>>from around the globe. It's the Cube with digital coverage of Dell Technologies. World Digital experience Brought to you by Dell Technologies. Hello, everyone. And welcome back to the cubes Coverage of Del Tech World 2020. With me is Jeff Boudreau, the president general manager of Infrastructure Solutions group Deltek. Jeff, always good to see you, my friend. How you doing? >>Good. Good to see you. >>I wish we were hanging out a Sox game or a pat's game, but, uh, I guess this will dio But, you know, it was about a year ago when you took over leadership of I s G. I actually had way had that sort of brief conversation. You were in the room with Jeff Clark. I thought it was a great, great choice. How you doing? How you feeling Any sort of key moments the past 12 months that you you feel like sharing? >>Sure. So I first I want to say, I do remember that about a year ago. So thank you for reminding me. Yeah, it's, uh it's been a very interesting year, right? It's been it's been one year. It was in September was one year since I took over I s G. But I'm feeling great. So thank you for asking. I hope you're doing the same. And I'm really optimistic about where we are and where we're heading. Aziz, you know, it's been an extremely challenging year in a very unpredictable year, as we've all experienced. And I'd say for the, you know, the first part of the year, especially starting in March on I've been really focused on the health and safety of our, you know, the families, our customers and our team members of the team on a lot of it's been shifting, you know, in regards to helping our customers around, you know, work from home or education and learn from home. And, you know, during all this time, though, I'll tell you, as a team, we've accomplished a lot. There's a handful of things that I'm very proud of, you know, first and foremost, that states around the customer experience we have delivered on our best quality in our product. NPS scores in our entire history. So something I'm extremely proud of during this time around our innovation and innovation engine, we part of the entire portfolio which you're well aware of. We had nine launches in nine weeks back in that May in June. Timeframe. So something I'm really proud of the team on, uh, on. Then last, I'd say it's around the team and right, we shifted about 90% of our workforce from the office tow home, you know, from an engineering team. That could be, you know, 85% of my team is engineers and writing code. And so, you know, people were concerned about that. But we didn't skip a beat, so, you know, pretty impressed by the team and what they've done there. So, you know, the strategy remains unchanged. Uh, you know, we're focused on our customers integrating across the entire portfolio and the businesses like VM ware and really focused on getting share. So despite all the uncertainty in the market, I'm pretty pleased with the team and everything that's been going on. So uh, yeah, it's it's been it's been an interesting year, but it's really great. I'm really optimistic about what we have in front of us. >>Yeah, I mean, there's not much you could do a control about the macro condition on it, you know it. Z dealt to us and we have to deal with it. I mean, in your space. It's the sort of countervailing things here one is. Look, you're not selling laptops and endpoint security. That's not your business right in the data center. Eso. But the flip side of that is you mentioned your portfolio refresh. You know, things like Power Store. You got product cycles now kicking in. So that could be, you know, a buffer. What are you seeing with Power Store and what's the uptake look like? They're >>sure. Well, specifically, let me take a step back and the regards the portfolio. So first, you know, the portfolio itself is a direct reflection in the feedback from all our partners and our customers over the last couple of years on Day two, ramp up that innovation. I spent a lot of time in the last few years simplifying under the power brands, which you're well aware of, right? So we had a lot of for a legacy EMC and Legacy dollars. Really? How do we simplify under a set of brands really over delivering innovation on a fewer set of products that really accelerating in exceeding customer needs? And we did that across the board. So from power edge servers, you know, power Max, the high end storage, the Powerball, all that we didn't hear one. And just most recently. And, you know, it's part of the big launches. We had power scale. We have power flex for software to find. And, of course, the new flagship offer for the mid range, which is power store. Um, Specifically, the policy of the momentum has been building since our launch back in May. And the feedback from our partners and our customers has been fantastic. And we've had a lot of big wins against, you know, a lot of a lot of our core competitors. A couple examples one is Arrow Electronics SAA, Fortune 500 Global Elektronik supplier. They leverage power Store to provide, you know, basically both, you know, enterprise computing and storage needs for their for their broader bases around the world on there, really taking advantage of the 41 data reduction, really helping them simplify their capacity planning and really improve operational efficiencies specifically without impacting performance. So it's it's one. We're given the data reductions, but there's no impact on performance, which is a huge value proffer for arrow another big customers tickets and write a global law firm on their reporting to us that over 90 they've had a 90% reduction in their rack space, and they've had over five times two performance over a core competitors storage systems azi. They've deployed power store around the world, really, and it's really been helping them. Thio easily migrate workloads across, so the feedback from the customers and partners has been extremely positive. Um, there really citing benefits around the architecture, the flexibility architecture around the micro services, the containers they're loving, the D M or integration. They're loving the height of the predictable data reduction capabilities in line with in line performance or no performance penalties with data efficiencies, the workload support, I'd say the other big things around the anytime upgrades is another big thing that customers we're really talking about so very excited and optimistic in regards as we continue to re empower store the second half of the year into next year really is the full full year for power store. >>So can I ask you about that? That in line data reduction with no performance hit is that new ipe? I mean, you're not doing some kind of batch data reduction, right? >>No, it's It's new, I p. It's all patented. We've actually done a lot of work in regards to our technologies. There's some of the things we talk about GPS and deep use and smart Knicks and things like that. We've used some offload engines to help with that. So between the software and the hardware, we've had leverage new I. P. So we can actually provide that predictable data reduction. But right with the performance customers need, So we're not gonna have a trade off in regards. You get more efficiencies and less performance or more performance and less efficiency. >>That's interesting. Yeah, when I talked to the chip guys, they talk about this sort of the storage offloads and other offloads we're seeing. These alternative processors really start to hit the market videos. The obvious one. But you're seeing others. Aziz. Well, you're really it sounds like you're taking advantage of that. >>Yeah, it's a huge benefit. I mean, we should, you know, with our partners, if it's Intel's and in videos and folks like that broad comes, it's really leveraging the great innovation that they do, plus our innovation. So if you know the sum of the parts, can you know equal Mauritz a benefit to our customers in the other day? That's what it's all about. >>So it sounds like Cove. It hasn't changed your strategy. I was talking toe Dennis Hoffman and he was saying, Look, you know, fundamentally, we're executing on the same strategy. You know, tactically, there's things that we do differently. But what's your summarize your strategy coming in tow 2021. You know, we're still early in this decade. What are you seeing is the trends that you're trying to take advantage of? What do you excited about? Maybe some things that keep you up at night? >>Yeah, so I'd say, you know, I'll stay with what Dennis said. You know, it's our strategy is not changing its a company. You probably got that from Michael and from job, obviously, Dennis just recently. But for me, it's a two pronged approach. One's all about winning the consolidation in the core infrastructure markets that we could just paid in today. So I think Service Storage Network, we're already clear leader across all those segments that we serve in our you know, we'll continue to innovate within our existing product categories. And you saw that with the nine launches in the nine weeks in my point on that one is we're gonna always make sure that we have best debris offers. If it's a three tier, two tier or converge or hyper converged offer, we wanna make sure that we serve that and have the best innovation possible. In addition to that, though, the secondary piece of the strategy really is around. How do we differentiate value across or innovating across I S G? You know, Dell Technologies and even the broader ecosystems and some of the examples I'll give you right now that we're doing is if you think about innovating across icy, that's all about providing improved customer experience, a set of solutions and offers that really helped simplify customer operations, right? And really give them better T CEOs or better. S L. A. An example of something like that's cloud like it's a SAS based off of that we have. That really helps provide great insights and telemetry to our customers. That helps them simplify their I T operations, and it's a major step forward towards, you know, autonomous infrastructure which is really what they're asking for. Customers of a very happy with the work we've done around Day one, you know, faster, time to value. But now it's like Day two and beyond. How do you really helped me Kinda accelerate the operations and really take that away from a three other big pieces innovating across all technologies. And you know, we do this with VM Ware now live today, and that's just writing. So things like VX rail is an example where we work together and where the clear leader in H C I. Things like Delta Cloud Uh, when we built in V M V C F A, B, M or cloud foundation in Tan Xue delivering an industry leading hybrid cloud platform just recently a VM world. I'm sure you heard about it, but Project Monterey was just announced, and that's an effort we're doing with VM Ware and some other partners. They're really about the next generation of infrastructure. Um, you know, I guess taking it up a notch out of the infrastructure and I've g phase, you know, some of the areas that we're gonna be looking at the end to end solutions to help our customers around six key areas. I'm sure John Rose talking about the past, but things like cloud Edge five g A i m l data management security. So those will be the big things. You'll see us lean into a Z strategies consistent. Some big themes that you'll see us lean into going into next year. >>Yeah, I mean, it is consistent, right? You guys have always tried to ride the waves, vector your portfolio into those waves and add value. I'm particularly impressed with your focus on customer experience, and I think that's a huge deal. You know, in the past, a lot of companies yours included your predecessor. You see, Hey, throwing so many products at me, I can't I don't understand the portfolio. So I mean, focusing on that I think is huge right now because people want that experience, you know, to be mawr cloudlike. And that's that's what you got to deliver. What about any news from from Dell Tech world? Any any announcements that you you wanna highlight that we could talk about? >>Sure. And actually, just touching back on the point you had no about the simplification that is a major 10 of my in regards the organization. So there's three key components that I drive once around customer focus, and that's keeping customers first and foremost. And everything we do to is around axillary that innovation. Engine three is really bringing everything together as one team. So we provide a better outcome to our customers. You know, in that simplification after that you talk about is court toe what we're driving. So I want to do less things, I guess better in the notion of how we do that. What that means to me is, as I make decisions that want to move away from other technologies and really leverage our best of breed type shared type, that's technology. I p people I p I can, you know, e can exceed customer needs in those markets that were serving. So it's actually allows me to x Sorry, my innovation engine, because I shift more and more resource is onto the newer stock now for Del Tech world. Yes, We got some cool stuff coming. You probably heard about a few of them. Uh, we're gonna be announcing a project project Apex. Hopefully you've been briefed on that already. This isn't new news or I'll be in trouble. But that's really around. Our strategy about delivering, simple, consistent as a service experiences for our customers bringing together are dealt technology as a service offering and our cloud strategy together. Onda also our technology offerings in our go to market all under a single unified effort, which Ellison do would be leading. Um, you know, on behalf of our executive leadership team s, that's one big area. And there is also another big one that I'll talk about a sui expand our as a service offers. And we think there's a big power to that in regards to our Dell Technologies. Cloud console solving will be launching a new cloud console that will provide uniformed experience across all the resources and give users and ability toe instantly managed every aspect of their cloud journey with just a few clicks. So going back to your broader point, it's all about simplicity. >>Yeah, we definitely all over Apex. That's something I wanted to ask you about this notion of as a service, really requiring it could have a new mindset, certainly from a pricing and how you talk about the customer experience that it's a whole new customer experience. Your you're basically giving them access. Thio What I would consider more of a platform on giving them some greater flexibility. Yeah, there's some constraints in there, but of course, you know the physical only put so much capacity and before him. But the idea of being ableto dial up, dial down within certain commitments is, I think, a powerful one. How does it change the way in which you you think about how you go about developing products just in terms of you know, this AP economy Infrastructure is code. How how you converse about those products internally and externally. How would you see that shaking >>out Dave? That's an awesome question. And it's actually for its front center. For everything we do, obviously, customers one choice and flexibility what they do. And to your point as we evolved warm or as a service, no specific product and product brands and logos on probably the way of the future. It's the services. It's the experience that you provide in regards to how we do that. So if you think about me, you know, in in infrastructure making infrastructure as a service, you really want to define what that customer experiences. That s L. A. That they're trying toe realize. And then how do we make sure that we build the right solutions? Products feature functions to enable that a law that goes back to the core engineering stuff that we need to dio right now, a lot of that stuff is about making sure that we have the right things around. If it's around developer community. If it's around AP rich, it's around. SdK is it's all about how do we leverage if it's internal source or external open source, if you will. It's regards to How do we do that? No. A thing that I think we all you know what you're well aware but we ought to keep in mind is that the cloud native applications are really relevant. Toe both the on premises, wealthy off premise. So think about things around portability reusability. You know, those are some great examples of just kind of how we think about this as we go forward. But those modern applications were required modern infrastructure, and regardless of how that infrastructure is abstracted now, just think about things like this. Aggregation or compose ability or Internet based computing. It's just it's a huge trend that we have to make sure we're thinking of. So is we. We just aggregate between the physical layers to the software layers and how we provide that to a service that could be think of a modern container based asset that could be repurposed. Either could be on a purpose built thing. It could be deployed in a converge or hyper converged. Or it could be two points a software feature in a cloud. Now, that's really how we're thinking about that, regards that we go forward. So we're talking about building modern assets or components That could be you right once we used many type model, and we can deploy that wherever you want because of some of the abstraction of desegregation that we're gonna do. >>E could see customers in the in the near term saying, I don't care so much about the product. I want the fast one all right with the cheaper one e. >>It's kind of what you talking about, that I talked about the ways. If you think about that regards, you know, maybe it's on a specific brand or portfolio. You look into and you say, Hey, what's the service level that I'd wanted to your point like Hey, for compute or for storage, it's really gonna end up being the specific S l A. And that's around performance or Leighton see, or cost or resiliency they want. They want that experience in that that you know, And that's why they're gonna be looking for the end of the end state. That's what we have to deliver is an engineering. >>So there's an opportunity here for you guys that I wonder if you could comment on. And that's the storage admin E. M. C essentially created. You know, you get this army of people that you know pretty good of provisioning lungs, although that's not really that's a great career path for folks. But program ability is, and this notion of infrastructure is code as you as you make your systems more programmable. Is there a skill set opportunity to take that army of constituents that you guys helped train and grow and over their careers and bring them along into sort of the next decade? This new era? >>I think the the easy answer is yes, I obviously that's a hard thing to do and you go forward. But I think embracing the change in the evolution of change, I think is a great opportunity. And I think there is e mean if you look step back and you think about data management, right? And you think about all the you know all data is not created equal and you know, and it has a life cycle, if you will. And so if it's on edge to Korda, Cloward, depending think about data vaults and data mobility and all that stuff. There's gonna be a bunch of different personas and people touching data along the way. I think the I T advance and the storage admin. They're just one of those personas that we have to help serve and way talk about How do we make them heroes, if you will, in regards to their broader environment. So if they're providing, if they evolve and really helped provide a modern infrastructure that really enables, you know infrastructure is a code or infrastructure as a service, they become a nightie hero, if you will for the rest of team. So I think there's a huge opportunity for them to evolve as the technology evolves. >>Yeah, you talked about you know, your families, your employees, your team s o. You obviously focused on them. You got your products going hitting all the marks. How are you spending your time these days? >>Thes days right now? Well, we're in. We're in our cycle for fiscal 22 planning. Right? And right now, a lot of that's above the specific markets were serving. It's gonna be about the strategy and making sure that we have people focused on those things. So it really comes back to some of the strategy tents were driving for next year. Now, as I said, our focus big time. Well, I guess for the for this year is one is consolidation of the core markets. Major focus for May 2 is going to be around winning in storage, and I want to be very specific. It's winning midrange storage. And that was one of the big reasons why Power Store came. That's gonna be a big focus on Bennett's really making sure that we're delivering on the as a service stuff that we just talked about in regards to all the technology innovation that's required to really provide the customer experience. And then, lastly, it's making sure that we take advantage of some of these growth factors. So you're going to see a dentist. Probably talked a lot about Telco, but telco on edge and as a service and cloud those things, they're just gonna be key to everything I do. So if you think about from poor infrastructure to some of these emerging opportunities Z, I'm spending all my time. >>Well, it's a It's a big business and a really important one for Fidel. Jeff Boudreau. Thanks so much for coming back in the Cube. Really a pleasure seeing you. I hope we can see each other face to face soon. >>You too. Thank you for having me. >>You're very welcome. And thank you for watching everybody keep it right there. This is Dave Volonte for the Cube. Our continuing coverage of Del Tech World 2020. We'll be right back right after this short break

>>from Las >>Vegas. It's the cues covering quality security Conference 2019 Bike. Wallace. Hey, welcome back It ready? Geoffrey here with the Cube were at the Bellagio in Las Vegas. It's actually raining outside, which is pretty odd, but through the desert is happy. We're here at the Kuala Security Conference. Been going on for 19 years. It's our first time here. We're excited to be here, but we got a really familiar Gaston. She's been on a number of times that Nutanix next, conferences and girls who code conferences, etcetera. So we're happy to have back Wendy Pfeifer. She's the C I O of Nutanix and as of August, early this year, a board member for quality. So great to see you. >>Nice to see you again, too. So it's raining outside. I'll have to get out. >>I know it's pretty, uh, pretty cool, actually. School coming in on the plane. But let's let's jump into a little bit from your C I, Oh, roll. We're talking a lot about security and in the age old thing came up in the keynote. You know, there's companies that have been hacked, and then there's companies that have been hacked and don't know it yet, but we're introducing 1/3 type of the company. Here is one of the themes which is that you actually can prevent, you know, not necessarily getting hacked, but kind of the damage and destruction and the duration once people get in. I'm just curious from your CEO >>hat. How >>do you look at this problem? That the space is evolving so quickly? How do you kind of organize your your thoughts around it? >>Yeah, for me. First of all, um, it starts with good architecture. So whether it's our own products running or third party products running, we need to ensure that those products are architected for resilience. And that third kind of company, the Resilient company, is one that has built in architecture er and a set of tools and service is that are focused on knowing that we will be hacked. But how can we minimize or even eliminate the damage from those hacks? And in this case, having the ability to detect those hacks when their incoming and to stop them autonomously is the key to HQ Wallace's play and the key to what I do as CEO at Nutanix, >>right? So one of the other things that keeps coming up here is kind of a budget allocation to security within the CEO budget on. And I think Mr Clark said that, you know, if you're doing 3% or less, you're losing, and you gotta be spending at least 8%. But I'm curious, because it to me is kind of like an insurance story. How much do you spend? How much do you allocate? Because potentially the downside is enormous. But you can't spend 100% of your budget just on security. So how do you think about kind of allocating budget as a percentage of spin versus the risk? >>Well, I love that question. That's part of the art of being a C i O A. C. So, you know, first of all, we have ah mixed portfolio of opportunities to spend toe hold to divest at any one time, and I t portfolio management has been around for 30 years, 40 years, almost as long as some of the people that I know. However, um, we always have that choice, right? We're aware of risk, and then we have the ability to spend. Now, of course, perfect security is to not operate at all. But that's about that's, you know, swinging too far the wrong way on Dhe. Then we also have that ability, maybe to not protect against anything and just take out a big old cyber security policy. And where is that policy might help us with lawsuits? It wouldn't necessarily have help us with ongoing operations. And so it's somewhere in the middle, and I liked some of the statistics that they share today. One of the big ones for me was that companies that tend to build resilient worlds of cybersecurity tend to spend about 10% of their total I t operating budgets on cyber security. That makes sense to me, and that reflects my track record at Nutanix and elsewhere, roughly in that amount of spending. Now you know, checking the box and saying, Well, we're spending 10% on cybersecurity doesn't really buy us that much, and also we have to think about how we're defining that spend on cyber security. Part of that spend is in building resilient architectures and building resilient code. And uh, that's sort of a dual purpose spend, because that also makes for performance code it makes for scalable, supportable code, et cetera. So you know, we can do well by doing good in this >>case. So again, just to stay on that beam permit, it went. So when you walk the floor at R S. A. And there's 50,000 people and I don't even know how many vendors and I imagine your even your I T portfolio now around security is probably tens of products, if not hundreds, and certainly tens of vendors again. How do you How do you? You kind of approach it. Do you have trusted advisors around certain point solutions? Are you leveraging? You know, system integrators or other types of specialists to help? You kind of sort through and get some clarity around this just kind of mess. >>Well, all of us actually are looking for that magic discernment algorithm. Wouldn't it be great if >>you could just >>walk up to a vendor and apply the algorithm? And ah ha. There's one who's fantastic. We don't have that, and so we've got a lot of layers of ingest. I try to leave room in my portfolio for stealth and emerging technologies because generally the more modern the technology Is the Mauritz keeping pace with the hackers out there and the bad guys out there? Um, we do have sort of that middle layer that surround the ability for us to operate at scale because we also have to operate these technologies. Even the most cutting edge technology sometimes lack some of the abilities for us to ingest them into our operations. And then they're sort of the tried and true bedrock that hopefully is built into products we consume. Everything from public Cloud service is to, uh, you know, hardware and so on. And so there's this range of choices. What we have to dio ultimately is we use that lens of operations and operational capability. And first of all, we also ensure that anything we ingest meets our design standards and our design standards include some things that I think are fascinating. I won't go into too much detail because I know how much you love this detail. But you know, things like are the AP eyes open? What is integration look like? What's the interaction design look like? And so those things matter, right? Ultimately, we have to be able to consume the data from those things, and then they have to work with our automation, our machine learning tools. Today at Nutanix, for example, you know, we weigh like toe. I'm happy to say we catch, you know, most if not all of any of the threats against us, and we deal with well over 95% of them autonomously. And so were a living example of that resilient organization that is, of course, being attacked, but at the same time hopefully responding in a resilient way. We're not perfect knock on wood, but we're actively engaged. >>So shifting gears a little bit a bit a bit now to your board hat, which again, Congratulations. Some curious. You know, your perspective on kind of breaking through the clutter from the from the board seat Cos been doing this for 19 years. Still relatively small company. But, you know, Philippe talked a lot about kind of company. Percy's me industry security initiatives that have to go through what are some of the challenges and opportunities see sitting at the board seat instead of down in the nitty gritty down the CEO. >>Well, first of all, um, quality is financially a well run responsible organization and one of Philippe and the leadership teams. Goals has always been toe operate profitably and tow. Have that hedge on DSO. What that means is that as consumers, we can count on the longevity of the organization and the company's ability to execute on its road map. It's the road map that I think is particularly attractive about Wallace. You know, I am who I am. I'm an operator. I'm a technologist. And so although I'm a board member and I care about all dimensions of the company, the most attractive component is that this this road map in those 19 years of execution are now coming to fruition at exactly the right time. For those of us who need these tools in these technologies to operate, this is a different kind of platform and its instrumented with machine learning with a I. At a time when the Attackers and the attacks are instrumented that way as well as as you mentioned, we have a lot of noise in the market today, and these point solutions, they're gonna be around for a while, right? We operate a messy and complex and wonderful ecosystem. But at the same time, the more that we can streamline, simplify on and sort of raised that bar. And the more we can depend on the collected data. From all of these point tools to instrument are automated responses, the better off we'll be. And so this is, Ah, platform whose whose time has come and as we see all of the road map items sort of coming to fruition. It's really, really exciting. And it's, you know, just speaking for a moment of someone who's been a leader in various technology companies in the security and, you know, technology space for some time. One of the most disappointing things about many technology startups is that they don't build in that that business strength. Thio have enough longevity and have enough of a hedge to execute on that brilliant vision. And so many brilliant ideas have just not seen the light of day because of a failure to execute. In this case, we have a company with a track record of execution that's monetized the build out of the platform, and now also these game changing technologies are coming to fruition. It's it's really, really exciting to be a part of it. >>So Wendy, you've mentioned a I machine learning Probably get checked. The transfer of a number of times 85 times is this interview. So it's really interesting, you know, kind of there's always a lot of chatter in the marketplace, But you talked about so many threats coming in and we heard about Mickey noticed. Not really for somebody sitting in front of a screen anymore to pay attention, this stuff. So when you look at the opportunity of machine learning and artificial intelligence and how that's going to change the role of the CEO and specifically and security when if you can share your thoughts on what that opens up >>absolutely s so there's kind of two streams here I'd love to talk about. The first is that we've had this concern as we've moved to Public Cloud and I t that i t people would be left behind. But in fact, after sort of ah little Dev ops blip where non i t people were writing code that was them consumed by enterprises were now seen the growth of I t. Again and what this relates to is this In the past, when we wanted to deploy something in public cloud. We had to be able Thio compose an express infrastructure as code. And, um, folks who are great at infrastructure are actually pretty lousy at writing code, and so that was a challenge. But today we have low code and know code tools, things like work Otto, for example, that my team uses that allow us to express the operational processes that we follow sort of the best practices and the accumulated knowledge of these I t professionals. And then we turn the machine on that inefficient code and the machine improves and refines the code. So now, adding machine learning to the mix enables us to have these I t professionals who know more than you'd ever imagine about storage and compute and scaling and data and cybersecurity and so on. And they're able to transform that knowledge into code that a machine can read, refine and execute against. And so we're seeing this leap forward in terms of the ability of some of these tools. Thio transform how we address the scale and the scope in the complexity of these challenges. And so on the one side, I think there's new opportunity for I T professionals and for those who have that operational expertise to thrive because of these tools on the other side, there's also the opportunity for the bad guys in the in the cyberspace. Um, Thio also engage with the use of thes tools. And so the use of these tools, that sort of a baseline level isn't enough. Now we need to train the systems, and the systems need to be responsive, performance resilient. And also, they need to have the ability to be augmented by to be integrated with these tools. And so suddenly we go from having this utopian. Aye, aye. Future where you know, the good looking male or female robot, you know, is the nanny for our kids, um, to something much more practical that's already in place, which is that the machine itself, the computer itself is refining in augmenting the things that human beings are doing and therefore able to be first of all, more responsive, more performance, but also to do that layer of work that is not unique to human discernment. >>Right? We hear that over and over because the press loved to jump on the general. May I think it's much more fun to show robots than then Really, the applied A I, which is lots of just kind of like Dev ops. Lots of little improvements. Yeah, lots of little places. >>Exactly. Exactly. You know, I mean, I kind of like the stories of our robot overlords, you know, take it over to. But the fact is, at the end of the day, these machine, it's just math. It's just mathematics. That's all it is. It's compute. >>So when you find let you go, I won't touch about women in tech. You know, you're a huge proponent of women in tech. You're very active on lots of boards and cure with Adriaan on the girls and Tech board where we last where we last sat down. Um, and you're making moves now. Obviously, you've already got a C title. Now you're doing more bored work. I just wonder if you can kind of share your thoughts of how this thing's kind of movement is progressing. It seems to have a lot of of weight behind it, but I don't know if the numbers air really reflecting that, but you're you're on the front lines. What can you shares? You know, you're trying to help women. That's much getting detect. But to stay into tech, I think, is what most of the stats talk about. >>Yeah, I've got a lot of thoughts on this. I think I'll try to bring our all the vectors together. So I recently was awarded CEO of the year by the Fisher Center for Data and Analytics and thank you very much. And the focus there is on inclusive analytics and inclusive. Aye, aye. And And I think this this is sort of a story that that makes the point. So if we think about all of the data that is training these technology tools and systems, um, and we think about the people who are creating these systems and the leaders who are our building, these systems and so on, for the most part, the groups of people who are working on these things technologists, particularly in Silicon Valley. They're not a diverse set of people. They're mostly male. They're overwhelmingly male. Many are from just a handful of of, um, you know, countries and groups, right? It's it's It's mainly, you know, Caucasian males, Indian males and Asian males. And and because of that, um, this lack of diverse thinking and diverse development is being reflected in the tools in ways that eventually will build barriers for folks who don't share those characteristics. As an example, Natural language processing tooling is trained by non diverse data sets, and so we have challenges with that. For example, people who are older speak a little bit more slowly and have different inflections in general on how they speak. And the voice recognition tools don't recognize them as often. People who have heavy accents, for example, are just not recognized. Yes, you know, I always have a phone, Um, and this is my iPhone and I have had an iPhone for 10 years. Siri, my, you know, helpful Agent has been on the phone in all those years. And in all of those years, um, I have had a daughter named Holly H O l L Y. And every time that I speak Thio, I dictate to Syria to send a message on. I use my daughter's name. Holly. Syria always responds with the spelling. H o L I. The Hindu holiday. Now, in 10 years, Siri has never learned that. When I say Holly, I'm most likely mean my daughter >>was in the context of the sentence. >>Exactly. Never, ever, ever. Because, you know Siri is an Aye aye, if you will. That was built without allowing for true user input through training at the point of conversation. And so s So that's it. That's bad architecture. There's a lot of other challenges with that architecture that reflect on cybersecurity and so on. One tiny example. But I think that, um now more than ever, we need diverse voices in the mix. We need diverse training data. We need, you know, folks who have different perspectives and who understand different interaction design to be not only as a tech entrepreneurs, builders and leaders of country of companies like, you know, girls in tech Support's educating women supporting women entrepreneurs. I'm I'm also on the board of another group called Tech Wald. That's all about bringing US combat veterans into the technology workforce. There's another diverse group of people who again can have a voice in this technology space. There are organizations that I work with that go into the refugee that the permanent refugee camps and find technically qualified folks who can actually build some of this training data for, ah, you know, analytics and a I We need much, much more of that. So, you know, my heart is full of the opportunity for this. My my head's on on fire, you know, and just trying to figure out how can we get the attention of technology companies of government leaders and and before it's too late, are training data sets are growing exponentially year over year, and they're being built in a way that doesn't reflect the potential usage. I was actually thinking about this the other day. I had an elderly neighbor who ah, spoke with me about how excited he waas that he he no longer could drive. He wasn't excited about that. He no longer could drive. He couldn't see very well and couldn't operate a car. And he was looking forward to autonomous vehicles because he was gonna have a mobility and freedom again. Right? Um, but he had asked me to help him to set up something that he had on his computer, and it was actually on his phone. But he there was their voice commands, but But it didn't understand him. He was frustrated. So he said, Could you help me. And I thought, man, if his mobile phone doesn't understand him, how's the autonomous vehicle going to understand him so that the very population who needs these technologies the most will will be left out another digital divide? And and, um, now is the moment while these tools and technologies are being developed, a word about Wallace. You know, when I was recruited for the board, um, you know, they already had 50 50 gender parity on the board. It wasn't even a thing in my interviews. We didn't talk about the fact that I am female at all. We talked about the fact that I'm an operator, that I'm a technologist. And so, um, you know that divide? It was already conquered on HK. Wallace's board that's so not true for many, many other organizations and leadership teams is particularly in California Silicon Valley. And so I think there's a great opportunity for us to make a difference. First of all, people like me who have made it, you know, by representing ourselves and then people of every gender, every color, every ethnicity, immigrants, et cetera, um, need to I'm begging you guys stick with it, stay engaged don't let the mean people. The naysayers force you to drop out. Um, you know, reconnect with your original values and stay strong because that's what it's gonna take. >>It's a great message. And thank you for your passion and all your hard work in the space. And the today it drives better outcomes is not only the right thing to do and a good thing to do that it actually drives better outcomes. >>We see that. >>All right, Wendy, again. Always great to catch up. And congratulations on the award and the board seat and look forward to seeing you next time. Thank you. All right, She's windy. I'm Jeff. You're watching the Cube with a quality security conference at the Bellagio in Las Vegas. Thanks for watching. We'll see you next time.

>> from Boston, Massachusetts. It's the queue covering active eo 2019. Data driven you by activity. >> We're back with the Cuban active FiO Data driven day one day Volante with student a man you're watching The Cube. Steve Duplessis here is the, uh, let's see. Uh, I'm going to say benevolent. Dictator of Enterprise Strategy Group. Chief analyst, Founder Welcome. Welcome back to the Cube. >> Thanks. Nice friend. Nice to be here, you fellows, and we don't Great. Congratulations. Newly newly closed. That's awesome. I want Yeah, thank you very much. >> Great. Looking good. You're here for your honeymoon. >> He said this is it? After a few marriages. This is the honeymoon. >> Yeah. That's good to know that the honeymoon's not over. So let's talk data, Tio. It's happening. >> That is a terrible question, Dave. >> So yeah, Data. Okay, everybody talks. Data you here, bro. My data is the new oil. Fate is a competitive advantage. And >> you like that. >> You do like what Data's in oil. >> So it's funny because we're I think I'm way older than you. You look better. >> God, no. >> But if you go back in time as long as we were doing this, it's been kind of hilarious, really. In retrospect, when you watch way watch these massive industries get created like the AMC just created because all they were about building bigger buckets to put data, zeros and ones. But no context, completely useless, just big buckets. So we valued Wow, you built a big fast bucket. Then IBM and her tachy whoever was gonna leap frog your next built a faster, bigger bucket. And that was with the world considered valuable. And it's now fast forward to the modern day and oh, maybe with the thing that's really valuable with those zeros and he's in contact. Maybe it's not really the bucket. It's, uh so valuable anymore. So >> So, do you think the with the bucket builders still bucket builders air they actually becoming data Insite creators? Or is it just still build a better bucket? That's cheaper. Faster >> till it's a great question. I think >> that we're first of all, you You still have to have the buckets, right? It's a relative who's going to make a smarter bucket builder. I don't know. >> You need someplace to put it, so >> you're gonna have to put it some place and you're gonna have to deliver it in the good news, you know, storage and or infrastructural say is the most brilliant business ever. From a capacity demand perspective, no one ever needs less, right. You always need Mauritz justa matter what you're gonna do with it, how you're going to address that. So it's we've propagated for 50 years and infrastructure business that build a bigger, faster bucket. Build a bigger, faster processor, build a bigger, faster. And every time you you solve one of those particular problems as long as data doesn't abate and it never does, is only is there's more versus Les. It's just every time we fix one problem way, you stick your finger in the dike and another poll springs out. So right now we're at the we've got more processing capabilities that week, ever possible. Use not true, right? We'll figure out a way to use it so that the last five years of and for the >> next five years waiting talk about analytics, wouldn't talk about io ti. We didn't talk about any of those things that are all just precursors to folk crap. We could make a whole bunch more NATO and do stuff with >> so So computers. Kind of a similar dynamic. It's sort of sensational. But is the relatively crappy business compared to storage rights? Storage is 60% plus gross margin. Business servers. I don't know. You're lucky if you get in in a low twenty's. Um, why is that? >> Hello, Number one. It's essentially monogamous. So 20% is wonderful if your intel and you get it. All right. Well, it sells. Got great gross margins, right? Everybody else's does it. You go down the supply chain. That's where you're gonna add value. So that's difficult for anything. Hard to get gross margins out of like spending. She had a box. >> So, Steve Yes, she's now 20 years old. >> I know >> when I think back 20 years ago. You know, short. You know this capacity price per dollar price per gigabyte. You know, all that stuff has changed a lot. The other thing, You know, I think back 20 years talk about automation and intelligent infrastructure. We were using those terms back that sure, one of things that they did. That that's right. Well, that's what I wanted to ask you about is like, right back then when you talked about well, how intelligent wasn't what could it do? And automation was There was a lot of times, you know, I'm just building a little script. I'm doing something like that. At least you know, from what we see, it feels like, you know, today's automation and intelligence is light times away from what we were talking about. 20 years. Sure, and it's true. What do you see in that? Well, >> so remember where we came from When we were talking originally about automation and orchestration, we were talking about how to manage a box, how to expand a box, how to manage infrastructure. Now it's data operations. Right now it's that that's the whole point of activity. Right to be in with is all right, if you are good enough and smart enoughto have the data sort of everything. What kind of matters? There you've gotta have the data and what can you up? What can you automate an orchestra from a data out perspective? Not from a box, not from a Let's scale out or scale up or something like that again, that's just a bigger bucket. It's a better bucket, but to be able to actually take data and say, You know what? I don't even know necessarily what I'm going to want to use this for, but I know that I gotta have. It's gotta be You have to be able to go click, click, click and get it. If if and when I figure out who I want to find out how lowering the price of Sharman and Seattle at a Wal Mart is going to affect my revenue or my supply chain or whatever. >> So one of the things I've talked with you in the past about is the pace of change of the industry. And, you know, I've said, you know, we know things are changing rather fast, but the average company, how much were they? Actually are they good at adopting change? And you've called me on stupid enterprises slow getting any faster, you know? Are they Are they open to change? Mohr. You know, what do you see in 2019? Is is it any different than it was in, You know, two thousand nine? >> That's a great question. So thie answer is yes, they're getting better. We are finally getting better. Problem, though, is a CZ industry insider watcher or a Boyar is ur is you see it and know what should happen 10 years. It takes 10 years in general for the world to actually catch upto the stuff that we're talking about. So it's not really that helpful to the poor schlub that's running on operation that build sneakers in Kansas, right? That's not really that helpful that we're talking about. This is what you could be doing and should be doing. The pace of change is much faster now because and give the em where most of the credit. Because once that went into place, all of the sudden and that you gotta remember there, everyone thinks vm where was an instant home run? It was 10 years of the same cold sitting in the corner in a queue, a environment before. Finally, we ran out of room in the data center, and that's the only reason they were able to come out. But once it was there, and it enabled you to stop associating the physical to the to the logical once, we could just just dis aggregate that stuff that I think opened up a tidal wave of kind of what else can we do? And people have adopted now. Now it's pervasive. So VM where's everywhere? Now? We're moving in the next level of kind of woman. Why can't I just build a containerized app that I can execute anywhere? No matter of fact, I don't even want it in my data center on. No one has to know that necessarily. So as modernization exercises have started to take off, they just they pick up, they actually pick up steam. So what we know empirically is those that are are halfway down. Call it the transformation or the modernization curve are going three times faster than those just starting. And those guys are going three times faster than the ones that are sitting there in idle doing stuff. The same >> city with the inertia going on. What do you make of this Bubblicious Back up market. Let's talk about that a little bit. You got these big install bases? The veritas, Conmebol, Delhi emcee, IBM, Tivoli install base. Everybody wants a piece of that action. Well, I guess cohesive rubric also want a piece of each other. Sure, which is kind of, you know, they get that urinary Olympics going on. I'd like to say And then you got these guys, which is kind of, you know, playing. Uh, I said to Ashleigh kind of East Coast, West Coast, There's no no, it's not East Coast, West Coast, but there's definitely more conservativism on this side of the of the flyover states. What's your take on what's going on in the landscape right now? >> So back up is awesome from the again, still probably the single most consistently line item budget thing for five decades. It's a guaranteed money in and out, and by and large it still sucks. My general rule is still it's crazy that we haven't been able to solve that particular problem. But regardless, the reason that it's so important is, besides the obvious. Yeah, you need to protect stuff, case. Something goes away and something bad happened good. But really, it's That's the inn. Just point for everything you do, you create data today. I'm backing it up on our later so that backup becomes the injust engine and it also is kicking off point. So at tapioca it started as wow, this is a better backup, most trap for lack of a better term. But really what? It was is didn't matter what with was back up or something else. It's I need tohave the data in order to do other stuff with it, and back up is just a natural, easiest way to be able to do that. So I think what's finally happening is we're moving from Christophe Would would say it's really about intelligence intelligence more so than just capturing those bits and being able to assemble and put it back together. It's understanding the context of those bits so that I can say stew in test. Dev has a different use case than Dave in whatever analytics, etcetera, etcetera. But they both need a copy of the exact scene data, the exact same state at the exact same point in time, etcetera. So if lungs backup's going to be kind of a tip of the spear in terms of going from what I will say, production or live data to the first copy, there's almost always back up. It's gonna matter. >> Christoph, Christoph Bertrand want your analyst? And so we saw, uh, c'mon, Danni Allen put a slideshow $15,000,000,000 tam and back up being a big chunk of that, probably half of it um, how does that jibe with your gut feel in terms of the opportunity beyond backup Dev ops? You know, I don't know. Ransomware insights. So you think that's low? High? Makes sense. >> I think I could justify the number. And what history has taught me is that it's probably low because we we're only talking about a handful of use cases that we've all glommed onto. But there will be remembered, like 11 years ago, there was no iPhone. You know what? How bad that changed. Everything that we do over there. And when did you know at some point during that particular journey, the phone became Who gives a shit about the phone? Excuse. But it's a text machine and it's an instagram thing, and it's a video production facility and all these other things, and the phone's almost dead. I only use it when my mom calls me kind of thing. So, you know, really, it's difficult to imagine. I certainly don't have the mental capabilities to imagine what the next 10 things after Dev Ops and this that and the other. But it's still all predicated on the same you got Somebody's gonna have a copy of that data and you're gonna be able to access it. You've got to be able to put it where you need it for whatever the reason again, a disaster is an important thing to recover from. But so is being ableto farm That data for nuggets of gold. >> Well, I guess I asked the question because, you know, it's a logical question is, is the market big enough to support all these companies that are in, You know, that gardener thing that they do? And I hope so because we love competition. >> I think I >> can answer it >> this way. Everything. Even the oldest guard Veritas, for God's sakes, 1000 years old, t sm 1000 years old con vault code base, 1000 years old. You're all big companies, right? And they're not perishing anytime soon. And I don't run. Love the startup Love the active FiOS or the cohesive sees coming in. But what they're really trying to do is not, you know, they might have started, as in a common ground, backup is a common warzone, but because there's money there like this consistent money there go get. But they soon turn in Teo other value propositions. And that's not is true with the incumbent back up guys because of their own legacy, right? It's hard to turn 1,000,000 year 1,000,000 lines of code into something. It wasn't designed, innit? >> Yeah, and it's not trivial to disrupt that base. But I guess if you get, you know, raising I don't know how much the industry is raised, but it's well over $1,000,000,000 now. I mean, activity has raised 200,000,000 and that's like chump change. Compared to some of the other races that you've seen. Cody City was to 60 and their last rubric was even, you know, crazy, crazy, even >> count the private money that beam God is that, you know, that was half 1,000,000,000 >> right? Well, that's a That's an off camera discussion. All right, we gotta go. So, Steve, thanks so much for for coming. Thank you. Great to >> have you. All right. All right, everybody. We'll be back with our next guest. You wanted the Cube from active field data driven from Boston, right on the harbor. Right back