>>The Cube Presents HPD Discovered 2020 >>two. >>Brought to You by H. P E >>Good >>Morning Live from the Venetian Expo Centre Lisa Martin Day Volonte Day two of the Cubes Coverage of HP Discover 22 We've had some great conversations yesterday. Today, full day, a content coming your way. We've got one of our alumni back with us. Neil MacDonald joins us, the executive vice president and general manager of Compute at HPD Neale, Great to have you back on the Cube. >>It's great to be back. And how cool is it to be able to do this face to face again instead of on zoom. Right. So >>great. Great. The keynote yesterday absolutely packed, so refreshing to see that many people eager to hear what HP has been doing. It's been three years since we've all gotten together in person. >>It is, and we've been busy. We've been busy. We've got to share some great news yesterday about some of the work that we're doing with HB Green Lake Cloud Platform and really bringing together all the capabilities across the company in a very unified, cohesive way to enable our customers to embrace that as a service experience we committed to Antonio three years ago, said we were gonna deliver everything we do as a company as a service through Green Lake and we've done it. And it's fantastic to see the momentum that that's really building and how it's breaking down the silos from different types of infrastructure and offer to really create integrated solutions for our customers. So that's been a lot of fun. >>Give us the scope of your role, your areas of responsibility. And then I'd love to hear some feedback. You've been a couple of days here around customers. What some of the feedback help us understand that. >>So at HP, I lead the Compute business, which is our largest business. That includes our hardware and software and services in the compute space. Both, um, what flows through the green late model, but also what throws flows through a traditional purchase model. So, um, that's, uh, that's about $13 billion business for the company and the core of so much of what we do, and it's a real honour to be leading a business that's such a a legacy in a franchise with with 30 years of innovation for our customers in an ocean of followers. Um and it's great to be able to start to share some of the next chapters in that with our customers this week. >>Well, it's almost half the business H p e and as we've talked about, it's an awesome time to be in the computer business. What are you seeing in terms of the trends? Obviously you're all in on as a service. But some customers say, Tell me I got a lot of capital. Yeah, absolutely. I'm fine with Capex. What are you hearing from customers in that regard? And presumably you're happy to sell them in a kind of Capex model? >>Absolutely. And in the current environment, in particular with with some of the economic headwinds that we're starting to stare down here, it's really important for organisations to continue to transform digitally but to be able to match their investments with the revenues as they're building new services and new capabilities. And for some organisations, the challenge of investing all the Capex up front is a big lift and there's quite a delay before they can really monetise all of that. So the power of HP Green Lake is enabling them to match their investment in the infrastructure on a pay as you go basis with the actual revenue they're going to generate from their new capability. So for lots of people that works. But for many other customers, it's it's much more palatable to continue in a Capex purchase, but and we're delighted to do that. A lot of my business still is in that mode. What's changing the or what are the needs, whether you're in the green light environment or in the Capex environment? Um, increasingly, the edge has become a bigger and bigger part of all of our worlds, right, the edges where we all live and work. We've all seen over the last couple of years enormous change in how that work experience and how the shape of businesses has changed, and that creates some challenges for infrastructure. So one of the things that we've announced and we shared some more details of this week is HP Green Light for Computer Ops Management, which is a location agnostic, cloud based management set up that enables you to automate and lifecycle, manage your physical compute infrastructure wherever it lies, so that might be in a distributed environment in hotel locations or out at the edge for so much more data is now being gathered and has to be computed on. So we're really excited about that. And the great thing is because it's fully integrated with HP. Green Light Cloud Platform is in there alongside the storage, alongside the connectivity alongside all the other capabilities. And we can bring those together in a very cohesive infrastructure view for our customers and then build workloads and services and tops. And that's that's really exciting. How have >>your customer conversations evolved, especially over the last couple of years as the edge has exploded? But we've been living in such uncertain times. Are you seeing a change there in the stakeholders rising up the C suite stack in terms of how do we really fine tune this? Because we've got to be competitive. We've got to be a data company. >>Well, that's so true because everybody has seen seen data as a currency and is desperately innovating and Modernising their business model, and with it, the underlying infrastructure and how they think about development. And nowhere is that truer than in enterprises that really becoming digital. First, organisations more and more companies are doing their own in house full stack, cloud native development and pivoting hard from a more traditional view of in house enterprise i t. And in that regard, >>let's >>start to look a lot like a Saas company or a service provider in terms of the needs of the infrastructure you want linear performance scaling. You want to be very sensitive not just to the cost, as you call it, but also to the environmental cost and the power efficiency. And so yesterday we were really thrilled to announce the HBP Reliant are all 300 General Live in, which is the first of our general living platforms. And that's in partnership with Ampere is the first of several things that we're gonna go do together. We're looking forward to building out the rest of our Gen 11 portfolio broadly with all of our industry partners in the in the coming quarters. But we're thrilled about the feedback that we're starting to get from some of our customers about the gains in power efficiency that they're getting from using this new server line that we've developed with amber. >>So, you know, this is an area that I'm very interested in what I write about this a lot. So tell us the critical aspects of Gen 11, where ampere fits, is it is it being used for primarily offloads and there's a core share with us. So >>if you look at the opportunity here is really as a core compute tool for organisations that are doing that in house full snack cloud native development and in that environment, being able to do it with great power efficiency at a great cost point is the great combination. The maturity of the ecosystem, um, is really, really improving to the point where is much, much more accessible for those loads? And if you consider how the infrastructure evolves underneath it, the gains that you get from power efficiency multiply. It's a TCO benefit. It's obviously an environmental benefit, and we all have much, much more to do as an industry on that journey. But every little helps, and we're really excited about being able to bring that to market. The other thing that we've done is recognising the value that we bring in the prelim experience, everything with our integrated lights out management, all of the security, the, uh, hardware root of trust, the secure boot chains, all of that Reliant family values we brought to that platform, just as we do with our others. But we've also recognised that for some of our service provider customers, there's a lot of interest in leveraging open BMC and being able to integrate the management plane and control that in house and tie it to whatever orchestrations being done in the service product. So we have full support for open BMC out of the box out of the gate with Janna Levin. And that's one of the ways that we're evolving. Are offering to meet our customers where they are, including not just the assassin service providers but the enterprises who are starting to adopt more and more of those practises as they build out digital. First, >>tell us more about the architecture. If you would kneel. I mean, so where does ampere and that partnership add value? That's incremental to what you what you might think is a traditional server architecture. How's that evolving? >>Well, it's another alternative for certain workloads in that full stack in house proud Native Development model. Um, it's another choice. It's another option and something that's very excited about >>That's the right course for the horse, for the course that was back in internal development because it's just more efficient. It's lower power, more sustainable. All those things exactly. >>And the wonderful thing for us in the uh in this juncture in the market is there is so much architectural innovation. There are so many innovators out there in the industry creating different optimizations in technology with the lesson silicon or other aspects of the system. And that gives us a much broader palette to paint from as we meet our customers' needs as their businesses involving the requirements are evolving, we can be much more creative as we bring this all together. It's a real thrill to be able to bring some of these technologies into the HP reliant space because we've always felt that compute matters. We've always known that hardware matters, and we've been leading and innovating and meeting these needs as they've evolved over the decades, and it's really fun to be able to continue to do that. Hardware still >>matters. It doesn't matter. We know that here on the Cube, talk about the influence of the customer with so much architectural innovation. There's a lot of choice for customers in every industry. When you're in customer conversations, how are you helping them make decisions? One of the key differentiators that you articulate that's going to really help them achieve outcomes that they have to achieve? >>Well, I think that's exactly as you say. It's about the outcome. Too often, I think the conversation can get down into the lower level details of component, tree and technology and our philosophy. HP has always been focused on what it is that the customer is trying to achieve. How are they trying to serve their customers? What are their needs? And then we can bring an opinionated point of view on the best way to solve that problem, whether that's recommendations on the particular Capex, infrastructure and architecture to build or increasingly, the opportunity to serve that through HP Green Lake, either as hard or as a service. Or is HP Green Lake services further up the stack? Because when you start talking about what is the outcome you're trying to achieve, you have you have a much, much better opportunity to focus the technology to serve the business and not get wrapped up in managing the infrastructure and that's what we love to do. >>So where? Give us the telescope vision. Maybe not to tell a binocular vision as to where compute is going. We're clearly seeing more diversity in silicon. Uh, it's not just a you know x 86 CPU world anymore. There's all these other supporting components new workloads coming in. Where do you you mentioned Edge, whole new ballgame ai inference sing. And that was kind of new workloads, offloads and things of that. Where do you see it all going in the next 3 to 5 years? >>I think it's gonna be really, really exciting time because more and more of our data is getting captured to the edge. And because of the experiences that companies are trying to deliver and organisations are trying to deliver that requires more and more stories are more and more compute at the edge. The edge is not just about connectivity, and again, that's why with the F B green light cloud platform, the power of bringing together the connectivity with the compute with the storage with the other capabilities in that integrated way gives us the ability to serve that combined need at the edge in a very, very compelling way. The room moves a lot of friction and a lot of work for our customers. But as you see that happen, you're going to see more and more combining of functionalities. The silos are going to start to break down between different classes of building block in the data centre, and you've already seen shifts with more and more software to find more and more hybrid offerings running across a computing substrate. But perhaps delivering storage services are analytic services or other workloads, and you're gonna see that to conduct that continue to evolve. So it's gonna be very fun over the next few years to see that, uh, that diversification and a much more opinionated set of offers for particular use cases and workloads and at our job and value is going to be simplifying that complexity because choices great right up to the point where you're paralysed by too many choices. So the wonderful thing about the world that's been done here is that we're able to bring that opinionated point of view and help guide, and again it's all about starting with what are you trying to achieve. What are the outcomes you're trying to deliver? And if you start there were having a great time helping our customers find the right path forward. >>Wow, it sounds like a fun job. Talk to me about, you know, maybe one of your favourite examples that you really think articulates the value of of the choice and the opportunities that HP can deliver to customers, maybe favourite customer example where you think we really nailed it here and they're achieving some incredible outcomes. >>Well, we're really excited about this week as I was chatting with the CEO of Cloud Sigma, which is a global ideas and pass provider who's actually been using our new HP per client moral 300 general live in Are you on purpose? Server line? And, uh, their CEO was reporting to me yesterday that based on his benchmarking, they're seeing a significant improvement in power efficiency, and that's that's that's cool to an engineer. But what's even better is the next thing, he said. That's enabling them to deliver better cost to their customers and advanced their sustainability goals, which is such a core part of what we as an industry and we as society are going to have to continue to make stepwise progress against over the next decade in order to confront those challenges in the environment so that that's that's really fulfilling, not just to see the tech, which is always interesting to an engineer but actually see the impact that it's having an enabling that outcome foreclosed signal >>so many customers, including Cloud Sigma and customers in every industry. E S G is an incredibly important initiative. And so it's vital for companies that have a core focus on E. S G to partner with companies like HP who will help them facilitate that actually demonstrate outcomes to their own users. >>It's such an important journey and it's gonna be a journey of many steps together. But I think it's one of the most critical partnerships that as an industry and as an ecosystem, we still have a lot of work to do and we have to stay focused on it every day, continuing, moving the bar. >>You >>know, to your point about E. S G. You see these E s G reports. Now that they're unbelievable, the data that is in them and the responsibility that organisations mid and large organisations have to actually publish that and be held accountable. It's actually kind of daunting, but there's a lot of investments going on there. You're absolutely right. The >>accountability is key, and it's it's it's necessary to have an accountability partner and ecosystem that can facilitate that. Exactly. >>We just published last week our Own Living Progress report this year, talking about some of the steps that we're making the commitments that we pulled in in time. Um, and we're looking forward to continue to work on that with our customers and with the industry, because it's so critical that we make faster progress together on that >>last question. What's your favourite comment that you've heard the last couple of days being back in person with about 8000 customers, partners and execs? It's >>not. It's not the common. It's the sparkles in the eyes. It's the energy. It is so great to be back together, face to face. I think we, uh, we've soldiered through a couple of tough years. We've done a lot of things remotely together, but there's no substitute for being back together, and the energy is just palpable and it's it's fantastic to be able to share some of what we've been up to in the interim and see the excitement about getting adopted by customers and partners. >>I agree the energy has been fantastic. We were talking about that yesterday. You brought it today, Neil, Thank you so much for joining us. We're excited about Antonio coming up next, going to unpack all the announcements. Really good customers. Perspective from the top of H P E for Neil and Dave Volonte. I'm Lisa Martin joins us in just a few minutes as the CEO of HP, Antonio Neary joins us next.

>> from Austin, Texas. It's Theo Cube, covering your storage. Accelerate 2019. Brought to you by pure storage. >> Hey, welcome back to the cubes. Coverage day to appear. Storage your accelerate 2019. I'm Lisa Martin Day. Volante is my co host, and we're very pleased to welcome for the first time to the Cube. Kathy Southwark. This C I O at pure Cathy. Welcome. Thank you. Glad to be here. You have a great story. This is not only your fear. Your first your accelerate. You been at the company less than a year. You were not only a pure customer before, but in a completely different industry. So your first your accelerate. Here we are in Delhi Technologies backyard. Give us your perspective on appears business from your previous customer role. >> Yes. So I spent. I've been here just under a year, she said, and I spent the almost 22 years 18 t and coming into a company. It's completely different. Different size company, different size technology issues. Everything we do is looks very different. But there's a lot of similarities that, you know, you're trying to as any company trying to innovate and trying to stay on the cutting edge and you're trying to make sure you have the right teams in place and all that, so it's a lot of fun. It's great to see the energy and the excitement here, so that's been a lot of fun to come in and to see orange everywhere painted or so it's been a lot of fun coming on >> and you're complying with your orders. >> I got the memo. I said, You know, it's hard because orange is not one of my better colors toe where but no happy toe, happy to wear orange and proud to be part of such a company who's really looking at? How do we take care of the customer? >> Right. So you were sold on pure as a customer when you were with age and T. What was it about the technology that when you were in that prayer roll that really differentiated it from its competition? It was really >> interesting. I was sharing folks earlier today that here was very different, smaller company coming into a very large organization. We started working with them back in 18 t in 2013 so they were a very small company, very early on, but they were so bullish they had this completely different attitude about storage. And it wasn't really necessarily about this storage. It's about what we're gonna do to help you change your business. So for us, you know, I really looked at when you're in a very large company, you tend to not look so much at the particular like storage or computer or what you're really looking at, How many enabling my business and with the limited dollars that you have. And resource is etcetera, you're always trying to balance and prioritize. So for us when they came in, they made this proposition and said, Hey, we can show you this in two weeks and it'll, um And you know, when you're also big enterprise, you don't have time. Thio look a technology for weeks and months on end and then have to test it. And so we brought pure end. They they were tested out the products within two weeks, and we saw more than what we're expecting. And I think that was what changed for us is it wasn't just about we could do, you know, compression. We could do the deed if we could do. It was that all of a sudden was all these other capabilities been planned for So it really was. It was pretty pretty dramatic for us because we hadn't seen other providers to come in with a story that sounded different and not just the technology. Like I'm gonna save you a dollar. It's about now I'm going to enable your business to do something different faster. And we saw it firsthand. >> I was the role of C i o at a technology company. Different from you were in a c i o N a t. But you you had kind of an engineering roll. If I think it's a solution Engineering, how is the role different in terms of how you spend your time and what you care about? >> Yeah. So, you know, in 18 t, the CEOs were focused on the application delivery sites of specific applications at pure and so an 82. My role is centered around all the infrastructure for I t. As well as our network engineering. So what we did for the Service Writer network coming into pure, you have, you know, the whole spectrum. But we're a different kind of company. and that really 10 years old. Our technical debt looks very different. We use a lot of sass products, so we use a lot of hosted solutions from our partners and providers, and we do someone premise well. But it's a very different kind of landscape, so the opportunity is you don't have as much technical debt. You also have the ability to to try things because you are smaller and you can try things much quicker and be able to say, Well, this working isn't good enough and not have to have maybe things as gold plated. As you know, a regulated telecom would have versus a product technology product company that it's trying to be very agile to produce things and change for their customers. >> So essentially you were. I'll call you the C i o of of infrastructure at AT and T with infrastructure that had to support, like you said, highly regulated in a very diverse I'm sure application portfolio. Extremely there. Thousands of systems, probably >> thousands of applications and very complex business models. They, you know, they're ah, it's not a one. So the interesting is 80. >> She's >> not a one entity business, you know they've got their media business. They've got there mobility business. We've got their wireline business. So when you have people often think of 18 t as a company, But there's actually it's a very complex business model supporting multiple products. So it's just that those air, you know, multi $1,000,000,000 product portfolios versus coming into pure where you know we're still, you know, 1,000,000,000 have company building and growing our product portfolio. >> So what's your technology strategy of pure and how are you enabling business outcomes for the company? >> That's a great, great question. So, you know, really, a business strategy here has been that I t has to really evolve and scale differently than it had in the past. The organization before was really centered around Some of the end user capabilities wasn't as centered around business outcomes, and we've taken on a different role. So as I've come on to the organization, our opportunity and our challenge is that we now have different responsibilities, were taking on things like, How do we want to think about data across the enterprise, not just within each individual domain, and so as a start up company, you often are very focused on your R and D investments in your sales and marketing investments, and you do a lot of things to get it done. And that means that individual teams will do work. But you tend to not think about what the full life cycle is of, you know, of something that you're working on. So for our opportunity now this is take a step back, be able to look across and say it worked great for that period of time. Now we have the opportunity to rethink how we want to think about the customer experience from the time product is developed all the way through and, you know, a quote to a customer through its life cycle through delivery and then the support for that customer >> so so technology, the support that sort of workflow >> the ecosystem instead of within individual areas. And so that's really there are focuses. How do we help our business to become even faster? How do we get more focused on the customer from ah whole ecosystem? And that we think about the customer from the whole ecosystem instead of each individual area? >> Sounds like that horizontal view that Charlie Giancarlo talks about you know, with storage being so vertical in the past and cures wanting to revolutionize that and make that horizontal, ensuring that any type of business, whether we're talking about yours, business or ah retailer or our airline, every function in an organization has access to share. That data exactly struck business value to lower costs to find new revenue streams, new routes to market, et cetera. >> And we're no different as a business. We need to do those same things to make sure that we can. We can deliver those for business, so that's a big part of a lot of >> times we'll talk to C. I ose that technology companies and their large established technology companies that I think Cisco S A P. They've been around a long time. They have a lot of technical debt. They look a lot like your customers, frankly, many of your customers yours ever. But my question is a lot of these c I ose that I've just mentioned, sort of generically there come wine tasters, right? You know, they used to be dog food or his drink your own champagne, but But they they are like the first line of defense verse beta customer, and they give feedback to the product groups. Do you play that role as well? >> Way do we not probably to the extent, because we're a smaller company. So we tend Thio, as with our product announcements we've made will go out to a wide set of our customers, you know? So I think we had 16 1 of the bait is that was just done. What we do with an I T. Is because we have a smaller footprint just the size we do have flash ray with a flash blade with you do use pure one. We do it Maur of ah, from how would a a smaller customer look at it, Think about it and use it. And so that's tends to be the I'll say, the lens that we look through. I think that the role I've played coming in is the bringing a perspective from a larger enterprise on how does a larger enterprise an I t. Think about it and it's again. It's not just your helping me with storage. You're actually helping me to solve a business problem. So there's s oh, there's some other and some of the leaders that we've brought in. They also come from outside industry. Some have used pure, some have not, and so have that different kind of lens of what you know we would expect to see from our product seems, but they're also extremely open. Thio. What do you think? What is I t thinking about how you were thinking about these product ideas? What what's the input from I T. So there's a lot of what we're very small from a nightie organization. I think that the two way communication is what it's gonna you know, what will help, >> what are some of the innovations? And I know you've only had a short tenure there, but one of the things I read in the Q two earnings but that we're just released last month in August was seven. That new customers added per business safer pierce of 450 or so, plus customers at it in that quarter but also a 50% increase in multimillion dollar deals. So, enterprise, any innovations that you can share since you've been on board that your team has helped cure, understood to be able to go after those large enterprise multimillion dollar deals directly. >> Well, certainly from, um, you know, from a you know, a personal understanding of the product and what here could do it scale is, you know, I certainly have that perspective to share with our customers and bringing that confidence and credibility that, you know, if you are looking at a large enterprise customer in the opportunity, they have a lot of questions about. So how exactly did 18 t do it? It's not like they run a few arrays. They run hundreds and hundreds of rays and hundreds and hundreds of petabytes. So there's It's not like it's a proof of concept or a pilot. And it's been years of doing upgrades, non disruptive Lee over the years, with all the pure upgrades that have come into play. So I can certainly bring that to the table with helping the customers to get it, you know, a little bit of confidence, but also just an understanding about how pure is approaching it with these other large customers. So and as you've talked to other customers, there's there's enough customers out there that are, you know, very, >> very eager to >> share because they're so excited about what it's done for their business. We've >> heard. Sorry, David, I was going to say on the customer front we've, what 6600 plus customers pure now has in its 1st 10 years. And the customers we've spoken to the last two days, Dave and I have noticed that a common theme is they're talking about their overall experience with the technology. They're not talking about boxes and array names, and all these specifics are talking about how they are able to one customer from, ah, legal firm, I think in Florida didn't even do a PC had appear. That was a pure customer. And from that piers advice. I got it right on board and was really talking about the experience and all of the things to your point on the business side that they're able to to influence with the technology, not talking about speeds and feeds and arrange drives and things like that. So it's very, very different conversation. >> It's S O. It's interesting because and the role that I had, I had the teams that did the architecture, planning, design and through implementation. So the operation teams one of the most unique things I've said I share with customers is when you are in a technology and you're in a large enterprise, you tend to have a challenge with introducing new technology because you don't want more technical debt. It doesn't matter what you just don't want more technical debt. So typically your operation teams are >> doing a little >> bit of pushback on you. No, no, we don't need something new. No, we don't need unless they're having significant outages or incidents that they're trying to solve for what I found. And even to this day, there is some of the folks there actually around the floor here. The folks that were in operations, they were literally coming and saying, We want more pure And so when you're in a technology organisation that typically doesn't happen. It's S o it wasn't And it wasn't like we want more of like you said the array, it was we just want we don't wanna have to worry about. And I just took a reduction of my head count. So I want I find you have to take on more data and I am. You take on more support for the business. I don't have to worry about it. And so to have that. That's a very different. And we had the same experience of their application team saying, Hey, I just got lower latents. So they didn't actually know why. They just knew that when I was trying to do my work on the application side, working within a database, all the sudden I had all this improvement and, um and so what? We allowed them to sit. Okay, well, we'll give you more capabilities, more future functionality. And that doesn't happen. Before, those were things were like, really like operations and application teams are gonna work as a team together. Very different. I'm experience. >> So if I were a pure sales rep, I would say, >> Kathy, can you come tell my customers my prospect that >> story to the sales reps have access to your calendar? How much of your time? How much time you spend, you know, sales folks wanting you to tell stories like I got >> so the I have no the company that long. So I have I have spent a fair amount of my time talking to customers. But, you know, we also have a lot of work with an I t. And so are you know it's there just is incentive to have me work with an i. T. Because I can understand what we need to do to help our field as well. And that's one of our objectives is what are we gonna do an I t. To make it that much easier and better for not just our sales teams but the manufacturing teams. The support teams are hardware, teams, all the teams that takes a deliver. And so, you know, in fairness, I have joked with some that have stopped me and said, Hey, we need to I said, Remember, we also want to deliver for you so that to make your jobs easier So there's a balance >> that it's different. A technology company writes kind of encouraged that the C I. O goes out and evangelize is >> Yeah, it's actually a lot of fun. I, uh I I do joke that when I go out to talkto the other CEOs, I mean, they're my people there, too. I know it's It's the challenges that we have to deal with. The you know, you're dealing with the technology, those very specific items, then you're dealing with that. How do we help my business and then you're dealing with. I want to make sure I'm doing the right things for people development and all those so and you have a lens across the entire enterprise. So it's not like you're just looking at sales or you're just looking at ops for your You're kind of looking at everything to say, Well, how do I help all the teams to be that much better? Because the better we are, you know, be cliche. You know, collectively, that just got is gonna enable pure toe to do more fun. >> So what's on the minds of your peers in these days? >> You know, I feel so fortunate to be in the Bay Area, and there are amazing CEOs that get together, talk very openly, share strategies, actually eagerly and openly reach out to say, How can I help you? Um, and that's I think that's a unique as part of the CIA, a community that there's this willingness to say, Look, we're all in this together from a technology perspective. I mean, look, we all want to do well for our companies, but you're also trying to figure out how to make technology team stronger and you know it's a lot of the the same issues. It's how do I change the focus of and the perception of where I t fits into a business that it's not just a back office? It's not these systems, but it's actually becoming a very strategic, you know, Enabler, advisor, participant Helping to help, you know, can provide input. You can be that one of the first you know, Betas for your company if you're in a technology area and that's a change. There's a lot of companies who have always fascinated where it's like if you're a product and you have an I T. You're selling to those people, so pitch to them. If you can't sell to them, you're not gonna be successful. So I think it's just changing, evolving. You know some of those relationships and and that's a big deal and and you know, that's from the how you run your organization. There's that, you know, how do we make sure that the technologies were were all investing in our somewhat future proof and that they can evolve with us, not become inhibitors or, you know, box you into something that you can't kind of navigate through >> well, actually deliver on future proof. It's one of those marketing terms that is used by so many organizations delivering whatever kind of product. Same is with simple and seamless says We talk about this all the time. We did hear from customers wherever Green is concerned. You know, I said, non disruptive is how much of that goes from a marketing to reality and consistently heard about Piers ability to deliver their. But it's interesting and it's a refreshing, I think, to hear that you've experienced the changing role of the CEO to be collaborative versus he knows a lot of competition. And in tech, that's a refreshing The deer And I have an idea for you since you're so you're in such a habit to D'oh, it's good. What? You're gonna like this. I have an idea. Hash tag. Help Cathy Scale. Give them this video. Just so many pure customers all across the globe. >> Thank you. I will do that. I would. That's great advice. >> That's it. Easy to d'oh! D'oh! Well, Cathy's been great having you on the Cube. Thank you for sharing your perspective as there newish. See Io and how you went from here customer to running their i t. And congratulations on being part of the next decade of pure success. Thank you. Thank you for having our pleasure for day. Volante. I'm Lisa Martin. You're watching the Cube.

>> from Austin, Texas. It's Theo Cube, covering pure storage. Accelerate 2019. Brought to you by pure storage. >> Welcome back to the Cube. Lisa Martin Day Volante is my co host were a pure accelerate 2019 in Austin, Texas. A couple of guests joining us. Next. Please welcome Barack elected director product management for slunk. Welcome back to the Cube. Thank you. And guess who's back. Von Stewart. V. P. A. Technology from pure Avon. Welcome back. >> Hey, thanks for having us guys really excited about this topic. >> We are too. All right, so But we'll start with you. Since you're so excited in your nice orange pocket square is peeking out of your jacket there. Talk about the Splunk, your relationship. Long relationship, new offerings, joint value. What's going on? >> Great set up. So Splunk impure have had a long relationship around accelerating customers analytics The speed at which they can get their questions answered the rate at which they could ingest data right to build just more sources. Look at more data, get faster time to take action. However, I shouldn't be leading this conversation because Split Split has released a new architecture, a significant evolution if you will from the traditional Splunk architectural was built off of Daz and a shared nothing architecture. Leveraging replicas, right? Very similar what you'd have with, like, say, in H D. F s Work it load or H c. I. For those who aren't in the analytic space, they've released the new architecture that's disaggregated based off of cashing and an object store construct called Smart Store, which Broth is the product manager for? >> All right, tell us about that. >> So we release a smart for the future as part of spunk Enterprise. $7 to about a near back back in September Timeframe. Really Genesis or Strong Smart Strong goes back to the key customer problem that we were looking to solve. So one of our customers, they're already ingesting a large volume of data, but the need to retain the data for twice, then one of Peter and in today's architecture, what it required was them to kind of lean nearly scale on the amount of hardware. What we realized it. Sooner or later, all customers are going to run into this issue. But if they want in just more data or reading the data for longer periods, of time, they're going to run into this cost ceiling sooner or later on. The challenge is that into this architecture, today's distributes killer dark picture that we have today, which of all, about 10 years back, with the evolution of the Duke in this particular architecture, the computer and story Jacqui located. And because computer storage acqua located, it allows us to process large volumes of data. But if you look at the demand today, we can see that the demand for storage or placing the demand for computer So these are, too to directly opposite trans that we're seeing in the market space. If you need to basically provide performance at scale, there needs to be a better model. They need a better solution than what we had right now. So that's the reason we basically brought Smart store on denounced availability last September. What's Marceau brings to the table is that a D couples computer and storage, So now you can scale storage independent of computers, so if you need more storage or if you need to read in for longer periods of time, you can just kill independent on the storage and with level age, remote object stores like Bill Flash bid to provide that data depository. But most of your active data said still decides locally on the indexers. So what we did was basically broke the paradigm off computer storage location, and we had a small twist. He said that now the computer stories can be the couple, but you bring comfort and stories closer together only on demand. So that means that when you were running a radio, you know, we're running a search, and whenever the data is being looked for that only when we bring the data together. The other key thing that we do is we have an active data set way ensure that the smart store has ah, very powerful cash manager that allows that ensures that the active data set is always very similar to the time when your laptop, the night when your laptop has active data sets always in the cash always on memory. So very similar to that smarts for cash allows you to have active data set always locally on the index. Start your search performance is not impact. >> Yes, this problem of scaling compute and storage independently. You mentioned H. D. F s you saw it early on there. The hyper converged guys have been trying to solve this problem. Um, some of the database guys like snowflakes have solved it in the cloud. But if I understand correctly, you're doing this on Prem. >> So we're doing this board an on Prem as well as in Cloud. So this smart so feature is already available on tramp were also already using a host all off our spun cloud deployments as well. It's available for customers who want obviously deploy spunk on AWS as well. >> Okay, where do you guys fit in? So we >> fit in with customers anywhere from on the hate say this way. But on the small side, at the hundreds of terabytes up into the tens and hundreds of petabytes side. And that's really just kind of shows the pervasiveness of Splunk both through mid market, all the way up through the through the enterprise, every industry and every vertical. So where we come in relative to smart store is we were a coat co developer, a launch partner. And because our object offering Flash Blade is a high performance object store, we are a little bit different than the rest of the Splunk s story partner ecosystem who have invested in slow more of an archive mode of s tree right, we have always been designed and kind of betting on the future would be based on high performance, large scale object. And so we believe smart store is is a ah, perfect example, if you will, of a modern analytics platform. When you look at the architecture with smart store as brush here with you, you want to suffice a majority of your queries out of cash because the performance difference between reading out a cash that let's say, that's NAND based or envy. Emmy based or obtain, if you will. When you fall, you have to go read a data data out of the Objects store, right. You could have a significant performance. Trade off wean mix significantly minimized that performance drop because you're going to a very high bandwith flash blade. We've done comparison test with other other smart store search results have been published in other vendors, white papers and we show Flash blade. When we run the same benchmark is 80 times faster and so what you can now have without architecture is confidence that should you find yourself in a compliance or regulatory issue, something like Maybe GDP are where you've got 72 hours to notify everyone who's been impacted by a breach. Maybe you've got a cybersecurity case where the average time to find that you've been penetrated occurs 206 days after the event. And now you gotta go dig through your old data illegal discovery, you know, questions around, you know, customer purchases, purchases or credit card payments. Any time where you've got to go back in the history, we're gonna deliver those results and order of magnitude faster than any other object store in the market today. That translates from ours. Today's days, two weeks, and we think that falls into our advantage. Almost two >> orders of magnitude. >> Can this be Flash Player >> at 80%? Sorry, Katie. Time 80 x. Yes, that's what I heard. >> Do you display? Consider what flashlight is doing here. An accelerant of spunk, workloads and customer environment. >> Definitely, because the forward with the smart, strong cash way allow high performance at scale for data that's recites locally in the cash. But now, by using a high performance object store like your flash played. Customers can expect the same high performing board when data is in the cash as well as invented sin. Remorseful >> sparks it. Interesting animal. Um, yeah, you have a point before we >> subjects. Well, I don't want to cut you off. It's OK. So I would say commenting on the performance is just part of the equation when you look at that, UM, common operational activities that a splitting, not a storage team. But a Splunk team has to incur right patch management, whether it's at the Splunk software, maybe the operating system, like linen store windows, that spunk is running on, or any of the other components on side on that platform. Patch Management data Re balancing cause it's unequal. Equally distributed, um, hardware refreshes expansion of the cluster. Maybe you need more computer storage. Those operations in terms of time, whether on smart store versus the classic model, are anywhere from 100 to 1000 times faster with smart store so you could have a deployment that, for example, it takes you two weeks to upgrade all the notes, and it gets done in four hours when it's on Smart store. That is material in terms of your operational costs. >> So I was gonna say, Splunk, we've been watching Splunk for a long time. There's our 10th year of doing the Cube, not our 10th anniversary of our 10th year. I think it will be our ninth year of doing dot com. And so we've seen Splunk emerged very cool company like like pure hip hip vibe to it. And back in the day, we talked about big data. Splunk never used that term, really not widely in its marketing. But then when we started to talk about who's gonna own the big data, that space was a cloud era was gonna be mad. We came back. We said, It's gonna be spunk and that's what's happened. Spunk has become a workload, a variety of workloads that has now permeated the organization, started with log files and security kind of kind of cumbersome. But now it's like everywhere. So I wonder if you could talk to the sort of explosion of Splunk in the workloads and what kind of opportunity this provides for you guys. >> So a very good question here, Right? So what we have seen is that spunk has become the de facto platform for all of one structure data as customers start to realize the value of putting their trying to Splunk on the watch. Your spunk is that this is like a huge differentiate of us. Monk is the read only skim on reed which allows you to basically put all of the data without any structure and ask questions on the flight that allows you to kind of do investigations in real time, be more reactive. What's being proactive? We be more proactive. Was being reactive scaleable platform the skills of large data volumes, highly available platform. All of that are the reason why you're seeing an increase that option. We see the same thing with all other customers as well. They start off with one data source with one use case and then very soon they realize the power of Splunk and they start to add additional use cases in just more and more data sources. >> But this no >> scheme on writer you call scheme on Reed has been so problematic for so many big data practitioners because it just became the state of swamp. >> That didn't >> happen with Splunk. Was that because you had very defined use cases obviously security being one or was it with their architectural considerations as well? >> They just architecture, consideration for security and 90 with the initial use cases, with the fact that the scheme on Reid basically gives open subject possibilities for you. Because there's no structure to the data, you can ask questions on the fly on. You can use that to investigate, to troubleshoot and allies and take remedial actions on what's happening. And now, with our new acquisitions, we have added additional capabilities where we can talk, orchestrate the whole Anto and flow with Phantom, right? So a lot of these acquisitions also helping unable the market. >> So we've been talking about TAM expansion all week. We definitely hit it with Charlie pretty hard. I have. You know, I think it's a really important topic. One of things we haven't hit on is tam expansion through partnerships and that flywheel effect. So how do you see the partners ship with Splunk Just in terms of supporting that tam expansion the next 10 years? >> So, uh, analytics, particularly log and Alex have really taken off for us in the last year. As we put more focus on it, we want to double down on our investments as we go through the end of this year and in the next year with with a focus on Splunk um, a zealous other alliances. We think we are in a unique position because the rollout of smart store right customers are always on a different scale in terms of when they want to adopt a new architecture right. It is a significant decision that they have to make. And so we believe between the combination of flash array for the hot tear and flash played for the cold is a nice way for customers with classic Splunk architecture to modernize their platform. Leverage the benefits of data reduction to drive down some of the cost leverage. The benefits of Flash to increase the rate at which they can ask questions and get answers is a nice stepping stone. And when customers are ready because Flash Blade is one of the few storage platforms in the market at this scale out band with optimized for both NFS and object, they can go through a rolling nondestructive upgrade to smart store, have you no investment protection, and if they can't repurpose that flash rate, they can use peers of service to have the flesh raise the hot today and drop it back off just when they're done within tomorrow. >> And what about C for, you know, big workloads, like like big data workloads. I mean, is that a good fit here? You really need to be more performance oriented. >> So flash Blade is is high bandwith optimization, which really is designed for workload. Like Splunk. Where when you have to do a sparse search, right, we'll find that needle in the haystack question, right? Were you breached? Where were you? Briefed. How were you breached? Go read as much data as possible. You've gotta in just all that data, back to the service as fast as you can. And with beast Cloud blocked, Teresi is really optimized it a tear to form of NAND for that secondary. Maybe transactional data base or virtual machines. >> All right, I want more, and then I'm gonna shut up sick. The signal FX acquisition was very interesting to me for a lot of reasons. One was the cloud. The SAS portion of Splunk was late to that game, but now you're sort of making that transition. You saw Tableau you saw Adobe like rip the band Aid Off and it was somewhat painful. But spunk is it. So I wonder. Any advice that you spend Splunk would have toe von as pure as they make that transition to that sass model. >> So I think definitely, I think it's going to be a challenging one, but I think it's a much needed one in there in the environment that we are in. The key thing is to always because two more focus and I'm sure that you're already our customer focus. But the key is key thing is to make sure that any service is up all the time on make sure that you can provide that up time, which is going to be crucial for beating your customers. Elise. >> That's good. That's good guidance. >> You >> just wanted to cover that for you favor of keeping you date. >> So you gave us some of those really impressive stats In terms of performance. >> They're almost too good to be true. >> Well, what's customer feedback? Let's talk about the real world when you're talking to customers about those numbers. What's the reaction? >> So I don't wanna speak for Broth, so I will say in our engagements within their customer base, while we here, particularly from customers of scale. So the larger the environment, the more aggressive they are to say they will adopt smart store right and on a more aggressive scale than the smaller environments. And it's because the benefits of operating and maintaining the indexer cluster are are so great that they'll actually turn to the stores team and say, This is the new architecture I want. This is a new storage platform and again. So when we're talking about patch management, cluster expansion Harbor Refresh. I mean, you're talking for a large sum. Large installs weeks, not two or 3 10 weeks, 12 weeks on end so it can be. You can reduce that down to a couple of days. It changes your your operational paradigm, your staffing. And so it has got high impact. >> So one of the message that we're hearing from customers is that it's far so they get a significant reduction in the infrastructure spent it almost dropped by 2/3. That's really significant file off our large customers for spending a ton of money on infrastructure, so just dropping that by 2/3 is a significant driver to kind of move too smart. Store this in addition to all the other benefits that get smart store with operational simplicity and the ability that it provides. You >> also have customers because of smart store. They can now actually bursts on demand. And so >> you can think of this and kind of two paradigms, right. Instead of >> having to try to avoid some of the operational pain, right, pre purchase and pre provisional large infrastructure and hope you fill it up. They could do it more of a right sides and kind of grow in increments on demand, whether it's storage or compute. That's something that's net new with smart store um, they can also, if they have ah, significant event occur. They can fire up additional indexer notes and search clusters that can either be bare metal v ems or containers. Right Try to, you know, push the flash, too. It's Max. Once they found the answers that they need gotten through. Whatever the urgent issues, they just deep provisionals assets on demand and return back down to a steady state. So it's very flexible, you know, kind of cloud native, agile platform >> on several guys. I wish we had more time. But thank you so much fun. And Deron, for joining David me on the Cube today and sharing all of the innovation that continues to come from this partnership. >> Great to see you appreciate it >> for Dave Volante. I'm Lisa Martin, and you're watching the Cube?