a strong partner ecosystem I presume is going to be a partner network participating as well. >>Yes, absolutely, thank you for reminding me about that partnerships is very, very, very, very important in Nutanix. You know, it does take a village, we have a full day dedicated to our partners and partner technology and solutions. It's called the part exchange. It's on Monday September 20, so again we hope that you all will participate but also you'll see partners are embedded uh in our september 21st and 22nd agenda and programme as well which is the main two days of dot next. So partners are in our life and blood, they're part of our ecosystem. >>That's great. What's next for Nutanix as you head into 20, >>Well before I go there, I do want to focus on a couple more featured speakers. So for those of you who are interested in cybersecurity, we will have Theresa Patton, who is the first female white house C I O and a leading cybersecurity expert. She'll be speaking. I'm actually interviewing her as well. We have Rachel, so johnny who is the founder of Girls who code and marshall plan for moms. We have Gary Vaynerchuk who's the ceo of Winner Media who is an author and entrepreneur. So I do hope that folks will plan to join if not for the core hybrid, multi colored content but also for these amazing speakers and last but not least. Hey, if none of this excites you then we do have some amazing entertainment. We have john taylor of Duran, Duran and the electric fondue coke, Romeo also headlining our day to keynote. >>So fantastic. I love it. Okay, go ahead please. >>Well I was gonna say so now let me talk about So what's next? Well for us, what's next is really helping customers realize their full hybrid, multi cloud strategy and empower them to make the right cloud decisions. So in fact one of the things you're gonna see us launch next week is also a new brand campaign. It's called cloud on your terms and you'll see that all over plastered all over dot next and so on. We are fully invested in our customer success to help them build, run and operate anywhere to help them easily migrate to public cloud or stay on premises if they choose to. And ultimately to make cloud complexity invisible for our customers, >>you know uh cloud your way kind of thing. I love that. And I and I failed to mention one of the first conferences I went to next, I met some developers and I was like whoa, cool. Because you guys one of the first that really truly do infrastructure as a code and bring that on prem and now it's going across clouds. So September 20 you kick off the partner day, is that right? And then the big keynote start the 21st right >>And go through the 20 >>third. Yes, >>yes. And we have a lot of on demand content as well around the keynote. So it's gonna be a packed packed set of agenda and days and you can choose whatever content you want to attend and participate in. >>Excellent. You guys always put under great program so go there register, we'll see you there, Monica. Always a pleasure. Thanks so much. >>Thank you so much for having me. I really appreciate it. >>All right. And we'll see you at dot next. This is Dave Volonte for the cube. >>Mhm mm

>> Okay. We're here with Vasanth Kumar who's the Principal Solutions Architect for MongoDB. Vasanth, welcome to "theCube." >> Thanks Dave. >> Hey, listen, I feel like you were born to be an architect in technology. I mean, you've worked for big SIs, you've worked with many customers, you have experience in financial services and banking. Tell us, the audience, a little bit more about yourself, and what you're up to these days. >> Yeah. Hi, thanks for the for inviting me for this discussion. I'm based out of Bangalore, India, having around 18 years experience in IT industry, building enterprise products for different domains, verticals, finance built and enterprise banking applications, IOT platforms, digital experience solutions. Now being with MongoDB nearly two years, been working in a partner team as a principal solutions architect, especially working with ISBs to build the best practices of handling the data and embed the right database as part of their product. I also worked with technology partners to integrate the compatible technology compliance with MongoDB. And also worked with the private cloud providers to provide a database as a service. >> Got it. So, you know, I have to Vasanth, I think Mongo, you kind of nailed it. They were early on with the trends of managing unstructured data, making it really simple. There was always a developer appeal, which has lasted and then doing so with an architecture that scales out, and back in the early days when Mongo was founded, I remember those days, I mean, digital transformation, wasn't a thing, it wasn't a buzz word, but it just so happens that Mongo's approach, it dovetails very nicely with a digital business. So I wonder if you could talk about that, talk about the fit and how MongoDB thinks about accelerating digital transformation and why you're different from like a traditional RDBMS. >> Sure, exactly, yeah. You had a right understanding, let me elaborate it. So we all know that the customer expectation changes day by day, because of the business agility functionality changes, how they want to experience the applications, or in apps that changes okay. And obviously this yields to the agility of the information which transforms between the multiple systems or layers. And to achieve this, obviously the way of architecting or developing the product as completely a different shift, might be moving from the monolith to microservices or event-based architecture and so on. And obviously the database has to be opt for these environment to adopt these changes, to adopt the scale of load and the other thing. Okay. And also like we see that the common, the protocol for the information exchange is JSON, and something like you, you adopt it. The database adopts it natively to that is a perfect fit. Okay. So that's where the MongoDB fits perfectly for billing or transforming the modern applications, because it's a general purpose database which accepts the JSON as a payload and stores it in a BSON format. You don't need to be, suppose like to develop any particular application or to transfer an existing application, typically they see the what is the effort required and how much, what is the cost involved in it, and how quickly I can do that. That's main important thing without disturbing the functionality here where, since it is a multimodal database in a JSON format, you don't easily build an application. Okay? Don't need a lot of transformation in case of an RDBMS, you get the JSON payload, you transform into a tabular structure or a different format, and then probably you build an ORM layer and then map it and save it. There are lot of work involved in it. There are a lot of components need to be written in between. But in case of MongoDB, what they can do is you get the information from the multiple sources. And as is, you can put it in a DB based on where, or you can transform it based on the access patterns. And then you can store it quickly. >> Dave: Got it. And I tell Dave, because today you haven't context data, which has a selected set of information. Probably tomorrow the particular customer has more information to put it. So how do you capture that? In case of an RDBMS, you need to change the schema. Once you scheme change the schema, your application breaks down. But here it magically adopts it. Like you pass the extra information, it's open for extension. It adopts it easily. You don't need to redeploy or change the schema or do something like that. >> Right. That's the genius of Mongo. And then of course, you know, in the early days people say, oh, you know, Mongo, it won't scale. And then of course we, through the cloud. And I follow very closely Atlas. I look at the numbers every quarter. I mean, overall cloud adoption is increasing like crazy, you know, our Wiki Bon analyst team. We got the big four cloud vendors just in IAS growing beyond a 115 billion this year. That's 35% on top of, you know, 80-90 billion last year. So talk more about how MongoDB fits with the cloud and how it helps with the whole migration story. 'Cause you're killing it in that space. >> Yeah. Sure. Just to add one more point on the previous question. So for continuously, for past four to five years, we have been the number one in the wanted database. >> Dave: Right Okay. That that's how like the popularity is getting done. That's how the adoption has happened. >> Dave: Right. >> I'm coming back to your question- >> Yeah let's talk about the cloud and database as a service, you guys actually have packaged that very nicely I have to say. >> Yeah. So we have spent lot of effort and time in developing Atlas, our managed database as a service, which typically gives the customer the way of just concentrating on their application rather than maintaining and managing the whole set of database or how to scale infrastructure. All those things on work is taken care. You don't need to be an expert of DB, like when you are using an Atlas. So we provide the managed database in three major cloud providers, AWS, GCP, and Azure, and also it's a purely a multicloud, you know, like you can have a primary in AWS and you have the replicated nodes in GCP or Azure. It's a purely multicloud. So that like, you don't have a cloud blocking. You feel that, okay, your business is, I mean, if this is the right for your business you are choosing the model, you think that I need to move to GCP. You don't need to bother, you easily migrate this to GCP. Okay. No vendor lock in, no cloud lock in this particular- >> So Vasanth, maybe you could talk a little bit more about Atlas and some of the differentiable features and things that you can do with Atlas that maybe people don't know about. >> Yeah, sure Dave like, Atlas is not just a manage database as a service, you know, like it's a complete data platform and it provides many features. Like for example, you build an application and probably down the line of three years, the data which you captured three years back might be an old data. Like how do you do it? Like there's no need for you to manually purge or do thing. Like we do have an online archival where you configure the data. So that like the data, which is older than two years, just purge it. So automatically this is taken care. So that like you have hot data kept in Atlas cluster and the cold data moved up to an ARKit. And also like we have a data lake where you can run a federated queries . For example, you've done an archival, but what if people want to access the data? So with data lake, what it can do is, on a single connection, you can fire a- you can run a federated queries both on the active and the archival data. That's the beauty, like you archive the data, but still you can able to query it. And we do also have a charts where like, you can build in visualization on top of the data, what you have captured. You can build in graphs or you can build in graphs and also embed these graphs as part of your application, or you can collaborate to the customers, to the CXOs and other theme. >> Dave: Got it. >> It's a complete data platform. >> Okay. Well, speaking of data platform, let's talk about Io-Tahoe's data RPA platform, and coupling that with Mongo DB. So maybe you could help us understand how you're helping with process automation, which is a very hot topic and just this whole notion of a modern application development. >> Sure. See, the process automation is more with respect to the data and how you manage this data and what to derive and build a business process on top of it. I see there are two parts into it. Like one is the source of data. How do you identify, how do you discover the data? How do you enrich the context or transform it, give a business context to it. And then you build a business rules or act on it, and then you store the data or you derive the insights or enrich it and store it into DB. The first part is completely taken by Io-Tahoe, where you can tag the data for the multiple data sources. For example, if we take an customer 360 view, you can grab the data from multiple data sources using Io-Tahoe and you discover this data, you can tag it, you can label it and you build a view of the complete customer context, and use a realm web book and then the data is ingested back to Mongo. So that's all like more sort of like server-less fashion. You can build this particular customer 360 view for example. And just to talk about the realm I spoke, right? The realm web book, realm is a backend APA that you can create on top of the data on Mongo cluster, which is available in addclass. Okay. Then once you run, the APS are ready. Data as a service, you build it as a data as a service, and you fully secure APIs, which are available. These APS can be integrated within a mobile app or an web application to build in a built in modern application. But what left out is like, just build a UI artifacts and integrate these APIs. >> Yeah, I mean we live in this API economy companies. People throw that out as sort of a buzz phrase, but Mongo lives that. I mean, that's why developers really like the Mongo. So what's your take on DevOps? Maybe you could talk a little bit about, you know, your perspective there, how you help Devs and data engineers build faster pipelines. >> Yeah, sure. Like, okay, this is the most favorite topic. Like, no, and it's a buzzword along, like all the DevOps moving out from the traditional deployment, what I learned online. So like we do support like the deployment automation in multiple ways okay, and also provide the diagnostic under the hood. We have two options in Mongo DB. One is an enterprise option, which is more on the on-prem's version. And Atlas is more with respect to the cloud one manage database service. Okay. In case of an enterprise advanced, like we do have an Ops manager and the Kubernetes operator, like a Ops manager will manage all sort of deployment automation. Upgrades, provides your diagnostics, both with respect to the hardwares, and also with respect to the MongoDB gives you a profiling, slow running queries and what you can get a context of what's working on the data using that. I'm using an enterprise operator. You can integrate with existing Kubernetes cluster, either in a different namespace on an existing namespace. And orchestrate the deployment. And in case of Atlas, we do have an Atlas-Kubernetes operator, which helps you to integrate your Kubernetes operator. And you don't need to leave your Kubernetes. And also we have worked with the cloud providers. For example, we have we haven't cloud formation templates where you can just in one click, you can just roll out an Atlas cluster with a complete platform. So that's one, like we are continuously working, evolving on the DevOps site to roll out the might be a helm chart, or we do have an operator, which has a standard (indistinct) for different types of deployments. >> You know, some really important themes here. Obviously, anytime you talk about Mongo, simplicity comes in, automation, you know, that big, big push that Io-Tahoe was making. What you said about data context was interesting because a lot of data systems, organizations, they lack context and context is very important. So auto classification and things like that. And the other thing you said about federated queries I think fits very well into the trend toward decentralized data architecture. So very important there. And of course, hybridisity. I call it hybridisity. On-prem, cloud, abstracting that complexity away and allowing people to really focus on their digital transformations. I tell ya, Vasanth, it's great stuff. It's always a pleasure chatting with Io-Tahoe partners, and really getting into the tech with folks like yourself. So thanks so much for coming on theCube. >> Thanks. Thanks, Dave. Thanks for having a nice discussion with you. >> Okay. Stay right there. We've got one more quick session that you don't want to miss.

(bright music) >> Welcome back to HPE Discover 2021. My name is Dave Vellante and you're watching theCUBE's virtual coverage of HPE's big customer event. Of course, the virtual edition and we're going to dig into transformations, the role of technology and the role of senior technology leadership. Look, let's face it, HPE has gone through a pretty dramatic transformation itself in the past few years so it makes a great example in case study and with me is Rashmi Kumar who is the senior vice president and CIO at HPE, Rashmi welcome come on inside theCUBE. >> Hi Dave nice to be here. >> Well it's been almost a year since COVID you know changed the world as we know it. How would you say the role of the CIO specifically in generally IT has changed? I mean you got digital, zero trust has gone from buzzword to mandate, digital, everybody was you know complacent about digital in many ways and now it's really accelerated, remote work, hybrid, how do you see it? >> Absolutely, as I said in the last Discover that COVID has been the biggest reason to accelerate digital transformation in the companies. I see CIO's role has changed tremendously in the last 15 months. It's no more just keep the operations running, that's become a table stake. Our roles have become not only to create digital customer experience, engage with our customers in different ways, but also to transform the company operations from inside out to be able to give that digital experience from beginning to end of the customer engagement going forward. We have also become responsible for switching our strategies around the companies as the COVID hit in different parts of the world at different times and how companies structured their operations to go from one region to another, a global company like HPE had to look into its supply chain differently, had to look into strategies to mitigate the risk that was created because of the supply chain disruptions, as well as you go to taking care of our employees. How do you create this digital collaboration experience where teams can still come together and make the work happen for our end customers? How do we think about future employee engagement when people are not coming into these big buildings and offices and working together, but how do you create the same level of collaboration, coordination, as well as delivery of faster, good and services which is enabled by technology going forward. So CIO and IT's role has gone from giving a different level of customer experience to different level of employee experience, as well as enabling day-to-day operations of the companies. CEOs have realized that digital is the way to go forward, it does not matter what industry you are in and now CIOs have their seat at the table to define what the future of every company now which is a technology company irrespective you are in oil and gas, or mining, or a technical product, or a car or a mobility company, end of the day you have to act and behave like a technology company. >> So I want to ask you about that because you've been a CIO at a leading technology provider now for the last three years and you've had previous roles and were, you know non-technical, technology, you know, selling to IT companies and as you point out those worlds are coming together. Everybody's a technology company today. How do you think that changes the role of the CIO because it would always seem to me that there was a difference between a CIO at a tech company you know what I mean by that and a CIO at sort of every other company is, are those two worlds converging? >> Absolutely and it's interesting you pointed out that I have worked in many different industries from healthcare and pharma, to entertainment, to utilities and now at a technology company. End of the day the issues that IT deals with are pretty similar across the organization. What is different here is now my customers are people like me in other industries and I have little bit of an advantage because just having the experience across various ecosystem even that HPE look I was fortunate at HPE because of Antonio's leadership we had top-down mandate to transform how we did business and I talked about my NextGEN IT program in last year's CUBE interview. But at the same time while we were changing our customer, partner's experience from ordering, to order processing, to supply chain, to finance, we decided this pivot of becoming as a service company. And if you think about that pivot, it's pretty common. If it was a technology company or non-technology company. At HPE we were very used to selling a product and coming back three years later at the time of refresh of infrastructure or hardware. That's no more true for us. Now we are becoming an as a service or a subscription company and IT played a major role to enable that quote-to-cash experience which is very different than the traditional experience, around how we stay connected with our customer, how we proactively understand their behavior. I always talk about this term digital exhaust which results into data, which can result into better insight and you can not only upsell, cross-sell because now you have more data about your product usage, but first and foremost give what your customer wants in a much better way because you can proactively understand their needs and wants because you are providing a digital product versus a physical product. So this is the change that most of the companies are now going through. If you look at Domino's transition, they are pizza sellers but they did better because they had better digital experience. If you look at Chipotle, these are food service companies. Ikea which is a furniture manufacturer, across the board we have helped our customers and industries to understand how to become a more digital provider. And remember when HPE says edge to cloud platform as a service, edge is the product, the customers is what we deal with and how do we get that, help them get that data, understand how the product is behaving and then get the information to cloud for further analysis and understanding from the data that comes out of the products that they sell. >> I think you've been at HPE now I think around three years and I've been watching of course for decades, you know HPE, well HP then HPE is, I feel like it's entering now that sort of third phase of its transformation, your phase one was okay we got to figure out how to deal or operate as separate companies, okay, that took some time and then it was okay, now how do we align our resources? And you know what are the waves that we're going to ride? And how do we take our human capital, our investments and what bets do we place? And you're all in on as a service and now it's like okay, you know how do we deliver on all those promises? So pretty massive transformations. You talked about edge to cloud as a service so you've got this huge pivot in your business. What's the technology strategy to support that transformation? >> Yeah, that's a great question. So as I mentioned first, your second phase which was becoming a stand-alone company was the NextGEN IT program where we brought in S4 and 60 related ecosystem application where even in the traditional business there was a realization that we were 120 billion company, we are a 30 billion company, we need different types of technologies as well as more integrated across our product line, across the globe and we, I'm very happy to report that we are the last leg of NextGEN IT transformation. Where we have brought in new customer experience through low-touch or no-touch order processing, a very strong S4 capabilities where we are now able to run all global orders across all our hardware and services business together and I'm happy to report that we have been able to successfully run through the transformation which a typical company of our size would take five or six years to do in around close to three years. But at the same time while we were building this foundation and the capabilities to be able to do order management supply chain and data and analytics platforms, we also made the pivot to go to as a service. Now for as a service and subscription selling, it needs a very different quote-to-cash experience for our customers. And that's where we had bring in platforms like BRIM to do subscription billing, convergent charging and a whole different way to address. But we were lucky to have this transformation completed on which we could bolt on this new capability and we had the data analytics platform built which now these as a service products can also use to drive better insight into our customer behavior as well as how they're using our product real time for our operations teams. >> Well they say follow the money, in theCUBE we love to say follow the data. I mean data is obviously a crucial component of competitive advantage, business value, so talk a little bit more about the role of data, I'm interested in where IT fits. You know a lot of companies they'll have a chief data officer, or a CIO, sometimes they're separate sometimes they work, you know for each other, or CDO works for CIO, how do you guys approach the whole data conversation? >> Yeah that's a great question and has been top of the mind of a lot of CEOs, CIOs, chief digital officers in many different companies. The way we have set it up here is we do have a chief data officer and we do have a head of technology and platform and data lake within IT. Look the way I see is that I call the term data torture. If they have multiple data lakes, if they have multiple data locations and the data is not coming together at one place at the first time that it comes out to the source system, we end up with data swamps and it's very difficult to drive insights, it's very difficult to have single version of truth. So HPE had two-pronged approach. First one was as part of this NextGEN IT transformation we embarked upon the journey first of all to define our customers and products in a very uniform way across the globe. It's called entity master data and product master data program. These were very, very difficult program. We are now happy to report that we can understand the customer from cold stage to servicing stage beginning to end across all our system. It's been a tough journey but it was effort well spent. At the same time while we were building this master data capability we also invested time in our analytics platform. Because we are generating so much data now globally as one footprint, how do we link our data lake to our SAP and Salesforce and all these systems where our customer data flows through and create analytics and insight from it from our customers or our operations team. At the same time we also created a chief data officer role where the responsibility is really to drive business from understanding what decision making and analytics they need around product, around customer, around their usage around their experience to be able to drive better alignment with our customers and products going forward. So this creates efficiencies in the organization. If you have a leader who is taking care of your platforms and data, building single source of truth and you have a leader who is propagating this mature notion of handling data as enterprise data and driving that focus on understanding the metrics and the insight that the businesses need to drive better customer alignment, that's when we gain those efficiencies and behind the scenes the chief data officer and the data leader within my organization work very, very closely to understand each other needs, sometimes art of the possible, where do we need the data processing? Is it at the edge? Is it in the cloud? What's the best way to drive the technology and the platform forward? And they kind of rely on each other's knowledge and intelligence to give us superior results. And I have done data analytics in many different companies, this model works. Where you have focus on insight and analytics without, because data without insight is of no value. But at the same time you need clean data, you need efficient, fast platforms to process that insight at the functional non-functional requirement that our business partners have. And that's how we have established in here and we have seen many successes recently as of now. >> I want to ask you a kind of a harder, maybe it's not a harder question it's a weird question around single version of the truth. 'Cause it's clearly a challenge for organizations and there's many applications, workloads that require that single version of the truth, the operational systems, the transaction systems, the HR, the Salesforce and clearly you have to have a single version of the truth. I feel like, however we're on the cusp of a new era where business lines see an opportunity for whatever, their own truth to work with a partner to create some kind of new data product. And it's early days in that but I wonder, maybe not the right question for HPE but I wonder if you see it with in your ecosystems where it's yes, single version of truth is sort of one class of data and analytics got to have that nailed down, data quality, everything else. But then there's this sort of artistic version of the data where business people need more freedom, they need more latitude to create. Are you seeing that? Maybe you can help me put that into context. >> That's a great question Dave and I'm glad you asked it so. I think Tom Davenport, who is known in the data space talks about the offensive and the defensive use cases of leveraging data. I think the piece that you talked about where it's clean, it's pristine, it's quality, it's all that, most of those offer the offensive use cases where you are improving companies' operations incrementally because you have very clean data, you have very good understanding of how my territories are doing, how my customers are doing, how my products are doing, how am I meeting my SLAs or how my financials are looking, there's no room for failure in that area. The other area is though which works on the same set of data. It's not a different set of data but the need is more around finding needles in the haystack to come up with new needs, new wants in customers or new business models that we go with. The way we have done it is we do take this data, take out what's not allowed for everybody to be seen and then what we call is a private space but that's this entire data available to our business leader not real time, because the need is not as real time because they are doing more, what we call this predictive analytics to be able to leverage the same data set and run their analytics. And we work very closely with business units, we educate them, we tell them how to leverage this data set and use it and gather their feedback to understand what they need in that space to continue to run with their analytics. I think as we talk about hindsight, insight and foresight, hindsight and insight happens more from this clean data lakes where you have authenticity, you have quality and then most of the foresight happens in a different space where the users have more leverage to use data in many different ways to drive analytics and insights which is not readily available. >> Great thank you for that. That's an interesting discussion. You know digital transformation it's a journey and it's going to take you know many years. I know a lot of ways, not a lot of ways, 2020 was a forced march to digital you know. If you weren't a digital business you were out of business and so you really didn't have much time to plan. So now organizations are stepping back saying, okay, let's really lean into our strategy, the journey and along the way, there's going to be blind spots, there's bumps in the road, when you look out what are the potential disruptions that you see maybe in terms of how companies are currently approaching their digital transformations? >> That's a great question Dave and I'm going to take a little bit more longer-term view on this topic, right? And what's top of my mind recently is the whole topic of ESG, environmental, social and governance. Most of the companies have governance in place right? Because they are either public companies, or they're under some kind of scrutiny from different regulatory bodies or whatnot even if you're a startup you need to do things with our customers and whatnot. It has been there for companies, it continues to be there. We the public companies are very good at making sure that we have the right compliance, right privacy, right governance in place. Now we'll talk about cybersecurity I think that creates a whole new challenge in that governance space, however we have the setup within our companies to be able to handle that challenge. Now, when we go to social, what happened last year was really important. And now as each and every company we need to think about what are we doing from our perspective to play our part in that and not only the bigger companies, leaders at our level I would say that between last March and this year I have hired more than 400 people during pandemic which was all virtual, but me and my team have made sure that we are doing the right thing to drive inclusion and diversity which is also very big objective for HPE and Antonio himself has been very active in various round tables in US at the World Economic Forum level and I think it's really important for companies to create that opportunity, remove that disparity that's there for the underserved communities. If we want to continue to be successful in this world to create innovative product and services we need to sell it to the broader cross section of populations and to be able to do that we need to bring them in our fold and enable them to create that equal consumption capabilities across different sets of people. HPE has taken many initiatives and so are many companies. I feel like the momentum that companies have now created around the topic of equality is very important. I'm also very excited to see that a lot of startups are now coming up to serve that 99% versus just the shiny ones as you know in the Bay Area to create better delivery methods of food or products right? But the third piece which is environmental is extremely important as well. As we have seen recently in many companies and where even the dollar or the economic value is flowing are around the companies which are serious about environmental. HPE recently published it's a Living Progress Report, we have been in the forefront of innovation to reduce carbon emissions, we help our customers through those processes. Again, if we don't, if our planet is on fire none of us will exist right? So we all have to do that every little part to be able to do better. And I'm happy to report I myself as a person solar panels, battery, electric cars, whatever I can do. But I think something more needs to happen right? Where as an individual I need to pitch in but maybe utilities will be so green in the future that I don't need to put panels on my roof which again creates a different kind of race going forward. So when you ask me about disruptions, I personally feel that successful company like ours have to have ESG top of their mind and think of product and services from that perspective, which creates equal opportunity for people, which creates better environment sustainability going forward and you know our customers, our investors are very interested in seeing what we are doing to be able to serve that cause for bigger cross section of companies. And I'm most of the time very happy to share with my CIO cohort around how our HPEFS capabilities creates or feeds into the circular economy, how much e-waste we have recycled or kept it off of landfills, our green lake capabilities, how it reduces the e-waste going forward, as well as our sustainability initiatives which can help other CIOs to be more carbon neutral going forward as well. >> You know that's a great answer Rashmi thank you for that 'cause I got to tell you I hear a lot of mumbo jumbo about ESG but that was a very substantive, thoughtful response that I think tech companies in particular are, have to lead and are leading in this area. So I really appreciate that sentiment. I want to end with a very important topic which is cyber it's, obviously you know escalated in the news the last several months, it's always in the news but, you know 10 or 15 years ago there was this mentality of failure equals fire. And now we realize, hey they're going to get in, it's how you handle it. Cyber has become a board-level topic. You know years ago there was a lot of discussion, oh you can't have the SecOps team working for the CIO because that's like the fox watching the hen house that's changed. It's been a real awakening, a kind of a rude awakening so the world is now more virtual, you've got a secure physical assets. I mean any knucklehead can now become a ransomware attacker, they can buy ransomware as a service in the dark web so that's something we've never seen before. You're seeing supply chains get hacked and self-forming malware I mean it's a really scary time. So you've got these intellectual assets it's a top priority for organizations. Are you seeing a convergence of the CISO role, the CIO role, the line of business roles relative to sort of prior years in terms of driving security throughout organizations? >> Yeah this is a great question and this was a big discussion at my public board meeting a couple of days ago. It's, as I talk about many topics, if you think digital, if you think data, if you think ESG, it's no more one organization's business, it's now everybody's responsibility. I saw a Wall Street Journal article a couple of days ago where somebody has compared cyber to 9/11 type scenario that if it happens for a company that's the level of impact you feel on your operations. So, you know all models are going to change where CISO reports to CIO, at HPE we are also into product security and that's why CISO is a peer of mine who I work with very closely, who also worked with product teams where we are saving our customers from lot of pain in this space going forward and HPE itself is investing enormous amount of efforts and time in coming out of products which are secure and are not vulnerable to these types of attacks. The way I see it is CISO role has become extremely critical in every company and a big part of that role is to make people understand that cybersecurity is also everybody's responsibility. That's why an IT we propagate DevSecOps, as we talk about it we are very, very careful about picking the right products and services. This is one area where companies cannot shy away from investing. You have to continuously looking at cybersecurity architecture, you have to continuously look at and understand where the gaps are and how do we switch our product or service that we use from the providers to make sure our companies stay secure. The training not only for individual employees around anti-phishing or what does cybersecurity mean, but also to the executive committee and to the board around what cyber security means, what zero trust means, but at the same time doing drive-ins. We did it for business continuity and disaster recovery before, now it is time we do it for a ransomware attack and stay prepared. As you mentioned and we all say in tech community, it's always if not when. No company can take them their chest and say, "oh we are fully secure," because something can happen going forward. But what is the readiness for something that can happen? It has to be handled at the same risk level as a pandemic, or a earthquake, or a natural disaster and assume that it's going to happen and how as a company we will behave when something like this happens. So I'm huge believer in the framework of protect, detect, govern and respond as these things happen. So we need to have exercises within the company to ensure that everybody's aware of the part that they play day to day but at the same time when some event happen and making sure we do very periodic reviews of IT and cyber practices across the company, there is no more differentiation between IT and OT. That was 10 years ago. I remember working with different industries where OT was totally out of reach of IT and guess what happened? WannaCry and Petya and XP machines were still running your supply chains and they were not protected. So, if it's a technology it needs to be protected. That's the mindset people need to go with. Invest in education, training, awareness of your employees, your management committee, your board and do frequent exercises to understand how to respond when something like this happen. See it's a big responsibility to protect our customer data, our customer's operations and we all need to be responsible and accountable to be able to provide all our product and services to our customers when something unforeseen like this happens. >> Rashmi you're very generous with your time thank you so much for coming back in theCUBE it was great to have you again. >> Thank you Dave, it was really nice chatting with you. >> And thanks for being with us for our ongoing coverage of HPE Discover '21. This is Dave Vellante you're watching the virtual CUBE, the leader in digital tech coverage we'll be right back. (bright music)

>>Welcome back to HP discover 2021 My name is Dave Volonte and you're watching the cubes, virtual coverage of H. P. S. Big customer event. Of course, the virtual edition, we're gonna dig into transformations the role of technology in the role of senior technology leadership. Look, let's face it, H P. E. Has gone through a pretty dramatic transformation itself in the past few years. So it makes a great example in case study and with me is rashmi kumari who is the senior vice president and C. I. O. At HP rashmi welcome come on inside the cube. >>Dave Nice to be here. >>Well, it's been almost a year since Covid changed the world as we know it. How would you say the role of the CEO specifically and generally it has changed. I mean you got digital Zero Trust has gone from buzzword to >>mandate >>digital. Everybody was complacent about digital in many ways and now it's really accelerated remote work hybrid. How do you see it? >>Absolutely. As I said in the last discover that Covid has been the biggest reason to accelerate digital transformation in the company's I. C. C. I O. S role has changed tremendously in the last 15 months. It's no more just keep the operations running that's become a table stick. Our roles have become not only to create digital customer experience engaged with our customers in different ways, but also to transform the company operations from inside out to be able to give that digital experience from beginning to end off the customer engagement going forward. We have also become responsible for switching our strategies around the companies as the Covid. Covid hit in different parts of the world at different times and how companies structured their operations to go from one region to another. A global company like H. B had to look into its supply chain differently. Had to look into strategies to mitigate the risk that was created because of the supply chain disruptions as well as you go to taking care of our employees. How do you create this digital collaboration experience where teams can still come together and make the work happen for our end customers? How do we think about future employee engagement when people are not coming into these big buildings and offices and working together, But how to create the same level of collaboration coordination as well as delivery or faster uh goods and services which is enabled by technology going forward. So see I. O. And I. T. S. Role has gone from giving a different level of customer experience to a different level of employee experience as well as enabling day to day operations of the company's. Ceos have realized that digital is the way to go forward. It does not matter what industry you are in and now see a as have their seat at the table to define what the future of every company now, which is a technology company respective you are in oil and gas or mining or a technical product or a card or a mobility company. End of the day you have to act and behave like a technology company. >>So I want to ask you about that because you've you've been a Ceo and uh you know, leading technology provider now for the last three years and you've had previous roles and where you know non technical technology, you know, selling to I. T. Companies and as you point out those worlds are coming together, everybody is a technology company today. How do you think that changes the role of the C. I. O. Because it would always seem to me that there was a difference between A C. I. O. And a tech company. You know what I mean by that? And the C. I. O. It's sort of every other company is those two worlds converging. >>Absolutely. And it's interesting you pointed out that I have worked in many different industries from healthcare and pharma to entertainment to utilities. Um And now at a technology company end of the day um The issues that I. T. Deals with are pretty similar across the organization. What is different here is now my customers are people like me in other industries and I have a little bit of an advantage because just having the experience across various ecosystem. Even at H. B. Look I was fortunate um at H. B. Because of Antonio's leadership, we have topped out mandate to transform how we did business. And I talked about my next gen IT program in last year's cube interview. But at the same time while we were changing our customer partners experience from ordering to order processing to supply chain to finance. Uh We decided this pivot of becoming as a service company. And if you think about that pivot it's pretty common if it was a technology company or non technology company at HP. We were very used to selling a product and coming back three years later at the time of refresh of infrastructure or hardware. That's no more true for us now we are becoming as a service or a subscription company and I. T. Played a major role to enable that quote to cash experience. Which is very different than the traditional experience around how we stay connected with our customer, how we proactively understand their behavior. I always talk about this term. Um Digital exhaust which results into data which can result into better insight and you can not only Upsell cross l because now you have more data about your product usage, but first and the foremost give what your customer wants in a much better way because you can proactively understand their needs and wants because you are providing a digital product versus a physical product. So this is the change that most of the companies are now going through. If you look at Domino's transition, there are pills a sellers but they did better because they had better digital experience. If you look at Chipotle, these are food service companies I. K which is a furniture manufacturer across the board. We have helped our customers and industries to understand how to become a more digital provider. And and remember when uh hp says edge to cloud platform as a service edges the product, the customers who we deal with and how do we get that? Help them get their data to understand how the product is behaving and then get the information to cloud for further analysis. Um and understanding from the data that comes out of the products that gets up, >>I think you've been HP now think around three years and I've been watching of course for decades. Hp. Hp then HP is I feel like it's entering now the sort of third phase of its transformation, your phase one was okay, we gotta figure out how to deal or or operate as a separate companies. Okay. That took some time and then it was okay. Now how do we align our resources and you know, what are the waves that we're gonna ride? And how do we how do we take our human capital, our investments and what bets do we place and and all in on as a service. And now it's like okay how do we deliver on all those promises? So pretty massive transformations. You talked about edge to cloud as a service so you've got this huge pivot in your in your business. What's the technology strategy to support that transformation? >>Yeah that's a that's a great question. So as I mentioned first your second phase which was becoming a stand alone company was the next N. I. T. Program very broad and um S. Four and 60 related ecosystem application. We're even in the traditional business there was a realization that we were 100 20 billion company. We are 30 billion company. We need different types of technologies as well as more integrated across our product line across the globe. And um we I'm very happy to report that we are the last leg of next in I. T. Transformation where we have brought in new customer experience through low touch or not touch order pressing. A very strong as four capabilities. Where we are now able to run all global orders across all our hardware and services business together. And I'm happy to report that we have been able to successfully run through the transformation which a typical company of our size would take five or six years to do in around close to three years. But at the same time while we were building this foundation and the capabilities to be able to do other management, supply chain and data and analytics platforms. We also made the pivot to go to as a service now for as a service and subscription selling. It needs a very different quote to Kazakh cash experience for our customers and that's where we had to bring in um platforms like brim to do um subscription building, convergent charging and a whole different way to address. But we were lucky to have this transformation completed on which we could bolt on this new capability and we had the data and another X platform built which now these as a service products can also use to drive better insight into our customer behavior um as well as how they're using our product a real time for our operations teams. >>Well they say follow the money in the cube. We love to say follow the day to day is obviously a crucial component of competitive advantage business value. So you talk a little bit more about the role of data. I'm interested I'm interested in where I. T. Fits uh you know a lot of companies that have a Chief data officer or Ceo sometimes they're separate. Sometimes they they work you know for each other or Cdo works for C. I. O. How do you guys approach the whole data conversation? >>Yeah that's a that's a great question and has been top of the mind of a lot of C E O C I O S. Chief digital officers in many different companies. The way we have set it up here is do we do have a chief data officer and we do have a head of uh technology and platform and data within I. T. Look. The way I see is that I call the term data torture if we have multiple data lakes, if we have multiple data locations and the data is not coming together at one place at the first time that it comes out of the source system, we end up with data swamps and it's very difficult to drive insights. It's very difficult to have a single version of truth. So HP had two pronged approach. First one was as part of this next gen i. T. Transformation we embarked upon the journey first of all to define our customers and products in a very uniform way across the globe. It's called entity Master Data and Product Master Data Program. These were very very difficult program. We are now happy to report that we can understand the customer from code stage to servicing stage beginning to end across all our system. It's been a tough journey but it was a effort well spent at the same time while we were building this message capability, we also invest the time in our analytics platform because we are generating so much data now globally as one footprint. How do we link our data link to R. S. A. P. And Salesforce and all these systems where our customer data flows through and create analytics and insight from it from our customers or our operations team. At the same time, we also created a chief data officer role where the responsibility is really to drive business from understanding what decision making an analytics they need around product, around customer, around their usage, around their experience to be able to drive better alignment with our customers and products going forward. So this creates efficiencies in the organization. If you have a leader who is taking care of your platforms and data building single source of truth and you have a leader who is propagating this mature notion of handling data as enterprise data and driving that focus on understanding the metrics and the insight that the businesses need to drive better customer alignment. That's when we gain those efficiencies and behind the scenes, the chief data officer and the data leader within my organization worked very, very closely to understand each other needs sometimes out of the possible where do we need the data processing? Is it at the edge? Is it in the cloud? What's the best way to drive the technology and the platform forward? And they kind of rely on each other's knowledge and intelligence to give us give us superior results. And I have done data analytics in many different companies. This model works where you have focused on insight and analytics without because data without insight is of no value, but at the same time you need clean data. You need efficient, fast platforms to process that insight at the functional nonfunctional requirements that are business partners have and that's how we have established in here and we have seen many successes recently. As of now, >>I want to ask you a kind of a harder maybe it's not harder question. It's a weird question around single version of the truth because it's clearly a challenge for organizations and there's many applications workloads that require that single version of the truth. The operational systems, the transaction systems, the HR the salesforce. Clearly you have to have a single version of the truth. I feel like however we're on the cusp of a new era where business lines see an opportunity for whatever their own truth to work with a partner to create some kind of new data product. And it's early days in that. But I want to and maybe not the right question for HP. But I wonder if you see it with in your ecosystems where where it's it's yes, single version of truth is sort of one class of data and analytics gotta have that nail down data quality, everything else. But then there's this sort of artistic version of the data where business people need more freedom. They need more latitude to create. Are you seeing that? And maybe you can help me put that into context. >>Uh, that's a great question. David. I'm glad you asked it. So I think tom Davenport who is known in the data space talks about the offensive and the defensive use cases of leveraging data. I think the piece that you talked about where it's clean, it's pristine, it's quality. It's all that most of those offer the offensive use cases where you are improving company's operations incrementally because you have very clean that I have very good understanding of how my territories are doing, how my customers are doing how my products are doing. How am I meeting my sls or how my financials are looking? There's no room for failure in that area. The other area is though, which works on the same set of data. It's not a different set of data, but the need is more around finding needles in the haystack to come up with new needs, new ones and customers or new business models that we go with. The way we have done it is we do take this data take out what's not allowed for everybody to be seen and then what we call is a private space. But that's this entire data available to our business leader, not real time because the need is not as real time because they're doing more what we call this predictive analytics to be able to leverage the same data set and run their analytics. And we work very closely with business in its we educate them. We tell them how to leverage this data set and use it and gather their feedback to understand what they need in that space to continue to run with their with their analytics. I think as we talk about hindsight insight and foresight hindsight and insight happens more from this clean data lakes where you have authenticity, you have quality and then most of the foresight happens in a different space where the users have more leverage to use data in many different ways to drive analytics and insights which is not readily available. >>Thank you for that. That's interesting discussion. You know digital transformation. It's a journey and it's going to take many years. A lot of ways, not a lot of ways 2020 was a forced March to digital. If you weren't a digital business, you were out of business and you really didn't have much time to plan. So now organizations are stepping back saying, okay let's really lean into our strategy the journey and along the way there's gonna be blind spots, there's bumps in the road when you look out what are the potential disruptions that you see maybe in terms of how companies are currently approaching their digital transformations? That's a great question. >>Dave and I'm going to take a little bit more longer term view on this topic. Right in what's top of my mind um recently is the whole topic of E. S. G. Environmental, social and governance. Most of the companies have governance in place, right? Because they are either public companies or they're under some kind of uh scrutiny from different regulatory bodies or what not. Even if you're a startup, you need to do things with our customers and what not. It has been there for companies. It continues to be there. We the public companies are very good at making sure that we have the right compliance, right privacy, right governance in in in place. Now we'll talk about cyber security. I think that creates a whole new challenge in that governance space. However, we have the set up within our companies to be able to handle that challenge. Now, when we go to social, what happened last year was really important. And now as each and every company, we need to think about what are we doing from our perspective to play our part in that. And not only the bigger companies leaders at our level, I would say that Between last March and this year, I have hired more than 400 people during pandemic, which was all virtual, but me and my team have made sure that we are doing the right thing to drive inclusion and diversity, which is also very big objective for h P E. And Antonio himself has been very active in various round tables in us at the world Economic forum level and I think it's really important for companies to create that opportunity, remove that disparity that's there for the underserved communities. If we want to continue to be successful in this world too, create innovative products and services, we need to sell it to the broader cross section of populations and to be able to do that, we need to bring them in our fold and enable them to create that um, equal consumption capabilities across different sets of people. Hp has taken many initiatives and so are many companies. I feel like uh, The momentum that companies have now created around the topic of equality is very important. I'm also very excited to see that a lot of startups are now coming up to serve that 99% versus just the shiny ones, as you know, in the bay area to create better delivery methods of food or products. Right. The third piece, which is environmental, is extremely important as well as we have seen recently in many companies and where even the dollar or the economic value is flowing are around the companies which are serious about environmental HP recently published its living Progress report. We have been in the forefront of innovation to reduce carbon emissions, we help our customers, um, through those processes. Again, if we do, if our planet is on fire, none of us will exist, right. So we all have to do that every little part to be able to do better. And I'm happy to report, I myself as a person, solar panels, battery electric cars, whatever I can do, but I think something more needs to happen right where as an individual I need to pitch in, but maybe utilities will be so green in the future that I don't need to put panels on my roof, which again creates a different kind of uh waste going forward. So when you ask me about disruptions, I personally feel that successful company like ours have to have E. S. G. Top of their mind and think of products and services from that perspective, which creates equal opportunity for people, which creates better environment sustainability going forward. And, you know, our customers are investors are very interested in seeing what we are doing to be able to serve that cause uh for for bigger cross section of companies, and I'm most of the time very happy to share with my C I. O cohort around how are H. P E F s capabilities creates or feeds into the circular economy, how much e waste we have recycled or kept it off of landfills are green capabilities, How it reduces the evils going forward as well as our sustainability initiatives, which can help other, see IOS to be more um carbon neutral going forward as well. >>You know, that's a great answer, rashmi, thank you for that because I gotta tell you hear a lot of mumbo jumbo about E S G. But that was a very substantive, thoughtful response that I think, I think tech companies in particular are have to lead in our leading in this area. So I really appreciate that sentiment. I want to end with a very important topic which is cyber. It's obviously, you know, escalated in, in the news the last several months. It's always in the news, but You know, 10 or 15 years ago there was this mentality of failure equals fire. Now we realize, hey, they're gonna get in, it's how you handle it. Cyber has become a board level topic, you know? Years ago there was a lot of discussion, oh, you can't have the sec ops team working for the C. I. O. Because that's like the Fox watching the Henhouse, that's changed. Uh it's been a real awakening, a kind of a rude awakening. So the world is now more virtual, you've gotta secure physical uh assets. I mean, any knucklehead can now become a ransomware attack, er they can, they can, they can buy ransomware as a services in the dark, dark web. So that's something we've never seen before. You're seeing supply chains get hacked and self forming malware. I mean, it's a really scary time. So you've got these intellectual assets, it's a top priority for organizations. Are you seeing a convergence of the sea? So roll the C. I. O. Roll the line of business roles relative to sort of prior years in terms of driving security throughout organizations. >>This is a great question. And this was a big discussion at my public board meeting a couple of days ago. It's as as I talk about many topics, if you think digital, if you think data, if you think is you, it's no more one organizations, business, it's now everybody's responsibility. I saw a Wall Street Journal article a couple of days ago where Somebody has compared cyber to 9-11-type scenario that if it happens for a company, that's the level of impact you feel on your on your operations. So, you know, all models are going to change where C so reports to see IO at H P E. We are also into products or security and that's why I see. So is a peer of mine who I worked with very closely who also worked with product teams where we are saving our customers from a lot of pain in this space going forward. And H. B. E. Itself is investing enormous amount of efforts in time in coming out of products which are which are secured and are not vulnerable to these types of attacks. The way I see it is see So role has become extremely critical in every company and the big part of that role is to make people understand that cybersecurity is also everybody's responsibility. That's why in I. T. V. Propagate def sec ups. Um As we talk about it, we are very very careful about picking the right products and services. This is one area where companies cannot shy away from investing. You have to continuously looking at cyber security architecture, you have to continuously look at and understand where the gaps are and how do we switch our product or service that we use from the providers to make sure our companies stay secure The training, not only for individual employees around anti phishing or what does cybersecurity mean, but also to the executive committee and to the board around what cybersecurity means, what zero trust means, but at the same time doing drive ins, we did it for business continuity and disaster recovery. Before now at this time we do it for a ransomware attack and stay prepared as you mentioned. And we all say in tech community, it's always if not when no company can them their chest and say, oh, we are fully secured because something can happen going forward. But what is the readiness for something that can happen? It has to be handled at the same risk level as a pandemic or earthquake or a natural disaster. And assume that it's going to happen and how as a company we will behave when when something like this happen. So I'm here's believer in the framework of uh protect, detect, govern and respond um as these things happen. So we need to have exercises within the company to ensure that everybody is aware of the part that they play day today but at the same time when some event happen and making sure we do very periodic reviews of I. T. And cyber practices across the company. There is no more differentiation between I. T. And O. T. That was 10 years ago. I remember working with different industries where OT was totally out of reach of I. T. And guess what happened? Wanna cry and Petra and XP machines were still running your supply chains and they were not protected. So if it's a technology it needs to be protected. That's the mindset. People need to go with invest in education, training, um awareness of your employees, your management committee, your board and do frequent exercises to understand how to respond when something like this happen. See it's a big responsibility to protect our customer data, our customers operations and we all need to be responsible and accountable to be able to provide all our products and services to our customers when something unforeseen like this happens, >>Russian, very generous with your time. Thank you so much for coming back in the CUBA is great to have you again. >>Thank you. Dave was really nice chatting with you. Thanks >>for being with us for our ongoing coverage of HP discover 21 This is Dave Volonte, you're watching the virtual cube, the leader in digital tech coverage. Be right back. >>Mm hmm, mm.

>> Okay. Now we're going to dig deeper into HPE Ezmeral and try to better understand how it's going to impact customers. And with me to do that are Robert Christiansen, who is the Vice President of Strategy in the office of the CTO and Kumar Sreekanti, who is the Chief Technology Officer and Head of Software, both of course, with Hewlett Packard Enterprise. Gentlemen, welcome to the program. Thanks for coming on. >> Good seeing you, Dave. Thanks for having us. >> It's always good to see you guys. >> Thanks for having us. >> So, Ezmeral, kind of an interesting name, catchy name, but Kumar, what exactly is HPE Ezmeral? >> It's indeed a catchy name. Our branding team has done fantastic job. I believe it's actually derived from Esmeralda, is the Spanish for emarald. Often it's supposed some very mythical bars, and they derived Ezmeral from there. And we all initially when we heard, it was interesting. So, Ezmeral was our effort to take all the software, the platform tools that HPE has and provide this modern operating platform to the customers and put it under one brand. So, it has a modern container platform, it does persistent storage with the data fabric and it doesn't include as many of our customers from that. So, think of it as a modern container platform for modernization and digitazation for the customers. >> Yeah, it's an interesting, you talk about platform, so it's not, you know, a lot of times people say product, but you're positioning it as a platform so that has a broader implication. >> That's very true. So, as the customers are thinking of this digitazation, modernization containers and Microsoft, as you know, there is, has become the stable all. So, it's actually a container orchestration platform with golfers open source going into this as well as the persistence already. >> So, by the way, Ezmeral, I think Emerald in Spanish, I think in the culture, it also has immunity powers as well. So immunity from lock-in, (Robert and Kumar laughing) and all those other terrible diseases, maybe it helps us with COVID too. Robert, when you talk to customers, what problems do you probe for that Ezmeral can do a good job solving? >> Yeah, that's a really great question because a lot of times they don't even know what it is that they're trying to solve for other than just a very narrow use case. But the idea here is to give them a platform by which they can bridge both the public and private environment for what they do, the application development, specifically in the data side. So, when yo're looking to bring containerization, which originally got started on the public cloud and it has moved its way, I should say it become popular in the public cloud and it moved its way on premises now, Ezmeral really opens the door to three fundamental things, but, you know, how do I maintain an open architecture like you're referring to, to some low or no lock-in of my applications. Number two, how do I gain a data fabric or a data consistency of accessing the data so I don't have to rewrite those applications when I do move them around. And then lastly, where everybody's heading, the real value is in the AI ML initiatives that companies are really bringing and that value of their data and locking that data at where the data is being generated and stored. And so the Ezmeral platform is those multiple pieces that Kumar was talking about stacked together to deliver the solutions for the client. >> So Kumar, how does it work? What's the sort of IP or the secret source behind it all? What makes HPE different? >> Yeah. Continuing on (indistinct) it's a modern glass form of optimizing the data and workloads. But I think I would say there are three unique characteristics of this platform. Number one is that it actually provides you both an ability to run statefull and stateless as workloads under the same platform. And number two is, as we were thinking about, unlike another Kubernete is open source, it actually add, use you all open-source Kurbenates as well as an orchestration behind them so you can actually, you can provide this hybrid thing that Robert was talking about. And then actually we built the workflows into it, for example, they'll actually announced along with it Ezmeral, ML expert on the customers can actually do the workflow management around specific data woakload. So, the magic is if you want to see the secrets out of all the efforts that has been going into some of the IP acquisitions that HPE has done over the years, we said we BlueData, MAPR, and the Nimble, all these pieces are coming together and providing a modern digitization platform for the customers. >> So these pieces, they all have a little bit of a machine intelligence in them, you have people, who used to think of AI as this sort of separate thing, I mean the same thing with containers, right? But now it's getting embedded into the stack. What is the role of machine intelligence or machine learning in Ezmeral? >> I would take a step back and say, you know, there's very well the customers, the amount of data that is being generated and 95% or 98% of the data is machine generated. And it does a series of a window gravity, and it is sitting at the edge and we were the only one that had edge to the cloud data fabric that's built to it. So, the number one is that we are bringing computer or a cloud to the data that taking the data to the cloud, right, if you will. It's a cloud like experience that provides the customer. AI is not much value to us if we don't harness the data. So, I said this in one of the blog was we have gone from collecting the data, to the finding the insights into the data, right. So, that people have used all sorts of analysis that we are to find data is the new oil. So, the AI and the data. And then now your applications have to be modernized and nobody wants write an application in a non microservices fashion because you wanted to build the modernization. So, if you bring these three things, I want to have a data gravity with lots of data, I have built an AI applications and I want to have those three things I think we bring to the customer. >> So, Robert let's stay on customers for a minute. I mean, I want to understand the business impact, the business case, I mean, why should all the cloud developers have all the fun, you've mentioned it, you're bridging the cloud and on-prem, they talk about when you talk to customers and what they are seeing is the business impact, what's the real drivers for that? >> That's a great question cause at the end of the day, I think the recent survey that was that cost and performance are still the number one requirement for this, just real close second is agility, the speed at which they want to move and so those two are the top of mind every time. But the thing we find Ezmeral, which is so impactful is that nobody brings together the Silicon, the hardware, the platform, and all of that stack together work and combine like Ezmeral does with the platforms that we have and specifically, we start getting 90, 92, 93% utilization out of AI ML workloads on very expensive hardware, it really, really is a competitive advantage over a public cloud offering, which does not offer those kinds of services and the cost models are so significantly different. So, we do that by collapsing the stack, we take out as much intellectual property, excuse me, as much software pieces that are necessary so we are closest to the Silicon, closest to the applications, bring it to the hardware itself, meaning that we can interleave the applications, meaning that you can get to true multitenancy on a particular platform that allows you to deliver a cost optimized solution. So, when you talk about the money side, absolutely, there's just nothing out there and then on the second side, which is agility. One of the things that we know is today is that applications need to be built in pipelines, right, this is something that's been established now for quite some time. Now, that's really making its way on premises and what Kumar was talking about with, how do we modernize? How do we do that? Well, there's going to be some that you want to break into microservices containers, and there's some that you don't. Now, the ones that they're going to do that they're going to get that speed and motion, et cetera, out of the gate and they can put that on premises, which is relatively new these days to the on-premises world. So, we think both won't be the advantage. >> Okay. I want to unpack that a little bit. So, the cost is clearly really 90 plus percent utilization. >> Yes. >> I mean, Kumar, you know, even pre virtualization, we know that it was like, even with virtualization, you never really got that high. I mean, people would talk about it, but are you really able to sustain that in real world workloads? >> Yeah. I think when you make your exchangeable cut up into smaller pieces, you can insert them into many areas. We have one customer was running 18 containers on a single server and each of those containers, as you know, early days of new data, you actually modernize what we consider week run containers or microbiome. So, if you actually build these microservices, and you all and you have versioning all correctly, you can pack these things extremely well. And we have seen this, again, it's not a guarantee, it all depends on your application and your, I mean, as an engineer, we want to always understand all of these caveats work, but it is a very modern utilization of the platform with the data and once you know where the data is, and then it becomes very easy to match those two. >> Now, the other piece of the value proposition that I heard Robert is it's basically an integrated stack. So I don't have to cobble together a bunch of open source components, there's legal implications, there's obviously performance implications. I would imagine that resonates and particularly with the enterprise buyer because they don't have the time to do all this integration. >> That's a very good point. So there is an interesting question that enterprises, they want to have an open source so there is no lock-in, but they also need help to implement and deploy and manage it because they don't have the expertise. And we all know that the IKEA desk has actually brought that API, the past layer standardization. So what we have done is we have given the open source and you arrive to the Kubernetes API, but at the same time orchestration, persistent stories, the data fabric, the AI algorithms, all of them are bolted into it and on the top of that, it's available both as a licensed software on-prem, and the same software runs on the GreenLake. So you can actually pay as you go and then we run it for them in a colo or, or in their own data center. >> Oh, good. That was one of my latter questions. So, I can get this as a service pay by the drink, essentially I don't have to install a bunch of stuff on-prem and pay it perpetualized... >> There is a lot of containers and is the reason and the lapse of service in the last discover and knowledge gone production. So both Ezmeral is available, you can run it on-prem, on the cloud as well, a congenital platform, or you can run instead on GreenLake. >> Robert, are there any specific use case patterns that you see emerging amongst customers? >> Yeah, absolutely. So there's a couple of them. So we have a, a really nice relationship that we see with any of the Splunk operators that were out there today, right? So Splunk containerized, their operator, that operator is the number one operator, for example, for Splunk in the IT operation side or notifications as well as on the security operations side. So we've found that that runs highly effective on top of Ezmeral, on top of our platforms so we just talked about, that Kumar just talked about, but I want to also give a little bit of backgrounds to that same operator platform. The way that the Ezmeral platform has done is that we've been able to make it highly active, active with HA availability at nine, it's going to be at five nines for that same Splunk operator on premises, on the Kubernetes open source, which is as far as I'm concerned, a very, very high end computer science work. You understand how difficult that is, that's number one. Number two is you'll see just a spark workloads as a whole. All right. Nobody handles spark workloads like we do. So we put a container around them and we put them inside the pipeline of moving people through that basic, ML AI pipeline of getting a model through its system, through its trained, and then actually deployed to our ML ops pipeline. This is a key fundamental for delivering value in the data space as well. And then lastly, this is, this is really important when you think about the data fabric that we offer, the data fabric itself doesn't necessarily have to be bolted with the container platform, the container, the actual data fabric itself, can be deployed underneath a number of our, you know, for competitive platforms who don't handle data well. We know that, we know that they don't handle it very well at all. And we get lots and lots of calls for people saying, "Hey, can you take your Ezmeral data fabric "and solve my large scale, "highly challenging data problems?" And we say, "yeah, "and then when you're ready for a real world, "full time enterprise ready container platform, "we'd be happy to prove that too." >> So you're saying you're, if I'm inferring correctly, you're one of the values as you're simplifying that whole data pipeline and the whole data science, science project pun intended, I guess. (Robert and Kumar laughing) >> That's true. >> Absolutely. >> So, where does a customer start? I mean, what, what are the engagements like? What's the starting point? >> It's means we're probably one of the most trusted and robust supplier for many, many years and we have a phenomenal workforce of both the (indistinct), world leading support organization, there are many places to start with. One is obviously all these salaries that are available on the GreenLake, as we just talked about, and they can start on a pay as you go basis. There are many customers that actually some of them are from the early days of BlueData and MAPR, and then already running and they actually improvise on when, as they move into their next version more of a message. You can start with simple as well as container platform or system with the store, a computer's operation and can implement as an analyst to start working. And then finally as a big company like HPE as an everybody's company, that finance it's services, it's very easy for the customers to be able to get that support on day to day operations. >> Thank you for watching everybody. It's Dave Vellante for theCUBE. Keep it right there for more great content from Ezmeral.

>>from >>around the globe. It's the Cube with digital coverage of AWS reinvent 2020. Special coverage sponsored by A. W s Global Partner Network. >>Welcome back to the cubes. Coverage of reinvent 2020 virtual. Three weeks. We're here covering all the action. Virtually Mister Cube. Virtual normally were in person. This year. We're remote. It's cute. Virtual. We are the cube virtual. And I'm please have a great guest here, man. Who? Car Kumar, Who's the VP of product market Nutanix. Um, the tons of deep coverage on Nutanix over the years we followed the this company since its inception almost over just over 10 years ago. Uh, medic are Welcome to the Cube. Thanks for coming on today. >>Nice to be here, John. >>Were part of the A p. M. Partner experience programming in within. The reinvent is a big day here. Um, you guys are a big part of it. You you have such a great partnership with a W s. You have product on on a W s, which is a high distinction in the in the spirit of their partnership technology rise. Can you tell us real quick? A quick update on the partnership with AWS. What is it? How's it going? What's new? >>So I think about it. We had a dot next John, and as part of that, we announced something called Nutanix clusters. And as part of that cluster that's our hybrid, uh, solution. Basically, what we're saying is we have a lot of customers who certainly had to, you know, take years or maybe even months of digital transformation. And then all of a sudden, they have to now figure out how do I go toe elastic work Lord, in a few weeks. So we were seeing a lot of our customers coming to us and saying, Hey, we really need help with this. We no longer in a situation where we have to go on by a silver and rack and stack that and then, you know, manage all of that over a pair of month. We really need to do something in few weeks, and when we do that, we need some tools that we are really familiar with and something that can help us get toe cloud as quickly as possible. So we were seeing this a lot even before the macro conditions. So sometime around August, we as part of our annual conference. We did announce a partnership with Data Blue s where now you can run an entire Nutanix cluster with all of its products on AWS bare metal as well. And that's the hybrid solution that we're talking about John today. >>That's awesome. And in line with the major themes and waves from the announcements from Andy Jassy and slew of kind of higher level services because the co fit pandemic really highlights this digital transformation of cloud bursting Thio. You know, deploying quicker in the cloud, being more agile and having speed thio value because you need it because of the world's changed. But it's also highlighted. This is a key theme. I want to get your reaction. Teoh is the hybrid Cloud E. I mean, it's been out there. We saw Outpost two years ago, and it's been kind of filling in and and now the environment is clear, right? The enterprises they're saying, I have to operate on premises and in the cloud the same kind of way, but I'm going to do different things. It's not just lift and shift. Throw in the cloud that's been there, done that. It's different. Now it's operating models and environment. Two different environments operate the same. Your reaction. >>That's exactly right. In fact, what we're seeing is from an i d perspective. The new reality is multiple environments on those environments. You know, it could be your, of course, your private data center. It could be your public cloud. Sometimes it could even be the edge and so on. And every time what we see is if you don't have the portability off your workload, you have to kind of redo a whole bunch of things. You have to re factor your applications. You have to go maybe even re skill, your entire workforce. And so there's a lot of overhead involved. Whenever portability is involved in The new reality is that you have to have portability, which is the reason why we see, even with kubernetes, taking such a strong hole in a lot of these organizations. So we've we've been seeing a bunch of different use cases come to us as well. Some customers saying, Hey, that's great that we have all of these multiple tools, but I want consistency. I want consistency in the constructs off the way I manage my i t If I'm managing some workload abs in a different way on Prem, I want to maintain that also in Public Cloud. How do I do that? So clusters really tries to address that gap. In fact, another story I will tell you, John, is that disaster recovery is one of those use cases that we're seeing quite a lot in these conditions as well. We had one customer come to us based in Oregon and they had, of course, you've heard about the fires over there, and they did not really have a disaster recovery plan. So what do you do in situations like that? You have to rely on cloud. So within four hours, we were able to help them to take, you know, their entire infrastructure and have a recovery plan directly into the cloud. So you're seeing a lot off. You use cases like that to, >>you know, that's interesting. The d. R. That recovery is a great one of many use cases, but it highlights the pandemic surge of the change right that the sea change. It's so fast. Okay, Yeah, disaster recovery. We're gonna cloud great solution. But because of the personnel challenges. It also works well, too. So this is the theme. You know, personnel may or may not be available. I got to get to the cloud. I gotta have everything. Software run. Everything is being run by software. So this kind of brings up my favorite topic, which is a big part of the this year's event, which is architecture and edge. And you're starting to see not to pat myself on the back. But I kind of predicted a couple of years ago that there is no edge of its cloud, right. It's cloud public cloud you got on premise Edge data centers a big edge. I mean, it's all the one thing, right? So edges big now, right? And now people working at home, it's an edge, and it highlights all the security issues. So how do you operate that? Yeah, this is a huge challenge. Yeah, >>of course. I think what you touched upon is ah, massive shift that we have seen over the years. As you said, right? Even if you look at things like Calico, for example, first, over a massive shift from hardware specialized hardware to virtualized network functions, for example, which will virtual machines, and I think we are seeing a bigger shift also now where virtual machines are now moving over to containers. And because these are all micro services and very tiny, so to speak, you can run it anywhere and hopefully and commodity hardware. So throughout the years, if you look at if you followed Nutanix, we have followed the path where we started off with hyper hyper converge infrastructure, and that was virtual izing your entire data center stack so you could take storage. Network compute, and now it's completely software defined or virtualized. Whatever you wanna call it, you can run it on any commodity hardware or hardware off your choice. What we see now is that we want toe. Apply that same principle off, being ableto right once, and run anywhere and be agnostic to the underlying layers, even for cloud. So, just as you could take and run your entire Nutanix platform on, create virtual machines and containers on a HP or Dell box, you can now also take that and also run it on Public Cloud, for example. Yeah, that's a great >>point. I mean, I want to just that's the first. That's a great point that's been in your mission from day one. But I wanna ask you if I don't if you don't mind on the edge one topic that's come up a lot, um, this week on we've been reporting on this before. Reinvent I think a VM world that came up a few months ago, um, purpose built edge devices in the old days were purpose built. They were purpose built with, you know, up and down the stack from hardware supply chain all the way. It's software. But when you're kind of getting at is kind of this new use case where you can have a purpose built edge device, whether it's a you know, wearable or machine sensors or whatever machines and still run software on their trusted software suffer defined. This is a key point. Can you can you unpack that this piece? Because I think this is kind of where the rubber meets the road, because if you can be software operated, you can go to that device. It could still be purpose built. >>You still function >>with software >>that that's exactly right. So if you think about it at the end of the day, if you're running some sort of an application or a workload. I always say you need compute, you need storage and you need networking. And we started off with physical hardware than with virtual machines and now with containers. But at the containers level or at the virtual machine level, the application doesn't really care about the underlying pieces right, And that's been our principal when we created the entire Nutanix stack on virtualized everything. So with the Newtown in stock you could take, you know we have our own hyper visor, but we also support others as well, so you can create virtual machines. You can create containers, you could have storage network. And now, because we are agnostic, you can actually run it on hardware off your choice or an environment off your choice. What's more important, though here is that you know the same set of tools that you used to manage. Your data center is now also available available to you to be able to manage it on other environments to in this case it's AWS, or if you decide to run it in any other environment, it would be the exact same. Construct the exact same automation scripts. >>And that, really is what seamless really means. Matt Kuchar. Thanks for coming on and sharing that inside. I want to get your thoughts as we wrap up here. Um, if you could tease out the most important feature or benefit or technology solution up with of the Nutanix on AWS because you know and reinvent, there's a lot of sessions people can go to. You guys have your own. Build your workshop, build your own hybrid cloud workshop. People should check that out. But you know your product marketing your job is to figure out what people really love the most about it. So, you know, here at reinvent this week, what's the most important thing? What should people pay attention to with Nutanix and AWS? >>Yeah, I think it's for us. Uh, I see myself as a developer. Still are our technical person, and for me, what I what really excites me about clusters is through the freedom of choice. I can choose to run it on the environment of my choice in this case is AWS, But there are some Enberg cost benefit features that's in there, you know, as you know, if you create something in the cloud. You don't necessarily think off cloud or cost. You create something that runs all the time, but you often have to worry about Hey, how much is going to cost this? So one of things that we did right as part of clusters is a hibernate feature. And what it allows you to do is that when you're not using clusters, you just like your laptop. You close the screen, you hit the hibernate button on it takes the entire state of your cluster and saves it on s three bucket. And when you're ready, toe reignited. You just hit the resume button. So when you're not using it using the true fundamentals of cloud, you are actually saving costs. That's one of the thing I think is something that will really excite a lot of I. D folks like me. >>Well, you know, being technical, being on the right wave. Software defined software operated infrastructure, automation, speed, consistency, multiple environments operating consistently. This is the Holy Grail is what we want and you guys are doing it. Congratulations. And and have a good Have a good conference. Thanks. >>All right. Thanks. So >>Okay. So cubes coverage of aws reinvent 2023 weeks. We're here. Virtually this. The cube. We are the cube Virtual. I'm John Furry, your host. Thanks for watching.