>> Narrator: Live from Washington D.C. It's theCUBE. Covering Boomi World '19. Brought to you by Boomi. >> Welcome to theCUBE. Lisa Martin with John Ferrier. We are in Washington D.C., at Boomi World '19. John and I have been here now for two days, and we're pleased welcome another CUBE alumni back to our program, Michael Morton, the CTO of Boomi, Michael J. Morton. >> Thank you! It's so great to be back with you guys. >> Great to see you. >> I love this. This is great. >> So we were geeking out the last day and a half, John and I were, with all of our guests and realized Booomi World 2018 was only 11 months ago. >> John: Yup. >> So here we are in D.C. Lots of news around fed rant marketplace certification. But in such a short period of time, Boomi has scaled to 9,000 plus customers in over 80 countries. Your partner ecosystem is now over 580. All in 11 months. And 11 months ago, one of the things that was very clear from all of the Boomi execs is we're going to redefine the i in iPaaS to be intelligence. Now here we are, fast track a few months later, we're going to be talking about, Boomi is talking about, redefining that i to be intelligent insights. Cool stuff. Talk to us about the insights. >> Okay, so let's talk about intelligence first. So everybody's intelligence happy of course, but we've been very disciplined of actually being articulate about what does intelligence mean, not just the label. So we have a history of intelligence being how can you facilitate customers building solutions on Boomi faster. That's our legacy. And so we'll always continue to add new features to the product, but we had an opportunity that we realized we kept in our back pocket for a little while, right? And that's around insights. So we knew that the way the world uses Boomi is to integrate data. They connect the things. They move data. But now we're kind of shifting a little bit and saying it defines what your business is doing, not what your data's doing. Right? So now comes insights, the first for any iPaaS to do, is now we can intelligently tell you what is your business doing. So now we had to make a decision. We can't just advertise it and say we do this, right? And hey, wave our hands. So we said we're going to pick a business challenge, not a very common one. Just kidding, of course. What's a business challenge that every business has? Data privacy. So we chose the insights to say we want to help customers address a business challenge of data privacy. It makes perfect sense. If Boomi is the traffic to running your business about moving data, what's data privacy? It's about getting your arms around the movement of your data. So it just was a perfect fit, for an integration platform as a service, to expose, in a much different way, where is the data about your business actually coming and going? >> Is it going to be part of the product, chargeable, free? How're you guys thinking about these insights? Is it going to be a module? Is it going to be a connector? How do you guys think about the insights piece of it from a consumption stand point, from a customer stand point. >> Okay, so I'll take it one step at a time. I will just be honest and say we have yet to decide is it a charge for feature? We're still evolving it, but consumption's a very important question, so today what we're doing is we have this capability working today. We talked about it on stage, very comfortable about speaking about it, because we're working with a set of customers that gave us real feedback about what's important and what's not important. The consumption's a very interesting question, because depending on the role, right? If you are a chief security officer, what do you want to see? Do you want to see PDFs? Do you want to see reports? Or do you want APIs to get the data to consume into something else? So, one of our to do's is consumption. How do you want to receive this information? So this is actually in the works. >> So, I can see policy and AI being helpful there. You mentioned privacy. I want to get to that in a second. But why not security? That's the number one problem, too. Data, privacy, and security. Is it just too elusive? Or is it too hard? >> Michael: To me, they go together. >> Okay, so explain. What's going on, how does security fit in to this? >> Yep. I mean, I think there's many aspects of security obviously. But I mean security from an access standpoint, all right? So I'll take the position of access. One of the reasons why customers buy Boomi today is they want to expose a certain amount of data to consumers, either from monetization or to an application or to a consumer or to a website, right? And so one type of security is how do you limit the data that you get access to? And so today I'll go back to intelligence or insights. >> (chuckling) Exactly, same. >> It is not out of the realm of possibility that we actually show you who's accessing the data. >> Yeah, I mean we've seen this moving around. That's when the thieves are also moving around, too, and the bad actors. That's a good observation opportunity. And that's kind of where this comes from, right? This whole ability to observe, observability. >> That's right. Observe access. I mean, impersonations is a very popular thing, you can impersonate people, but the whole ability to observe inbound requests, right? I mean, there's always traffic controls on API gateways and things like that, which we'll fully support. But security? I mean, it comes with access. >> I want to get your thoughts on a couple things while you're here. Observability remind me of this cloud 2.0 conversation we've been having on theCUBE. And we're kind of goofing on web 2.0, cloud 2.0. Cloud 1.0, Amazon storage, computes, scale up, everyone's born there, loves it, no problem, no issues, just grow and buy as you go. It's great stuff. At some point when you're an enterprise, it's not that easy. >> Michael: Right. >> So, from cloud 2.0, observability has really taken network management to a whole 'nother level. And it's a data problem. So people going public, SignalFx got acquired, it's a whole industry now. Automation is evolving out of the configuration management area. RPA has got some AI in it. So if you connect the dots here, I can see you guys know where I'm going with this. >> Yep, yep. >> Observability is data. Automation is about making things easier. >> Michael: Yep. >> How do you see those components fitting into the Boomi world? Because architecturally they're now building blocks for either conversational AI or some sort of insights and intelligence. What is, what's the framework, what's the building blocks to make all this data value come to life? How would you talk about that? >> Well, I mean, you're asking, I broke down your whole tirade there into many sections already. >> John: Tirade, good word. That's a great word. >> So let's talk about, in relationship to Boomi, you used the word infrastructure. You used the word network. You threw a lot of things in there. >> John: Tirade, that's for sure. >> And it's like, okay, now I have a soup. So I'll just try to pick pieces out of the soup that I think are relevant. So, again I'll tie back to intelligence a little bit. Boomi, when you use the product, there's an engine that you run. It's a container, right? So you build in the cloud and Boomi, and then you choose where you want to run, right? And part of our efforts around intelligence is to keep that run time environment healthy and maybe scaling, all right? So automation for Boomi will be, let me look at the workloads that you are using to run on Boomi, and predict when I need to scale your environment. Automation. You'll see slowly even more automation capabilities to make it easier for scaling, sizing. So that's one aspect of hopefully answering what you're asking and trying to dissect a little bit about automation. So one will be automation for ourselves. I mean to help basic, just don't think about your moving around time anymore. It's just going to work. It's just going to scale. So we are planning to get to that point where it's fully automated. >> And that's efficiency for you. Creates value. >> Michael: Yeah, correct. >> Deploy resources to other areas. >> Yes, but here's something else to consider is it also saves our support organization the call. That's the most important thing, is the company when you scale, is you have to put in your company cultures. You build the product. What can you do to avoid that service call coming in? So I do want to talk about culture a little bit, even for intelligence. And I like to give a very simple example about how does a product like Boomi change their culture about building in intelligence into the product. And I have a great example. So let's say I'm a developer that's been assigned to put a new feature in Boomi. And it has five configuration parameters that you need to ask the customer to configure before you can use it. Why? Why five? Can't I just tell the customer what they need for three of those? And now there's only two? And it gets people thinking, oh yeah, I guess I could have gone back into their metadata. They already did this once. So why don't I grab that value that they already did? And that's an interesting mindshift when you think about it is instead of five, I challenge you to get down to two. Get it down to two. So, intelligence is not just an outward facing customer feature. It's a development culture. >> You talk about operating systems. It's really a great conversation, because you know when you look at data, and then and what you're talking about, back to the demo and the privacy conversation that you guys are talking about, is if you think about data holistically, as a system, not as a isolated thing, 'cause that's what you're getting at. It's a systems approach. >> Michael: It is. >> The data's somewhere. Why you have another form? You get it, pull it in, automation. But as you did the demo, people were buzzing about mind blowing, whoa! Look what's flying around! What was the purpose behind the demo? What was your main point? What were you trying to get across in that demo that you wanted people to walk away with? Was it that there's threats out there that's an issue or their problems are going to be solved? Or is this cool? What was the main driver behind the demo and the privacy as the first step? >> That's a very good question. And so I'll give you the first thing that comes to mind. The company and data is a living ecosystem. It never stops. It's always in motion. It's harder to manage. It's harder to observe. Boomi is meant to basically build the engine of your living ecosystem. All right? How can you possibly as a human get insight into that ecosystem? It's impossible. But with a product like Boomi, we're giving you insights into the living part of your business. That's the really the theme. Now applying to, you said threats. Good word. Threats to what? In this case, it's threats to being fined by GDPR. It's not necessarily a security breach. But fines are real now. I mean there's monetary loss. And so that's the message. >> What have some of the, you mentioned the word mindshift in your demo this morning, you mentioned it a minute ago, when you've been working with some of these customers helping you evaluate this intelligent insight capability, what has been the mindshift there, in terms of exposing this information? What are some of the things these customers have been really like whoa, really surprised that this intelligent insights can show them, that they just have no idea about with respect to their business? >> Yep, great question. Because I gauge success on the reaction, all right? And in this case the human reaction is actually seeing a map between countries with lines. It's actually that simple, to visually be able to see as a human, the flow of data. Then on top of that, the flow of private data. >> It's like an x-ray. It's like looking at the bloodstream. >> Ah, that's a good analogy. >> Yeah, I mean the blood's flowing, all aspects. >> Right, you can't see your blood. I can't see it, right? I know it's there. >> John: (laughing) Yeah, I think so. It's red. >> I hope so. >> That's like Superman. You can see through the data points to get into what you want because the data's flowing. You guys make that observable. Now what about the data that's not in the Boomi platform? Connectors, how would people, I mean so obviously not, Boomi's not everywhere, you've got 9,000 customers, not 900,000 customers. So there's a lot of other businesses that aren't using Boomi. Can I leverage it with other platforms? How do you think about that? >> Again I'm going to interpret what you're asking. There's many other sources of data of course that people are not using Boomi to access. But if, this may be a bit of a salesman opinion, the more you use Boomi, the more insights you're going to get. So why wouldn't you connect to those things? >> So but connecting means I can just connect to those things. I'll give you a hypothetical, real world example. We have so much data on these CUBE interviews. In fact, after this CUBE interview's done, your words will be transcribed into a transcript, will be linked to the video. We can make clips out of it. It's a big data set. When people will share those clips, we know who's sharing the data. So we are there, a lot of good data. So I would be like hey, I'd like to tap into that Boomi. Why build it? I can just connect. So do I connect all my applications into Boomi or just my data? >> That's actually interesting. Now, of course, I'm the CTO of the business. I'm going to invent stuff on the fly 'cause that's what I do, right? You have metadata about, you have metadata about these files? >> We have APIs, metadata, all kinds of stuff, yeah. >> What we would expect would be this. You would need to, if you're looking for other insights, all right, you're going to now see start combining data. So analytics is really about taking multiple sources of data, putting it in one place, and mining it for new insights because of correlating things together. >> And that validates your point about being that sales rep, because more data, the better data. Look it, we just did a master class here. Master and student. Real time, on the fly. >> This is the second master class you guys have done. At Dell Technologies World, there was a master class on block chain I sat in between you two. >> I got to say, that's a new format we should look at, this real time invention. >> Michael: I love it. >> Well, Michael, thank you so much for joining John and me on theCUBE. It's been really exciting to see, in 11 months, what's transpired for Boomi. We can't wait for next Boomi World. I can't wait to hear how this double i intelligent-- >> Maybe another i? >> Insights. I cubed? I three? All right, all right. Won't quote you on that, but we appreciate it. >> Great to see you. >> Very cool stuff. For John Ferrier, I'm Lisa Martin. You're watching theCUBE from Boomi World '19. Thanks for watching. (upbeat music)

(upbeat music) (logo crystals tingle) >> Hi, everybody, welcome back to FalCon22, I'm Dave Vellante and you're watching theCube's continuous coverage, this is day two. We live in an API economy, but APIs, you know, they're sometimes vulnerable, Michael Nicosia is here, he's the Chief Operating Officer and co-founder of Salt Security, API Security Specialist, Michael, welcome to theCUBE, thanks for coming on. >> Thank you so much, Dave, glad to be here. >> You're very welcome. Why did you and your co-founder, is it Roy? >> Yeah. >> Why did you guys start Salt Security? >> So really easy, I mean, as you mentioned, the proliferation of APIs constantly is growing on a year to year basis. So in 2015, when he and I met, we had this idea that it was going to continue to grow and APIs were going to be critical to every organization from an innovation perspective, from a safety perspective and we thought that current tools out there couldn't protect against the new threat vector that we thought was going to happen. And, you know, you fast forward to 2022 and here we are, it's the largest growing threat vector from an API perspective because APIs are just growing like crazy. >> Right. Well, let's talk about the news, CrowdStrike made an investment in your company. >> Michael: Yes. >> Congratulations. >> Michael: Thank you. >> Tell us about that, why it's important, and to have a strategic partner like that. >> Yeah, so first of all, we're super thrilled about the partnership, I mean, it's amazing. And not only the partnership, the strategic investment for us just signifies the importance of our two companies in terms of what we want to do in the field together or in the market together. So the strategic investment is amazing, the partnership is even more amazing just because it's kind of like, you know, the first in its class from an API security perspective, we've got partners from the cloud providers and then the only other partnerships really have is with API Management vendors. So this is unique in that it goes outside the security ecosystem to provide this partnership and the nice thing about it is it's exclusive, excuse me, and it just continues to validate the leadership where we have an API security, as well as obviously a leadership that CrowdStrike has. >> Exclusive in the sense that CrowdStrike's not going to invest in another API competitor and you're not going to take investment from an endpoint- >> Michael: Exactly. >> Or something like that. >> Endpoint or, you know, really cloud workload situation. >> Anything within that vastly expanding portfolio. >> Michael: Exactly. >> So pretty much anybody. >> Michael: Exactly. >> Except network security, from what I saw in the keynote yesterday, that's sort of on the table, for now. So, okay, so why should customers care about this? What's the benefit to them? >> Yeah, so if you think about, the security profile of organizations and where they seem to have potential risk, threat vectors, you know, endpoint, you know, Cloud obviously API becomes a bigger, threat vector as well. So I think the partnership just solidifies the fact that we want to create a better security profile for organizations and we want to make it safe for them to innovate and continue to do what they do. So I think that's the importance and when you put the two together it just creates a larger value proposition, more stickiness from end point to cloud, to APIs. >> So we have a partner, theCUBE, and in New York city and it's called ETR and they do quarterly surveys of CISOs, CIOs, IT buyers, about 12 to 1500 a quarter. And so I was chatting with those guys last week, they knew we were going to be at CrowdStrike and so they ran some data for all the API security vendors and you guys were, you know they had like the Gartner Magic Quadrant but it's not, you know, vision and execution, it's spending momentum and like presence in their survey, it's like market share, mind share. >> Sure. >> You guys were up and to the right, like, way, way, way ahead, I presume that's why you got the attention of CrowdStrike. I found their data set to be incredibly good, that's how we found CrowdStrike years ago, like, "Wow, who's this company?" >> Yeah. >> You know, companies like CrowdStrike, Okta, Zscaler, Snowflake Off The Charts, but you guys were really noticeable. Talk about the spending momentum you're seeing with customers, where's that coming from? >> Yeah, I mean look, for us it's a continuing growing market, it's accelerating and we're still in the, you know, early stages of the market, which is amazing. But if you think about what organizations do, they innovate, right, they innovate through, you know, software, through applications or APIs. So if you think about, you know, how do they continue to innovate safely? They need a solution, like Salt Security to protect from any bad actors that could potentially create any breaches, vulnerabilities. So I think that that's why CISOs in particular are super excited about talking to us, making sure that they have all of their bases covered especially when it comes to applications that they have within their organization, which continues to grow. >> And not to not to be a methodology geek, but the methodology they use is to essentially say, is a customer spending more or less, they subtract the lesses from the mores and that's what you're left with. And one of the lesses is churn, and if you have high churn, you're spending momentum, >> you know- >> Micheal: Yeah. >> In their methodology goes into the tank. So you have obviously admitted you have very low churn is that what you're saying in the field? >> Micheal: Absolutely. >> Why is that? >> Yeah, I mean, again, I think it's, it goes back to the value that we bring to customers. I think, you know, our solution works, we're the only AI/ML-based solution with deep context so we can really take a closer granular look at the APIs, model those APIs, create a baseline and really protect against them. So I mean, our solution works and it works really well and I think we provide value in that, you know, CISOs don't have to worry about any bad actors trying to infiltrate their applications 'cause they know that Salt Security is there protecting them. >> I know you're not the tech guy but you're the founder, co-founder of a technology company so you got to be conversant in the tech, 'cause this is the way it is in our business, so tell us about the tech, what's so cool about it? What's the differentiation? >> Yeah, I guess, and I mentioned that it's really AI/ML based, you know, we leverage big data and it's really the context associated to that, which means that, you know, we can get into granular details of really baselining the API itself. And what we do really well is, because these are unique attacks and these attacks could be days, weeks, months and we're the only vendor that, that can really correlate across that timeline because of the context-based big data that we leverage to be able to, you know, spot these potential bad actors that we look for. >> And all this happens in the cloud or? >> Absolutely, it's all... >> You have a server in your office? >> No, no, it's all it's a hundred percent SaaS-based, Cloud-based solution, I think that's one of the reasons why the partnership with CrowdStrike is so amazing as well. >> Talk a little bit more about the synergies between CrowdStrike and Salt Security. >> Tons of synergies, I mean, if you think about from, you know, from the part of being a little fluffy culture, the two companies have similar cultures, we go after similar you know, first Cloud, innovative companies. If you think about kind of the technology that CrowdStrike has put forth, revolutionized the endpoint security, and now moving into the Cloud, you know, leveraging AI and ML, we're doing the exact same thing so I think there's a lot of synergies associated with that. And again, the final point that I'll make is that you know, we think together the, you know, better together story is, resonates just because if you think about all of the areas that you know have potential breaches, these threats, we kind of cover 'em all with the partnership. >> When I talk to a founding, you know, co-founder, who's a go to market pro, I like to ask them how did you know when to scale? I mean, you got to have product market fit, I see so many companies failing because they try to go to market before they have, they try to scale go to market before they have product market, but how did you do it? How did you know when to scale? >> You know, it's tricky, and you got to look at a couple of, you know, factors, you got to look at the market, you got to look at, you know, how much potential opportunity exists and you really need to look at, the momentum that is being established. You know, when you talk to CISOs, kind of, you know, talking to them about projects and how, how they prioritize projects and where API security fits, you know, once it begins to be the top three and you start that momentum and obviously you bringing in the revenue. I think that those are signs that we see, that we say, "Okay, we need to double down on making sure we've got coverage across the world in order for us to support demand." >> And you were the first sales rep, right? >> Michael: Yeah. >> Okay. >> Roy and I, I was the first AE, here was the first SE. >> Okay, but your early go-to market pros are probably different than what you're bringing in today, you didn't have, you know, a lot of BDRs at the time, but you guys were hands on consultants- >> Absolutely. >> Like sort of process consultants, sales folks, right? And then you codify that when you're ready to scale and now you're, is that kind of a, what you're doing? >> Absolutely, I mean, you nailed it, I mean, it's in the early stages, it's validating that there's a problem that exists in the market and how important is that problem, you know, to CISOs. So when we first started we met probably about 50 CISOs where we just had that conversation, not about sales, it was more about, "Hey we just want to talk to you about a problem we think exists in the market, love to get your reaction on that problem and then obviously how you're solving that problem and how much of a priority is that problem," How important is it to you? And then once you have those discussions then you can really find those individuals, early adopters if you will, that are ready to buy and then it kind of proliferates from there. >> And then you have a CRO , I presume, right? So what was that like finding him or her, is a really important first sales hire. >> Super important, yeah. >> How did you go about that? How long did it take? >> Yeah so it took about six to eight months and you know it's really tough because, you know, we look at cultural fit, above everything else. So it's not, that, "Can they do the job?" it's culturally, do they fit in? And you know, how much can that individual scale the organization? So there's a lot of factors associated, there's a lot of individuals associated to, you know with the interview process. So that's how we looked at it and obviously we wanted somebody that had experience in a company our size, was able to scale it and so on. The one tricky thing is, and I'll tell you this, is, you know, for Roy and I, you kind of have to let go a little bit, that was really tough, so knowing that you need to do that is something that- >> A little bit of founderitis? >> Micheal: Yeah. >> Dave: It's hard, right? >> Micheal: It's hard. >> Dave: Yeah, it's your baby. >> It's like, whaat? >> I get it, Michael, thanks so much for coming to theCUBE, congratulations on the news- >> Thank you Dave. >> The investment and good luck. >> Awesome, thank you so much, appreciate it. >> You're really welcome. All right, keep it right there, we'll be back right after this short break. Dave Vellante for theCUBE at FalCon22, CrowdStrike's big user event, we'll be right back. (cheerful bouncy music)

>> Well, quick introductions for everybody kind of out there watching in the Data Summit. I'm Ali Tierney. I am the GVP. I run EMEA Sales for Snowflake, and I'm joined today with Michael Gillespie. Quick, just to introduce himself, what he does, and the DPE come structure as it goes. Go ahead, Micheal. >> Thanks, Ali. So as you said, I'm CDTO at Domino's Pizza Enterprises. So the company that I work for, we have the franchise rights and run Australia and New Zealand, France, Belgium, Netherlands, Germany, Japan, Luxembourg, and Denmark. And that's obviously Domino's Pizza for those markets. I look after four different verticals within the business. IT for the group, Strategy and Insights where our BI team resides and has a lot to do with Snowflake. Our Store Innovations Team, our Store Innovation Operations team which look at everything from robotics in store, how to use data better in store to be working at optimum level, and our digital team which is where I started in, actually, 13 years ago. And they're guiding our digital platform at a global level and how we localize it with the local marketing teams. >> Brilliant, I'm American and I grew up with Domino's Pizza, so help me understand, kind of, from a high structure. You've been there 13 years. My growing up experience was picking up a phone and pushing buttons and calling Domino's, and clearly a ton of modernization has come in the last 20 years, and you've been with the company for 13. What have you seen as you've grown into the DPE digital kind of space and you're driving that market? How are you guys using data? What have you seen happen over the last 13 years? >> Domino is itself, or at least DPE as well, has always been a data-driven business. What we've seen, though, as we've become more of a business that utilizes digital and technology to enhance, whether the customer experience or our store operations or our enterprise team. Is the availability of data to make decisions or to actually find insights. And if I look back, I've been lucky to go on a journey of 13 years with DPE. The power of analytics and data was apparent in a digital space. And it gave us a level of insight over a purchase that we never had before. So a great example of our first use of real data in a customer experience outside callbacks people are late, where we could give real-time feedback to a customer around their progression of their order through something called Pizza Tracker, which is shared across all and used across most Domino's in the world. And they're most common for most purchasing processes. Since then, we've gone from, I could count, very easily in between this call, how many orders would make in a day online, to now over 70% of our businesses online. We have a huge amount of data coming in from different, different areas of business. And now the challenge for myself and my team is how do we make this data readily available? To the local marketing teams, local operations teams. To really get better insights on the local market. So we've just gone from having a small pool of data to a tremendous quantum of data. >> So as you look to kind of localize your markets, right? I think you just mentioned seven or eight different markets that you're in. And I would assume then you have some data sharing that goes on within DPE, right? So Belgium wants something that's different than the Netherlands that was different than Japan, right? So how are you right now democratizing that data and giving it to your customers so that your end users can see how to use that, right? In local marketing in local, kind of, business uses. >> Correct. So, we have, we have nine markets now within DPE and all those markets, every market has unique needs and wants and challenges that they're trying to solve for. So our goal is to really try to simplify the access. And that's what we talk about democratizing data. We have a series of reports so we can build customized reports so that we don't have to do as many ad hoc requests. Then when giving those dashboards having the ability to customize and benchmark where you need to. And then when it comes down to a unique customer experience that's obviously going to be a localized marketing on them because different customers bought certain, certain volumes of pizza or sides and different market that's different. So we need to make the tools that each of them and or allow our marketing teams around the world to get access to the data that they can really help them make the most informed decisions to support their franchisees and stores. >> How much of your technology has moved in general to the cloud? And then secondarily to that question, as you've moved there, and I assume significant multi-clouds because you've got so many different regions and locations, how are using Snowflake to help move data into the cloud? >> I would say from a cloud perspective we're well advanced in being clouded for a majority of our platforms or at least moving in that direction. And we're being cloud friendly economic solution and some of that data solutions for quite a while. We still have some on-premise data, like most companies, and we're in the process of migrating. And we have to be aware that we operate within markets like Europe, where GDPR is there. And we have to, we have to be well across requirements from that ability that perspective. But regardless of GDPR or not with any form of customer data or employee data or any personal data we have, we know it's a privilege to hold. So anytime we are working with data we always want to make sure that we're storing it and accessing it in the most secure way. And then beyond that, we want to make sure that, as I talked about, we want to democratize data and make it more accessible. So, you know, I'm really looking forward to seeing as we build out and continue to build out our data strategy, how we continue to work with the likes of Snowflake to just bring faster and more insightful, you know, visibility into each particular market and at a global level as well. So that our global leaders can understand how the business is performing but also get micro where they need to. >> How, as you go through your cloud journey and then and with Snowflake specifically, how did you guys look to governance and how did you look to ensure your security around data? >> Yeah. So know for us, it's all about making sure we've got the right governance and controls and processes. So working with our security team, working with the right architects on data flow and processes, working with our legal team and representatives in each market and that's vital. You know, having policies and governance around any form of activity whether it be data or around changes on the website or changes even in any operational processes is important. So. >> Yeah >> And the greatest thing is if he can, you know, through, if you're making dashboards that are unquantifiable non-personal data, you know that's a lot easier to manage, as well. Because that's giving you a representation of groups not actually down to the particular customer. >> That makes perfect sense. How have you found migrating to Snowflake? Talk through that journey a little bit and I know you're relatively early in the journeys but talk at your experience has its been so far. >> You know, the BI team, my BI team and Strategy and Insights Team have definitely been huge fans of Snowflake and the support from the team there and and the partners we're using for integration. You know, one thing that I know that, that excites me from a strategic level, it's Snowflake's ability to be cloud agnostic and for us everything we build in the future we have chosen partners that we work with in the cloud space. We shouldn't be, we should always be having that ability to be flexible or we're always going to have some fragmented data sets and the ability to utilize a solution that can stretch out into those is very important. So you know, from a strategic level that's a great level of flexibility and from a micro level, and to look at how the team operate when they're coming with stories around greater efficiency, greater flexibility, reduced processing time, reduce, reduce time, reduction in costs and certain activities. That's a great story to be told. That's what I like about this story is that they were all wins. You know, I'm getting from the team that I can run more intensive workloads now. You know, that they can they can do more immediate action. You know, they are cutting down time, as I said, something down from hours to minutes down getting some early results and that's so important. >> So, tell me what kind of business insights you're delivering back to your stakeholders when you get through this process? The quick wins. >> Yeah, well I guess it's just us being able to get reports out faster. Get information out faster, Get access to any acts, build, build bespoke things quicker. It's all about Domino's as a business that's quite an entrepreneurial fast moving. So if you can find efficiencies that, like any business, that's, that's the point. But if we can find efficiencies within our team what it means is we've got a quantum of work the team can do or a service can do, or a bucket of costs can do. If we can reduce that quantum of whether it be cost or time and human effort, that means we can output more. One thing that we're also looking at is we talked about democratizing data earlier, but how can we empower, empower teams to get insights faster? Or to go, I always think there should be no one key holder. There should be key holders of obviously the security of the data and the, and the safety and the and the rules around it. But, in regards to broad insight data or in visibility of results, we should be trying to make that as accessible as possible so that teams can find the reading sites. You've got then thousands or hundreds of people that are looking. Whether it be franchisees at store or team members that had offices in different departments. If they can get greater visibility at a top level data and drill in micro and performance, imagine the insights you continue to do or if you can get reports in their hands faster. Time in a fast moving business a day or two of lost opportunity is huge. So how do you get to make those decisions faster? And how do you stay ahead of your game? >> So as you think of data cloud and as you think of how you're going to build out a DPE specific data cloud, where do you see that going? How, where do you get where's your nirvana and end goal from your data club? >> How do we make better use of that data? So, how do we win? We know that our data repositories are only going to continue to grow. You know, we're a business that was growing at a relatively strong rate. If you look at our previous results, we have a multitude of countries. We have 2,600 stores around the world pumping out pieces every night. And that's creating different forms of data. We have 70% of our customers online. When you're capturing a continuous amount of data. One thing that we want to do is not only manage it efficiently We know that capturing data is a privilege as well, so that we're capturing the right data. And then when you're capturing the right data we still know that the quantum of that will increase. So then how we are storing it and making sure that as we add more data to our repositories we are not actually making its harder to access or it's slower to access. So it's bringing down our reports that we're continuing to optimize and what we're seeing and I touched on when you're bringing time down from hours to minutes with a tool. We're doing that. We're bringing down those solutions. So being able to manage the increasing volume of data we're getting in a more efficient way. Being able to democratize the access of it in a safe, secure, but insightful way. But, you know, having the backing of a service like Snowflake in the background, supporting access and functioning about data. Hopefully, this just means that it will give us more ability to be nimble and do more in the future. >> As you've broken down data silos with using Snowflake and started to democratize data and put it all in one spot your ML becomes richer and more able to make better decisions because you got it all out of silos at this point. >> Yeah.We've got a better floral collection about data. And we can make those data repositories more accessible or no more efficient in accessing them. It's only going to enrich our models and it's going to challenge us. I can challenge and the business can challenge the strategy and insights and BI team to look at a multitude of ways as part of supporting the business. Because they've always got a backlog of reports or solutions they want to deliver. So, we had started a journey of being a data driven company. We have started the journey of a digital company many, many years ago. >> So as we leave today Michael and we wrap up. Last question I have for you is, as you know, everybody's coming and saying do the next bread is coolest next thing. What would you recommend the users of our conference? What would you say? Like how would you, how would you say to go to market and do it the right way? >> Yeah. Let's say the main thing is for those people to reflect upon their own business and understand the challenges at hand. it's very easy to be asked, why aren't we doing AI? Why aren't we doing machine learning? Why aren't we? But those are just solutions. You should be trying to take time to say okay, but what are some of that challenges? And then can we apply those technologies to it? or could a rudimentary approach, approach of just a simple report or a very basic algorithm solve for that. But if you could take your system to the next level with ML, don't do it for ML's sake or if you could take it with a complex data extract. Make sure you've got an angle inside of what you want to deliver. And then know, once you go down the path of anything more complicated, especially with things like machine learning, that it's a never-ending story. And you're probably not going to get the result you like in the first couple of weeks or month because that's what it is. It's a learning solution. It's a ever evolving beast and you can't just throw it out there and say, "Oh, everyone will be happy." So make sure you've got a fair commitment to getting into that game. And that you've got an envision in hand, and that envision will, I can tell you, usually move once you achieve it. Because you're only going to unlock more realities or more alternative solutions that'll grow from it. >> Absolutely. >> So be strong and want the challenges. >> I love that, and it's how we like to think about the data cloud in general, right? Is we are delivering to the business. At the end of the day, data is useless if you're not giving insights and ability for your business to make decisions and move forward. So I completely agree and I really appreciate the time you took today to sit down with me and educate me on Domino's and educate the world on how you're using data to make better decisions in the business. Thanks, Michael. >> Thanks for your time.

>> From Cambridge, Massachusetts, it's The Cube, covering MIT Chief data Officer and Information Quality Symposium 2019. Brought to you by SiliconANGLE Media. >> Welcome back to Cambridge, everybody. We're here at Tang building at MIT for the MIT CDOIQ Conference. This is the 13th annual MIT CDOIQ. It started as a information quality conference and grew through the big data era, the Chief Data Officer emerged and now it's sort of a combination of those roles. That governance role, the Chief Data Officer role. Critical for organizations for quality and data initiatives, leading digital transformations ans the like. I'm Dave Vallante with my cohost Paul Gillin, you're watching The Cube, the leader in tech coverage. Mark Chrisco is here, the deputy, sorry, Principle Deputy Director for Enterprise Information at the Department of Defense. Good to see you again, thanks for coming on. >> Oh, thank you for having me. >> So, Principle Deputy Director Enterprise Information, what do you do? >> I do data. I do acquisition data. I'm the person in charge of lining the acquisition data for the programs for the Under Secretary and the components so a strong partnership with the army, navy, and air force to enable the department and the services to execute their programs better, more efficiently, and be efficient in the data management. >> What is acquisition data? >> So acquisition data generally can be considered best in the shorthand of cost schedule performance data. When a program is born, you have to manage, you have to be sure it's resourced, you're reporting up to congress, you need to be sure you have insight into the programs. And finally, sometimes you have to make decisions on those programs. So, cost schedule performance is a good shorthand for it. >> So kind of the key metrics and performance metrics around those initiatives. And how much of that is how you present that data? The visualization of it. Is that part of your role or is that, sort of, another part of the organization you partner with, or? >> Well, if you think about it, the visualization can take many forms beyond that. So a good part of the role is finding the authoritative trusted source of that data, making sure it's accurate so we don't spend time disagreeing on different data sets on cost schedule performance. The major programs are tremendously complex and large and involve and awful lot of data in the a buildup to a point where you can look at that. It's just not about visualizing, it's about having governed authoritative data that is, frankly, trustworthy that you can can go operate in. >> What are some of the challenges of getting good quality data? >> Well, I think part of the challenge was having a common lexicon across the department and the services. And as I said, the partnership with the services had been key in helping define and creating a semantic data model for the department that we can use. So we can have agreement on what it would mean when we were using it and collecting it. The services have thrown all in and, in their perspective, have extended that data model down through their components to their programs so they can better manage the programs because the programs are executed at a service level, not at an OSD level. >> Can you make that real? I mean, is there an example you can give us of what you mean by a common semantic model? >> So for cost schedule, let's take a very simple one, program identification. Having a key number for that, having a long name, a short name, and having just the general description of that, were in various states amongst the systems. We've had decades where, however the system was configured, configured it the way they wanted to. It was largely not governed and then trying to bring those data sets together were just impossible to do. So even with just program identification. Since the majority of the programs and numbers are executed at a service level, we worked really hard to get the common words and meanings across all the programs. >> So it's a governance exercise the? >> Yeah. It is certainly a governance exercise. I think about it as not so much as, in the IT world or the data world will call it governance, it's leadership. Let's settle on some common semantics here that we can all live with and go forward and do that. Because clearly there's needs for other pieces of data that we may or may not have but establishing a core set of common meanings across the department has proven very valuable. >> What are some of the key data challenges that the DOD faces? And how is your role helping address them? >> Well in our case, and I'm certain there's a myriad of data choices across the department. In our place it was clarity in and the governance of this. Many of the pieces of data were required by statute, law, police, or regulation. We came out of eras where data was the piece of a report and not really considered data. And we had to lead our ways to beyond the report to saying, "No, we're really "talking about key data management." So we've been at this for a few years and working with the services, that has been a challenge. I think we're at the part where we've established the common semantics for the department to go forward with that. And one of the challenges that I think is the access and dissemination of knowing what you can share and when you can share it. Because Michael Candolim said earlier that the data in mosaic, sometimes you really need to worry about it from our perspective. Is too much publicly available or should we protect on behalf of the government? >> That's a challenge. Is the are challenge in terms of, I'm sure there is but I wonder if you can describe it or maybe talk about how you might have solved it, maybe it's not a big deal, but you got to serve the mission of the organization. >> Absolutely. >> That's, like, number one. But at the same time, you've got stakeholders and they're powerful politicians and they have needs and there's transparency requirements, there are laws. They're not always aligned, those two directives, are they? >> No, thank goodness I don't have to deal with misalignments of those. We try to speak in the truth of here's the data and the decisions across the organization of our reports still go to congress, they go to congress on an annual basis through the selected acquisition report. And, you know, we are better understanding what we need to protect and how to advice congress on what should be protected and why. I would not say that's an easy proposition. The demands for those data come from the GAO, come from congress, come from the Inspector General and having to navigate that requires good access and dissemination controls and knowing why. We've sponsored some research though the RAND organization to help us look and understand why you have got to protect it and what policies, rules, and regulations are. And all those reports have been public so we could be sure that people would understand what it is. We're coming out of an era where data was not considered as it is today where reports were easily stamped with a little rubber stamp but data now moves at the velocities of milliseconds not as the velocity of reports. So we really took a comprehensive look at that. How do you manage data in a world where it is data and it is on infrastructures like data models. >> So, the future of war. Everybody talks about cyber as the future of war. There's a lot of data associated with that. How does that change what you guys do? Or does it? >> Well, I think from an acquisition perspective, you would think, you know. In that discussion that you just presented us, we're micro in that. We're equipping and acquiring through acquisitions. What we've done is we make sure that our data is shareable, you know? Open I, API structures. Having our data models. Letting the war fighters have our data so they could better understand where information is here. Letting other communities to better help that. By us doing our jobs where we sit, we can contribute to their missions and we've aways been every sharing in that. >> Is technology evolving to the point where, let's assume you could dial back 10 or 15 years and you had the nirvana of data quality. We know how fast technology is changing but is it changing as an enabler to really leverage that quality of data in ways that you might not have even envision 10 or 15 years ago? >> I think technology is. I think a lot of this is not in tools, it's now in technique and management practices. I think many of us find ourselves rethinking of how to do this now that you have data, now that you have tools that you can get them. How can you adopt better and faster? That requires a cultural change to organization. In some cases it requires more advanced skills, in other cases it requires you to think differently about the problems. I always like to consider that we, at some point, thought about it as a process-driven organization. Step one to step two to step three. Now process is ubiquitous because data becomes ubiquitous and you could refactor your processes and decisions much more efficiently and effectively. >> What are some of the information quality problems you have to wrestle with? >> Well, in our case, by setting a definite semantic meaning, we kicked the quality problems to those who provide the authoritative data. And if they had a quality problem, we said, "Here's your data. "We're going to now use it." So it spurs, it changes the model of them ensuring the quality of those who own the data. And by working with the services, they've worked down through their data issues and have used us a bit as the foil for cleaning up their data errors that they have from different inputs. And I like to think about it as flipping the model of saying, "It's not my job to drive quality, "it's my job to drive clarity, "it's their job to drive the quality into the system." >> Let's talk about this event. So, you guys are long-time contributors to the event. Mark, have you been here since the beginning? Or close to it? >> Um... About halfway through I think. >> When the focus was primarily on information quality? >> Yes. >> Was it CDOIQ at the time or was it IQ? >> It was the very beginnings of CDOIQ. It was right before it became CDOIQ. >> Early part of this decade? >> Yes. >> Okay. >> It was Information Quality Symposium originally, is that was attracted you to it? >> Well, yes, I was interested in it because I think there were two things that drew my interest. One, a colleague had told me about it and we were just starting the data journey at that point. And it was talking about information quality and it was out of a business school in the MIT slenton side of the house. And coming from a business perspective, it was not just the providence of IT, I wanted to learn form others because I sit on the business side of the equation. Not a pure IT-ist or technology. And I came here to learn. I've never stopped learning through my entire journey here. >> What have you learned this week? >> Well, there's an awful lot I learned. I think it's been... This space is evolving so rapidly with the law, policy, and regulation. Establishing the CDOs, establishing the roles, getting hear from the CDOs, getting to hear from visions, hear from Michael Conlan and hear from others in the federal agencies. Having them up here and being able to collaborate and talk to them. Also hearing from the technology people, the people that're bringing solutions to the table. And then, I always say this is a bit like group therapy here because many of us have similar problems, we have different start and end points and learning from each other has proven to be very valuable. From the hallway conversations to hearing somebody and seeing how they thought about the products, seeing how commercial industry has implemented data management. And you have a lot of similarity of focus of people dealing with trying to bring data to bring value to the organizations and understanding their transformations, it's proven invaluable. >> Well, what did the appointment of the DOD's first CDO last year, what statement did that make to the organization? >> That data's important. Data are important. And having a CDO in that and, when Micheal came on board, we shared some lessons learned and we were thinking about how to do that, you know? As I said, I function in a, arguably a silo of the institution is the acquisition data. But we were copying CDO homework so it helped in my mind that we can go across to somebody else that would understand and could understand what we're trying to do and help us. And I think it becomes, the CDO community has always been very sharing and collaborative and I hold that true with Micheal today. >> It's kind of the ethos of this event. I mean, obviously you guys have been heavily involved. We've always been thrilled to cover this. I think we started in 2013 and we've seen it grow, it's kind of fire marshal full now. We got to get to a new facility, I understand. >> Fire marshal full. >> Next year. So that's congratulations to all the success. >> Yeah, I think it's important and we've now seen, you know, you hear it, you can read it in every newspaper, every channel out there, that data are important. And what's more important than the factor of governance and the factor of bringing safety and security to the nation? >> I do feel like a lot in, certainly in commercial world, I don't know if it applies in the government, but a lot of these AI projects are moving really fast. Especially in Silicon Valley, there's this move fast and break things mentality. And I think that's part of why you're seeing some of these big tech companies struggle right now because they're moving fast and they're breaking things without the governance injected and many CDOs are not heavily involved in some of these skunk works projects and it's almost like they're bolting on governance which has never been a great formula for success in areas like governance and compliance and security. You know, the philosophy of designing it in has tangible benefits. I wonder if you could comment on that? >> Yeah, I can talk about it as we think about it in our space and it may be limited. AI is a bit high on the hype curve as you might imagine right now, and the question would be is can it solve a problem that you have? Well, you just can't buy a piece of software or a methodology and have it solve a problem if you don't know what problem you're trying to solve and you wouldn't understand the answer when it gave it to you. And I think we have to raise our data intellectualism across the organization to better work with these products because they certainly represent utility but it's not like you give it with no fences on either side or you open up your aperture to find basic solution on this. How you move forward with it is your workforce has got to be in tune with that, you have to understand some of the data, at least the basics, and particularly with products when you get the machine learning AI deep learning, the models are going to be moving so fast that you have to intellectually understand them because you'll never be able to go all the way back and stubby pencil back to an answer. And if you don't have the skills and the math and the understanding of how these things are put together, it may not bring the value that they can bring to us. >> Mark, thanks very much for coming on The Cube. >> Thank you very much. >> Great to see you again and appreciate all the work you guys both do for the community. All right. And thank you for watching. We'll be right back with our next guest right after this short break. You're watching The Cube from MIT CDOIQ.

>> Live, from Las Vegas, it's theCUBE, covering Boomi World 2018. Brought to you by Dell Boomi. >> Welcome back to theCUBE, we are live at Boomi World 2018 at the Encore Las Vegas. I am Lisa Martin with my co-host John Furrier, and we're excited to welcome the CMO, the new CMO of Dell Boomi, Mandy Dhaliwal. Mandy, welcome to theCUBE. >> Thank you Lisa, it's great to be here. >> And thanks for having us here. >> Oh my gosh. >> Second annual Boomi World >> Yes >> Doubled in size from last year, moved it from San Francisco to Las Vegas. This morning's keynote was action-packed, standing room only, and some of the stats that really struck out at me: five new customers are being added to Dell Boomi everyday, over 7500 customers to date, your Dell Boomi community is over 64,000 strong, there's a lot of momentum. Talk to us about, you're new, been seven weeks, what are some of the things that excited you about coming to lead marketing for Dell Boomi? >> Oh my gosh, hard to pinpoint one thing. So many wonderful things about this company. Market leading technology, Gartner Magic Quadrant leader five years in a row, right? Just fantastic reputation in the technology landscape. Everybody has very positive things to say about Boomi. The company culture, right? Companies like this don't come around everyday. It's fantastic, everybody is very collaborative, we have a winning culture, we put customers first. We don't just talk to the talk, we walk the walk, and it's fantastic to be a part of it. Outstanding sales team, outstanding leadership team, I could go on. >> Michael Dell said 80%, sales are booming at Boomi. But, as far as a marketer, or CMO, you have a challenge. You have a successful company that was acquired by Dell eight years ago, incubated, and is part of the puzzle pieces of the Micheal Dell strategy. You have all of Dell Technologies' portfolio, but Boomi seems to be one of the key ingredients. You got VMware, everyone knows what's going on there, Pivotal, and now Dell Boomi, born in the cloud. So you got product market fit, check. >> Absolutely, yes. >> Now you got to get the word out, you got to drive value, be part of that flagship trio that's Dell Technologies. >> Right, right. >> That's a big task, how are you going to attack that? What's your plan, what's the vision? >> First and foremost, it's awareness, right? We've got to get the word out. We've got so many wonderful customer stories, that we just need to share with the world. Our own company, amongst Dell Technologies, day one, Dell EMC merger, sales force was integrated, day one. And guess who did that, what technology was behind the scenes? We drink our own champagne. >> That's impressive considering I can't even imagine the sheer number of sales force instances that came together in a single day >> Absolutely, customer service. We're our own best proof point. Dell Technologies is our largest enterprise case study. Customer service, across RSA, Secureworks, and Dell Boomi, one point of contact, one phone call. We get notes and if there's an issue with any one of our customers, we're able to pass through that customer request directly to the company that needs to be dealing with the customer. We don't make the customer hang up and call another number. >> So cloud scale certainly gives you an advantage, we heard that. Product is strong, data now is becoming much more instrumental across horizontal data sets. So it's not just the silo data and do some integration, you got cloud native, you got VMware and the enterprise, you've got Pivotal, Kubernetes, Cloud Foundry, cloud native stuff. How are you guys going to take that data explosion and make it trustable? Is that part of the plan, is that going to be a key part of that? >> Trustable in terms in privacy and data governance? >> Just leveraging the data, being data driven. You mention integrating sales, that's a tough job that has to be done, check. But now how do you get value out of the app and the workloads that run with that data? >> Well it's a complex ecosystem that we're a part of, right? And that's Boomi's job, we radically simplify that whole ecosystem, so the value is starting to show. We're about to unleash next week a Forrester TEI study. So we took a conglomerate with five of our top enterprise customers and built this 300 billion dollar business as a scenario, and started to look at the value that Boomi was able to derive in terms of cost reduction, in terms of savings on infrastructure costs, in terms of innovation potential, as far as speeding up their routes to market, in the ROI, which came back conservative from an innovation potential perspective, because you really can't quantify what you don't know, 300% was the number in terms of the ROI that we're able to deliver as a Boomi-empowered business. >> Which is huge, there were, besides that, a number of other really eye-popping quantitative stats, business outcomes, that that Forrester Total Economic Impact study covered, one of them being, incremental revenue is the biggest benefit that Dell Boomi customers get, 3.4 million of incremental revenue. Here's some other stats that I saw here that I thought were really transformative are, cutting development times by 70%, freeing up IT resources, being able to reallocate them, helping, ultimately, accelerate the pace of innovation, which we know is critical to transforming and continuing to use data, and to John's point, establish that trust, not just with customers and partners, but also internally. >> Absolutely. Every company's a software company, right? We've been hearing that now for years. We practice it, we live it every day, we're empowering these brands to go out and do what they do best and re-imagine their businesses from their customers' perspectives. It's incredibly powerful, it's exciting. >> And you, sorry John, I was going to say you've got, speaking of customers, over 92% of the breakout sessions here have customers and partners, and I know as a marketer how challenging it is to get. And you said about 68 customers here speaking on your behalf. >> Absolutely. >> That's huge. >> Our community is tremendous. We truly partner with our customers, and it shows. You heard Chris Port on stage, recognizing customers for innovation in various categories. We take our customers and partner with them for them to be successful. The company culture extends beyond the employees, and it's been the secret to our success. We're able to help them unlock the value of their businesses. It starts with the data and the applications, but at the end of the day, we're an enterprise transformation company. And you're going to start to see a lot more of that in the coming months, as far as messaging, and the value that we deliver as a platform. >> I want to give you thoughts, Mandy, on a couple things. One is the technology partner program, and the ecosystem, you mentioned that, but also you're starting to see the messaging change around Boomi, Dell Boomi. Integration, certainly we know how hard it is, as a glue layer, to put stuff together, but you guys are talking about connecting businesses. So you're now moving up the value proposition, the more holistic kind of perspective. By design, is there a rationale for it? Can you explain why this is happening, what's the evolution? >> The market is taking us there, right? The customer need is where we're focused. Digital transformation, right now, today, the stats that we have, only 26% of digital transformations succeed. We've got an awful lot of customers saying, "Hey, we got to get this figured out." It's on the C-suite agenda, it's on the boardroom agenda. It has to succeed, it's innovate or die. There's stats out there in terms of how many of the Fortune 500 are going to be around 10 years from now, five years from now, right? Boomi is that company that will solve those problems. Michael said it this morning. >> And speed's important too, they got to get there faster. >> Absolutely, absolutely. >> And that's not what they're used to. (chuckles) >> We have a very simple UI, very plug-and-play, drag-and-drop platform that helps our customers go deliver. Not to mention the power of the analytics and the AI that we've got behind us. We've got the pattern recognition down. >> Talking about the partner program, I'll say (mumbles) some of the announcements. Yesterday was a partner day. What happened yesterday, what's going on today, what's the vibe of the show, ecosystem, partner program, what are the new things? >> You know, bottom line for the partners, we're here to help them extend their businesses. There's tremendous momentum in the market as far as, we're pulling through demand on the integration scenarios. You know, we've got Deloitte and TCS, Accenture, some of our top sponsors here, our sponsorships are sold out, right? Our partners are here in this ecosystem. Dell Technologies, right behind us. It's a tremendous show of force, it's fantastic. And it just shows you the market potential and the need out there. Customers are clamoring for these types of solutions. >> As the CMO, I want to get your take on some of the messaging breakdown. One of them that came out today, left bold messaging is, not only, as you mentioned a minute ago, Dell Boomi is the transformation partner, but also that, "Hey we're re-imagining the 'i' in iPass." iPass is a competitive, well-established market. You guys are using your own, upwards of 30 terabytes of anonymous metadata to make the Boomi unified platform smarter, more responsive. As you look to help that 76% of customers who are failing in their digital transformations, how is the "re-imagined" 'i' in iPass going to be a facilitator of that? >> It's putting the user at the center of the experience. Steve Wood, our Chief Product Officer, is going to be on stage tomorrow, doing a demo of this re-imagined user experience. It's driven by the data that we've got, It's driven by the patterns that we've been able to look at as far as business processes and integrations, and be able to provide a user experience where the customer's at the center, I go with a problem, not a list of technologies that I need to connect. Mandy wants to build EDI for a couple of trading partners, right? I don't need to tell Boomi that, I need to tell them, "I need this outcome, "and I need data to be transferred from here to here," and at the end of the day, I, from my cell phone, want to be able to figure out what's going on as far as my supply chain. I want to know where that boat is, coming for Black Friday. Is my inventory hitting the port when it needs to? I should be able to see that from my phone. That's what we're doing, we're giving the power back to the users, and enabling them to go power their businesses. >> As a new person to Dell, we've known each other, at the last (mumbles) you were at a born in the cloud, Amazon sets the agenda for a lot of the cloud computing market, you guys are cloud native as a startup, really kind of nailed that stats formula with Boomi. Dell is not restrictive in the sense, but it's got a lot of muscle behind you. Boomi seems to be standing on its own and flying out, like VMware, while it's still 100% owned by Dell. Those trends are big, that's a big wave that you're on. How are you thinking about it as you look at your assignment as the CMO, how are you going to ride that wave, are you going to hang 10 early, are you going to build it out slowly? What's going on? >> Oh, we're going. We're going for it. We're going to go ride that wave, it's here. If anything, we've got to work better with our Dell Technologies partners, right? We're getting in deeper from a go-to-market standpoint, with a lot of the enterprise reps already in the ecosystem. We're looking at driving customer value. As Michael said, there's always a need for Boomi. We haven't found a single opportunity yet that Boomi isn't needed. >> So you're on a growth curve? >> We're absolutely on a growth curve. It's just, we can't get there fast enough. We're hiring like crazy, we're, you know, we're just doing it. >> What kind of jobs you guys looking for, what's the hiring, what are your needs? Take a minute to share. >> Technical talent is always priority number one for a company like ours. On the go-to-market side as well, we need sales people, you know I've got marketing recs out already, check our website. There's lots of opportunity from a VD standpoint partner as well, so tremendous opportunity on the go-to-market side as well as on the R&D side. >> Looks like Boomi is going to be one of those flagships for Dell Technologies. >> I certainly hope so, that's my vision. >> I mean, you've got good company. VMware didn't skip a beat, Pivotal's growing like a weed, Dell Boomi's exploding in a big way, you guys are doing great, congratulations. >> Thank you, thank you. >> And another thing, before we wrap up here, that is impressive, all those companies, those Dell companies that John just mentioned, including Dell Boomi as a business unit, all of them have women at the executive level. There are six CMOs, including yourself, female CMOs in that position, and that's something that theCUBE has always long been a supporter of women in technology, and I always admire that. It's great, congratulations on your appointment. It's great seeing a strong female leader in a role. And your energy is contagious, so. It's a good thing that they got you on that growth trajectory, 'cause I can feel it. >> It's happening, it's going to be amazing. And thank you for being a part of this journey with us. >> Thanks so much, Mandy, for having us, we appreciate your time, and have a great time at the rest of the event, we'll see you next year. >> Thank you, thank you. >> For John Furrier, I'm Lisa Martin. You're watching theCUBE live from Boomi World 2018, John and I will be right back with our next guest. (digital music)

>> Live from Las Vegas, it's the Cube covering Boomi World 2018, brought to you by Dell Boomi. >> Hi, welcome back to the Cube's continuing coverage of Boomi World 2018, I'm Lisa Martin in Las Vegas at the win, with John Furrier, and we are at the second annual Boomi World with the CEO of Dell Boomi, Chris Mcnabb. Chris, great to have you back on the program. >> Lisa, it's great to be here. >> So, your key, you know, your fireside chat this morning was really interesting, so much information there. Couple of stats that I was researching about Dell Boomi recently, a leader again, I think Micheal said maybe for the seventh year in a row, Dell Boomi, in the iPaas Gartner Magic quadrant, you're way out there, you guys are adding five new customers every single day. >> We are. >> You have, and I love this, as a marketer, 92 percent of the break out sessions here at Boomi World have customers and partners. >> Exactly right. >> What better brand validation than that. Talk to us about this second annual Boomi World. What excites you about getting this community together? >> You know, the excitement and just being a part of this community is just, it's energizing every day. You know, what you're able to do to help customers and you know, solve transformation problems, have them reach out and get integration and connect and unlock data silos in the far reaches of their enterprises and leverage that data, to engage their customers their partners and employees in brand new ways. And when you look at, you know, what best, in my mind, in a user group meeting, customers need to take back to their enterprise what it is that they can do come Monday, to transform their business and so we thought what else better than concrete examples from what partners have done, from what other customers have done and so on. And, you know, as we, I said in the beginning of the keynote, it's so amazing to me when we had the opportunity to review all of the customer's submissions about, I'd like to talk about this, I'd like to talk about that, we had so many more than we can bring on and make a part of our agenda, and it's one success story after another about how they're transforming their business, how they make a massive impact. Even in our partner awards, we talk about the innovation award and the ROI award, etc. you know, having the folks like Charter Communications and Umbra and so on come up and just really innovate. Those are the kinds of things that really drive us at this conference and, I think our theme, Unlimited Possibilities, hit it right on the head. The possiblities for us and our customers to change businesses is truly unlimited. >> How important is integrative platforms of service now that Cloud Native now is certainly going mainstream, Cloud's business model is certainly showing people how the subscriber model works, the fly wheel is certainly going on, BM were just acquired, which is a small startup doing cuberneties, which kind of gets at this whole integration opportunity, how has it changed in iPaas or integrative pass, and what are the credible drivers in that market for you guys right now that's different than before? >> You know, integration platform as a service is a tremendously evolutionary path and one that is rapidly accelerating. When you sit in a category that has, it depends upon which analyst you look at, but somewhere in the range of 50 percent year on year growth, there's a, it tracks a lot of attention, you get a lot of people in startups, you get a lot of the megavenders showing up and you get a lot of the incumbents who have been around a decade like us that really try to get this business to go forward. That evolution pushes the progress of platforms on behalf of our customers very rapidly. It used to be the case in integration platforms of service not all that long ago, was really known as cloud integration platforms. We connect cloud due on premise. And over the last four to five years that has completely changed, right? They are now complete middle, enterprise middle ware solutions that are offered up as a service. They do on premise on premise integration, the do cloud to cloud integration, they can do EDI kinds of integration, ETL, etc. etc. Way beyond integration now, these platforms must come to the table with process integration, workflow orchestration, low code capabilities for mobile app development to engage your customers differently, MBM capabilities for data governance. >> Sounds like enterprise create certain, these are enterprise requirements. >> Yes. >> This is not like doing a little bit here and there, integrative platform service, enterprise grade. What differentiates those two? In your mind? >> I think Garner does a pretty good job of differentiating the segmentation in the market. They talk about enterprise grade integration platforms of service, people, vendors, they bring all of that to the table, and then they have domain specific. You'll get IOT platform as a service, or you'll get workflow as a service, etc. And those kind of niche providers provide deep capabilities but it's only in that one area. And when we look at it, we are a unified platform, is going to be able to dramatically reduce the complexity and speed people up because you can learn one thing and do many things, as opposed to having many domain specific ones then you have to learn them all. >> So, Chris, iPaas has been around for a while, you guys have been a leader, Dell Boomi has, for a long time. But it's more than integration, you guys talked about this reimagining of the I in iPaas. But also, it's not just about connecting applications, connecting data, new and existing sources, it's about connecting people, processes, enabling organizations to actually use that data as that fuel that it can be, to identify new products and services, get more customers, get more data, iterate, etc. etc. Talk to us about iPaas 2.0 from Dell Boomi's perspective and what makes you guys so well positioned to take this forward? >> Yeah, great question Lisa, the iPaas 2.0 for us is really about leveraging all the knowledge, information, and skills that all the talented engineers have put into Boomi for the past decade. And all of the metadata from all of the programs and all of the executions and all the configurations it's ever been run on exists in our repository today. We have nearly 30 terabytes of metadata and information about data integration and so on. It's that pile of metadata that we can leverage and we can put AI machine learning, neural networks to work on, to make sure that the knowledge encapsulated in that metadata repository is made available to not only engineers in our customers but also their constituents. That net effect will dramatically reduce the work load on integration engineers. IT departments that have a list of 50 things to do can now have a list of 10 things to do, they can get to them, and we can turn them from a department of people who say no, to a department that says yes to the business. >> And automation drives a lot of that. I want to get your thoughts on the customer traction. You know, I was just interviewing the adventure capitalist in Silicon Valley we were talking about complexity. You don't want to add more complexity to already complex and tedious tasks. You guys have made good traction with making things easier when you were a startup, now you're a part of Dell. How are you guys going to continue that forward? Is that a key part of your strategy? Making things easier and simpler? >> Yeah John it's always been a key part of our strategy. You know, we find that complexity is a ball and chain around people's leg when it comes to productivity and agility, right? It slows you down at a time you can't afford to be slowed down. And so what we do with our platform today, we allow people to learn one way to program stuff and no matter what kind of integration you want to be able to do, there is one way to do it. I don't have five different technologies to do five different types of integration. With one way to do it, we generate economies of skill for our customers. Do one thing and have it apply to many things, right? Removing the complexity instead of learning five different vendor's products and getting them to work together. That's one way in which we make things easier. We make things easier today based on the metadata that we got. So all of the programs that were written in the history of Boomi, they're all in a single instance of our cloud database, we're a cloud native, right? And so when somebody goes in to connect >> You're a cloud native, so all your stuff is in the cloud? >> We are a single instance multi tenant cloud application. We're offered up as a service, beautiful, right? >> So you're living what your customers are trying to do? >> You know when I see some of my vendors sending out, you know, the two and three page sets of documentation on what the customer needs to do to upgrade to version three or version four, I shudder. None of my costumers ever do upgrades, that's, we provide them, and do for them 11 upgrades a year. We skip Christmas for obvious reasons. But so anyway, going back to how we continue to make things much easier. We have a suggest capability that leverages metadata and immediately creates a mapping between system a and system b, even though you're new to it for the first time, my marketplace and the history of my customer base is not. I can leverage all that with one click and within 30 seconds, I can get you a working integration. >> So born in the cloud gives you an edge? >> It absolutely does. >> And now you're in Dell you have the power and muscle of Dell technology and Micheal Dell, who sees the future by the way not as he's mailing it in, he sees it as super exciting. You asked him that question on stage today around his legacy, and there's a lot of cool stuff happening but a lot of unknown things coming, like voice activated systems, b to bs getting cooler, less boring. How do you see that? >> Yeah, listen, like I say John, I think we're at the tip of the iceberg. I look at what we're doing today for our customers and it's just a foundation layer. Reconnecting to all the things in your enterprise, getting into those far reaches of systems that exist for a long time, and stuff is stuck in there and you can't get access, it's stuck in the cloud and you can't find it. We are breaking down all those barriers and we're making connectivity seamless. But that's just the starting point for us. When you start applying AINML and you start predicting failures for people, you can tell them when they're ready to launch a configuration with a ready to work load and I know before hand that's going to be problematic, that only handles work loads of arrival rates up to x and you're bringing 2x, we can help be that, we can encapsulate knowledge in the platform and really bring on AIML capabilities that take them to the next level leveraging all the smart knowledge and capabilities integration engineers have put into it. >> Speaking of impact, you guys just did with Forester, a total economic impact TEI and there was some big numbers, big quantitative business outcomes that a composite organization that works with Dell Boomi is achieving. One of the things that kind of struck me when you mentioned was that some of the development times can be shortened up to 70 percent with Dell Boomi as the unified platform. IT staff becomes more productive, a lot of cost savings there, the opportunity as a whole to retire legacy systems, reduce the burden on IT, because as we all know, technology is pervasive across the organization, so this new study really shows the significance, not just quantitative benefits, but strong qualitative benefits that your 7500 plus costumers across 35 countries are achieving. >> Absolutely right, you know, if you just look back to our ROI winner from this morning, our partner of the year, 1600 percent ROI on their project. I don't hear that number very often, I wish I had a few more of those in my drawer, but you know, Lisa, when we are a focus. A couple of interesting things about that economic study. One, they really looked at very large organizations. Right? When they averaged everything out, it was a 10 billion dollar organization, it was 30,000 people, it was an enterprise wide deployment. This isn't little, but we are capable of supporting the mid market as well as the large enterprise. And it's our techniques that I was telling earlier, like suggest, like our economies of skill, and other things that we bring to the table that make them much faster and easier. The fact that you can do things seven times faster and so on and so forth, shrinks the amount of time projects take. So think about the impact on one's business. If you schedule a project that takes a year and you take a hit halfway through, you can't really change your mind or take a different direction til your kind of done because you have all this sunk cost. You're sort of stuck following that direction you established 12 months ago, right? So if I can be seven times faster, eight times faster, I know give you seven times more decision points throughout the year to change your mind. Yeah, I thought I was going to do that next but technology has changed, the competition is something, my customers are asking something more of me. Those decision points result in agile, nimbleness for people's business. Our customers desire that, and that's how we talk about, that's how we will provide them agility in their business. >> One last question before we break, I want to get your thoughts on ecosystem and the community. You guys have a very community focus, I saw the showcase here, and you have an ecosystem again, now part of the Dell technologies, but Boomi had its own ecosystem. What's your vision of the ecosystem and community? What's your strategy, how you going to grow it, nurture it, and bring them into the value proposition? >> John, the community is everybody's secret sauce. If you're a Boomi customer, if you're in Boomi, or if you're a Boomi partner, that entire ecosystem, the community is all of our secret sauce. It's the thing that's going to carry us all to more successes. As people participate in, as they contribute to that, things happen, they do more in the platform, the platform learns, and the platform will turn around and provide it back. It is a wonderful, virtuous circle of continue to do more work, continue to get bigger, continue to grow, get smarter, deliver better results, deliver better ROI, do more work, and on we go. >> So you believe in co creation, that dynamic of bringing people into your production, into your development? >> We absolutely do, you know, being one of the last truly open integration platforms as a service provider's on the planet, and you know, many of the former folks have been locked down by larger vendors and so on and so forth, or bought out by private equities etc. And so now being one of the last truly open, we don't have a stake in the game other than I want to connect everything that you're trying to do I want you to engage your customers in new ways, and I want you to transform your business. >> Well, we're talking with Lucky Brand a little bit later today, it's going to be an interesting story, brick and mortar, almost 30 years old, how it's not just transforming with Dell Boomi as a partner, but really revolutionizing the customer experience, because as customers, we expect everything, anywhere, anytime. >> Yeah >> So thank you so much, Chris, for stopping by, wish we had more time to chat, but we appreciate that and we wish you a great event at the second Dell Boomi World. >> Lisa, thank you so much for being here, really enjoy it, and enjoy the rest of the evening. >> Our pleasure. >> Thank you John. >> Thanks Chris. >> And for John Furrier, I'm Lisa Marten, you're watching the cube live from Boomi World 2018. Stick around, John and I will be right back with our next guest.

>> Announcer: From the SiliconANGLE Media Office, in Boston, Massachusetts, it's The Cube. Now, here's your host, Dave Vellante. >> Hello everyone welcome to this special presentation, The Future of Converged Infrastructure, my name is David Vellante, and I'll be your host, for this event where the focus is on Dell EMC's converged infrastructure announcement. Nearly a decade ago, modern converged infrastructure really came to the floor in the marketplace, and what you had is compute, storage, and network brought together in a single managed entity. And when you talk to IT people, the impact was roughly a 30 to 50% total cost of ownership reduction, really depending on a number of factors. How much virtualization they had achieved, how complex their existing processees were, how much they could save on database and other software licenses and maintenance, but roughly that 30 to 50% range. Fast forward to 2018 and you're looking at a multibillion dollar market for converged infrastructure. Jeff Boudreau is here, he's the President of the Dell EMC Storage Division, Jeff thanks for coming on. >> Thank you for having me. >> You're welcome. So we're going to set up this announcement let me go through the agenda. Jeff and I are going to give an overview of the announcement and then we're going to go to Trey Layton, who's the Chief Technology Officer of the converged infrastructure group at Dell EMC. He's going to focus on the architecture, and some of the announcement details. And then, we're going to go to Cisco Live to a pre-recorded session that we did in Barcelona, and get the Cisco perspective, and then Jeff and I will come back to wrap it up. We also, you might notice we have a crowd chat going on, so underneath this video stream you can ask questions, you got to log in with LinkedIn, Twitter, or Facebook, I prefer Twitter, kind of an ask me anything crowd chat. We have analysts on, Stu Miniman is hosting that call. We're going to talk about what this announcement is all about, what the customer issues are that are being addressed by this announcement. So Jeff, let's get into it. From your perspective, what's the state of converged infrastructure today? >> Great question. I'm really bullish on CI, in regards to what converged infrastructure and kind of the way the market's going. We see continued interest in the growth of the market of our customers. Driven by the need for simplicity, agility, elasticity of those on-prem resources. Dell EMC pioneered the CI market several years ago, with the simple premise of simplify IT, and our focus and commitment to our customers has not changed of simplifying IT. As our customers continue to seek for new ways to simplify and consolidate infrastructure, we expect more and more of our customers to embrace CI, as a fast and easy way to modernize their infrastructure, and transform IT. >> You talk about transformation, we do a lot of events, and everybody's talking about digital transformation, and IT transformation, what role does converged infrastructure play in those types of transformations, maybe you could give us an example? >> Sure, so first I'd say our results speak for themselves. As I said we pioneered the CI industry, as the market leader, we enabled thousands of customers worldwide to drive business transformation and digital transformation. And when I speak to customers specifically, converged infrastructure is not just about the infrastructure, it's about the operating model, and how they simplify IT. I'd say two of the biggest areas of impact that customers highlight to me, are really about the acceleration of application delivery, and then the other big one is around the increase in operational efficiencies allowing customers to free up resources, to reinvest however they see fit. >> Now since the early days of converged infrastructure Cisco has been a big partner of yours, you guys were kind of quasi-exclusive for awhile, they went out and sought other partners, you went out and sought other partners, a lot of people have questions about that relationship, what's your perspective on that relationship. >> So our partnership with Cisco is strong as ever. We're proud of this category we've created together. We've been on this journey for a long time we've been working together, and that partnership will continue as we go forward. In full transparency there are of course some topics where we disagree, just like any normal relationship we have disagreements, an example of that would be HCI, but in the CI space our partnership is as strong as ever. We'll have thousands of customers between the two of us, that we will continue to invest and innovate together on. And I think later in this broadcast you're going to hear directly from Cisco on that, so we're both doubling down on the partnership, and we're both committed to CI. >> I want to ask you about leadership generally, and then specifically as it relates to converged infrastructure and hyper converged. My question is this, hyper converged is booming, it's a high growth market. I sometimes joke that Dell EMC is now your leader in the Gartner Magic Quadrants, 101 Gartner Magic Quadrants out of the 99. They're just leading everything and I think both the CI and the HCI categories, what's your take, is CI still relevant? >> First I'd say it's great to come from a leadership position so I thank you for bringing that up, I think it's really important. As Micheal talks about being the essential infrastructure company, that's huge for us as Dell Technologies, so we're really proud of that and we want to lean into that strength. Now on HCI vs CI, to me it's an AND world. Everybody wants to get stock that's in either or, to me it's about the AND story. All our customers are going on a journey, in regards to how they transform their businesses. But at the end of the day, if I took my macro view, and took a step back, it's about the data. The data's the critical asset. The good news for me and for our team is data always continues to grow, and is growing at an amazing rate. And as that critical asset, customers are really kind of thinking about a modern data strategy as they drive foreword. And as part of that, they're looking at how to store, protect, secure, analyze, move that data, really unleashing that data to provide value back to their businesses. So with all of that, not all data is going to be created equal, as part of that, as they build out those strategies, it's going to be a journey, in regards to how they do it. And if that's software defined, vs purpose built arrays, vs converged, or hyper converged, or even cloud, those deployment models, we, Dell EMC, and Dell Technologies want to be that strategic partner, that trusted advisor to help them on that journey. >> Alright Jeff, thanks for helping me with the setup. I want to ask you to hang around a little bit. >> Jeff: Sure. >> We're going to go to a video, and then we're going to bring back Trey Layton, talk about the architecture so keep it right there, we'll be right back. >> Announcer: Dell EMC has long been number one in converged infrastructure, providing technology that simplifies all aspects of IT, and enables you to achieve better business outcomes, faster, and we continue to lead through constant innovation. Introducing, the VxBlock System 1000, the next generation of converged infrastructure from Dell EMC. Featuring enhanced life cycle management, and a broad choice of technologies, to support a vast array of applications and resources. From general purpose to mission critical, big data to specialized workloads, VxBlock 1000 is the industry's first converged infrastructure system, with the flexible data services, power, and capacity to handle all data center workloads, giving you the ultimate in business agility, data center efficiency, and operational simplicity. Including best-of-breed storage and data protection from Dell EMC, and computer networking from Cisco. (orchestral music) Converged in one system, these technologies enable you to flexibly adapt resources to your evolving application's needs, pool resources to maximize utilization and increase ROI, deliver a turnkey system in lifecycle assurance experience, that frees you to focus on innovation. Four times storage types, two times compute types, and six times faster updates, and VME ready, and future proof for extreme performance. VxBlock 1000, the number one in converged now all-in-one system. Learn more about Dell EMC VxBlock 1000, at DellEMC.com/VxBlock. >> We're back with Trey Layton who's the Senior Vice President and CTO of converged at Dell EMC. Trey it's always a pleasure, good to see you. >> Dave, good to see you as well. >> So we're eight years into Vblock, take us back to the converged infrastructure early days, what problems were you trying to solve with CI. >> Well one of the problems with IT in general is it's been hard, and one of the reasons why it's been hard is all the variability that customers consume. And how do you integrate all that variability in a sustaining manner, to maintain the assets so it can support the business. And, the thing that we've learned is, the original recipe that we had for Vblock, was to go at and solve that very problem. We have referred to that as life cycle. Manage the life cycle services of the biggest inner assets that you're deploying. And we have created some great intellectual property, some great innovation around helping minimize the complexity associated with managing the life cycle of a very complex integration, by way of, one of the largest data center assets that people operate in their environment. >> So you got thousands and thousands of customers telling you life cycle management is critical. They're shifting their labor resource to more strategic activities, is that what's going on? Well there's so much variation and complexity in just maintaining the different integration points, that they're spending an inordinate amount of their time, a lot of nights and weekends, on understanding and figuring out which software combinations, which configuration combinations you need to operate. What we do as an organization, and have done since inception is, we manage that complexity for them. We delivery them an outcome based architecture that is pre-integrated, and we sustain that integration over it's life, so they spend less time doing that, and letting the experts who actually build the components focus on maintaining those integrations. >> So as an analyst I always looked at converged infrastructure as an evolutionary trend, bringing together storage, servers, networking, bespoke components. So my question is, where's the innovation underneath converged infrastructure. >> So I would say the innovation is in two areas. We're blessed with a lot of technology innovations that come from our partner, and our own companies, Dell EMC and Cisco. Cisco produces wonderful innovations in the space of networking compute, in the context of Vblock. Dell EMC, storage innovations, data protection, et cetera. We harmonize all of these very complex integrations in a manner where an organization can put those advanced integrations into solving business problems immediately. So there's two vectors of innovation. There are the technology components that we are acquiring, to solve business problems, and there's the method at which we integrate them, to get to the business of solving problems. >> Okay, let's get into the announcement. What are you announcing, what's new, why should we care. >> We are announcing the VxBlock 1000, and the interesting thing about Vblocks over the years, is they have been individual system architectures. So a compute technology, integrated with a particular storage architecture, would produce a model of Vblock. With VxBlock 1000, we're actually introducing an architecture that provides a full gamut of array optionality for customers. Both blade and rack server options, for customers on the UCS compute side, and before we would integrate data protection technologies as an extension or an add-on into the architecture, data protection is native to the offer. In addition to that, unstructured data storage. So being able to include unstructured data into the architecture as one singular architecture, as opposed to buying individualized systems. >> Okay, so you're just further simplifying the underlying infrastructure which is going to save me even more time? >> Producing a standard which can adapt to virtually any use case that a customer has in a data center environment. Giving them the ability to expand and grow that architecture, as their workload dictates, in their environment, as opposed to buying a system to accommodate one workload, buying another system to accommodate another workload, this is kind of breaking the barriers of traditional CI, and moving it foreword so that we can create an adaptive architecture, that can accommodate not only the technologies available today, but the technologies on the horizon tomorrow. >> Okay so it's workload diversity, which means greater asset leverage from that underlying infrastructure. >> Trey: Absolutely. >> Can you give us some examples, how do you envision customers using this? >> So I would talk specifically about customers that we have today. And when they deploy, or have deployed Vblocks in the past. We've done wonderful by building architectures that accommodate, or they're tailor made for certain types of workloads. And so a customer environment would end up acquiring a Vblock model 700, to accommodate an SAP workload for example. They would acquire a Vblock 300, or 500 to accommodate a VDI workload. And then as those workloads would grow, they would grow those individualized systems. What it did was, it created islands of stranded resource capacities. Vblock 1000 is about bringing all those capabilities into a singular architecture, where you can grow the resources based on pools. And so as your work load shifts in your environment, you can reallocate resources to accommodate the needs of that workload, as opposed to worrying about stranded capacity in the architecture. >> Okay where do you go from here with the architecture, can you share with us, to the extent that you can, a little roadmap, give us a vision as to how you see this playing out over the next several years. >> Well, one of the reasons why we did this was to simplify, and make it easier to operate, these very complex architectures that everyone's consuming around the world. Vblock has always been about simplifying complex technologies in the data center. There are a lot of innovations on the horizon in VME, for example, next generation compute platforms. There are new generation fabric services, that are emerging. VxBlock 1000 is the place at which you will see all of these technologies introduced, and our customers won't have to wait on new models of Vblock to consume those technologies, they will be resident in them upon their availability to the market. >> The buzz word from the vendor community is future proof, but your saying, you'll be able to, if you buy today, you'll be able to bring in things like NVME and these new technologies down the road. >> The architecture inherently supports the idea of adapting to new technologies as they emerge, and will consume those integrations, as a part of the architectural standard footprint, for the life of the architecture. >> Alright excellent Trey, thanks very much for that overview. Cisco obviously a huge partner of yours, with this whole initiative, many many years. A lot of people have questioned where that goes, so we have a segment from Cisco Live, Stu Miniman is out there, let's break to Stu, then we'll come back and pick it up from there. Thanks for watching. >> Thanks Dave, I'm Stu Miniman, and we're here at Cisco Live 2018 in Barcelona, Spain. Happy to be joined on the program by Nigel Moulton the EMEA CTO of Dell EMC, and Siva Sivakumar, who's the Senior Director of Data Center Solutions at Cisco, gentlemen, thanks so much for joining me. >> Thanks Stu. >> Looking at the long partnership of Dell and Cisco, Siva, talk about the partnership first. >> Absolutely. If you look back in time, when we launched UCS, the very first major partnership we brought, and the converged infrastructure we brought to the market was Vblock, it really set the trend for how customers should consume compute, network, and storage together. And we continue to deliver world class technologies on both sides and the partnership continues to thrive as we see tremendous adoption from our customers. So we are here, several years down, still a very vibrant partnership in trying to get the best product for the customers. >> Nigel would love to get your perspective. >> Siva's right I think I'd add, it defined a market, if you think what true conversion infrastructure is, it's different, and we're going to discuss some more about that as we go through. The UCS fabric is unique, in the way that it ties a network fabric to a compute fabric, and when you bring those technologies together, and converge them, and you have a partnership like Cisco, you have a partnership with us, yeah it's going to be a fantastic result for the market because the market moves on, and I think, VxBlock actually helped us achieve that. >> Alright so Siva we understand there's billions of reasons why Cisco and Dell would want to keep this partnership going, but talk about from an innovation standpoint, there's the new VxBlock 1000, what's new, talk about what's the innovation here. >> Absolutely. If you look at the VxBlock perspective, the 1000 perspective, first of all it simplifies an extremely fast successful product to the next level. It simplifies the storage options, and it provides a seamless way to consume those technologies. From a Cisco perspective, as you know we are in our fifth generation of UCS platform, continues to be a world class platform, leading blade service in the industry. But we also bring the innovation of rack mount servers, as well as 40 gig fabric, larger scale, fiber channel technology as well. As we bring our compute, network, as well as a sound fabric technology together, with world class storage portfolio, and then simplify that for a single pane of glass consumption model. That's absolutely the highest level of innovation you're going to find. >> Nigel, I think back in the early days the joke was you could have a Vblock anyway you want, as long as it's black. Obviously a lot of diversity in product line, but what's new and different here, how does this impact new customers and existing customers. >> I think there's a couple of things to pick up on, what Trey said, what Siva said. So the simplification piece, the way in which we do release certification matrix, the way in which you combine a single software image to manage these multiple discreet components, that is greatly simplified in VxBlock 1000. Secondly you remove a model number, because historically you're right, you bought a three series, a five series, and a seven series, and that sort of defined the architecture. This is now a system wide architecture. So those technologies that you might of thought of as being discreet before, or integrated at an RCM level that was perhaps a little complex for some people, that's now dramatically simplified. So those are two things that I think we amplify, one is the simplification and two, you're removing a model number and moving to a system wide architecture. >> Want to give you both the opportunity, gives us a little bit, what's the future when you talk about the 1000 system, future innovations, new use cases. >> Sure, I think if you look at the way enterprise are consuming, the demand for more powerful systems that'll bring together more consolidation, and also address the extensive data center migration opportunities we see, is very critical, that means the customers are really looking at whether it is a in-memory database that scales to, much larger scale than before, or large scale cluster databases, or even newer workloads for that matter, the appetite for a larger system, and the need to have it in the market, continues to grow. We see a huge install base of our customers, as well as new customers looking at options in the market, truly realize, the strength of the portfolio that each one of us brings to the table, and bringing the best-of-breed, whether it is today, or in the future from an innovation standpoint, this is absolutely the way that we are approaching building our partnership and building new solutions here. >> Nigel, when you're talking to customers out there, are they coming saying, I'm going to need this for a couple of months, I mean this is an investment they're making for a couple years, why is this a partnership built to last. >> An enterprise class customer certainly is looking for a technology that's synonymous with reliability, availability, performance. And if you look at what VxBlock has traditionally done and what the 1000 offers, you see that. But Siva's right, these application architectures are going to change. So if you can make an investment in a technology set now that keeps the premise of reliability, availability, and performance to you today, but when you look at future application architectures around high capacity memory, adjacent to a high performance CPU, you're almost in a position where you are preparing the ground for what that application architecture will need, and the investments that people make in the VxBlock system with the UCS power underneath at the compute layer, it's significant, because it lays out a very clear path to how you will integrate future application architectures with existing application architectures. >> Nigel Moulton, Siva Sivakumar, thank you so much for joining, talking about the partnership and the future. >> Siva: Thank you. >> Nigel: Pleasure. >> Sending back to Dave in the US, thanks so much for watching The Cube from Cisco Live Barcelona. >> Thank you. >> Okay thanks Stu, we're back here with Jeff Boudreau. We talked a little bit earlier about the history of conversion infrastructure, some of the impacts that we've seen in IT transformations, Trey took us through the architecture with some of the announcement details, and of course we heard from Cisco, was a lot of fun in Barcelona. Jeff bring it home, what are the take aways. >> Some of the key take aways I have is just I want to make sure everybody knows Dell EMC's continued commitment to modernizing infrastructure for conversion infrastructure. In addition to that was have a strong partnership with Cisco as you heard from me and you also heard from Cisco, that we both continue to invest and innovate in these spaces. In addition to that we're going to continue our leadership in CI, this is critical, and it's extremely important to Dell, and EMC, and Dell EMC's Cisco relationship. And then lastly, that we're going to continue to deliver on our customer promise to simplify IT. >> Okay great, thank you very much for participating here. >> I appreciate it. >> Now we're going to go into the crowd chat, again, it's an ask me anything. What make Dell EMC so special, what about security, how are the organizations affected by converged infrastructure, there's still a lot of, roll your own going on. There's a price to pay for all this integration, how is that price justified, can you offset that with TCO. So let's get into that, what are the other business impacts, go auth in with Twitter, LinkedIn, or Facebook, Twitter is my preferred. Let's get into it thanks for watching everybody, we'll see you in the crowd chat. >> I want IT to be dial tone service, where it's always available for our providers to access. To me, that is why IT exists. So our strategy at the hardware and software level is to ruthlessly standardize leverage in a converged platform technology. We want to create IT almost like a vending machine, where a user steps up to our vending machine, they select the product they want, they put in their cost center, and within seconds that product is delivered to that end user. And we really need to start running IT like a business. Currently we have a VxBlock that we will run our University of Vermont Medical Center epic install on. Having good performance while the provider is within that epic system is key to our foundation of IT. Having the ability to combine the compute, network, and storage in one aspect in one upgrade, where each component is aligned and regression tested from a Dell Technology perspective, really makes it easy as an IT individual to do an upgrade once or twice a year versus continually trying to keep each component of that infrastructure footprint upgraded and aligned. I was very impressed with the VxBlock 1000 from Dell Technologies, specifically a few aspects of it that really intrigued me. With the VxBlock 1000, we now have the ability to mix and match technologies within that frame. We love the way the RCM process works, from a converged perspective, the ability to bring the compute, the storage, and network together, and trust that Dell Technologies is going to upgrade all those components in a seamless manner, really makes it easier from an IT professional to continue to focus on what's really important to our organization, provider and patient outcomes.

>> Narrator: Live from San Fransisco, it's theCUBE covering Samsung Developer Conference 2017. Brought to you by Samsung. >> Okay welcome back everyone here live in San Fransisco at Moscone West, is theCUBE's exclusive coverage of Samsung Developer Conference #SDC2017. I'm John Furrier co-founder of SiliconANGLE media, co-host of theCUBE. My next guest is artist, director, and producer Rob Prior, at Robprior.com. Great to have you, thanks for spending time. >> It's good to be here. >> Alright. Great to have you. You're super impressive. I was amazed by the work behind me on the wide shot. Can we go to the wide shot? You can see the work you've done. You were just here behind us on the main Disruptor studio with Stan Lee who was Marvel Comics, legend in the industry. >> Legend. >> I mean absolutely legend. And he's here promoting, you know, the edge of the network with Samsung. Games and all that good stuff, part of the developer conference. >> Yeah. >> But you were up there painting with both hands in real time. And did this art. >> Yeah, it was less than an hour, I think this one was. I don't know I don't even keep track anymore. I'm just like... >> So you do both hands. So how did that come about? How did you get to the two hands? >> When I was about, alright, I was going to be an artist no matter what. My entire family line were artists, but none by profession. So, I was kind of not even given a choice. So I got to be about 10 years old and I thought the same thing that every 10 year old thinks, "what if I loose my right hand?". No 10 year old thinks that. So I switched at 10. I switched to, you know I was born a righty, I switched to be a lefty. I switched everything. I switched, you know, baseball, how I threw a balls, playing guitar. I switched everything over. So for two years, no mater how much any one begged me, to like, my grades were going down, cause no one could read my writing, cause I'm like... >> Cryptic. >> Yeah it was weird, and so at that point I made my left hand as good as my right hand. And I was published very young. I was published at 13, internationally at 15. And 13, when I got published, I had math homework due, and I had a painting, a cover due. And I'm like oh my god how am I going to do, I mean. >> Screw the homework, I'm going to do the painting. >> Yeah, so I picked up two brushes and I'm was oh yeah I can do this. Then I actually figured out that I could do my math homework and paint simultaneously. I shut my eyes apparently, when, I don't know when I do it, but when I paint, my eyes are shut a lot of the time. >> Wow, that's awesome. So great skills, so it gets it done faster, but it's also creative. Talk about your work, your artistry, cartoons. You started doing, what did you get into first? And how did your career evolve? Take us through the evolution of your career, because now in the tech scene, you're doing some awesome art, but we live in a digital world. >> Yeah. >> How's that? You're doing cartoons, covers. >> When I first started out, I was doing interiors. Like just pen and ink interiors. And then I started moving into color painted covers, and, you know, sort of gradually went from, you know from black and white work to full color work, to being, doing a lot of different magazine covers, book covers. You name it. I worked heavily with TSR, which is Dungeons and Dragons at the time. >> Yeah. >> And I just sort of moved forward and kept... >> And you got then you got to Hollywood started with movies. What movies did you work on? >> Oh my god, I've worked on a lot of low budget movies. I worked on TV series like Buffy the Vampire Slayer, Firefly, Angel. God, so many. I mean, like literally that whole era of TV shows. You know, movie wise I've done stuff with Fast and the Furious. Wow, it's amazing, when you get asked, when you have a giant body of work. When you ask that question all I see are ducks going across. >> Well you just came off stage, so you're really in painting mode now, and you just did this painting. >> Yeah. And how long did it take you do this one? >> I'm sorry? >> This art, how long did it take you to do this one? >> This was a little under an hour. I painted one earlier as well on the main stage during the keynote speech. And that one took me 45 minutes or something like that. >> So they're giving their talk, and you're painting away. >> Yep. >> And you've done this at concerts? >> Yeah >> Tell us what other venues have you done? >> Things like this. I've done it with concerts. People like Tech N9ne, Linkin Park, you know, Steve Aoki, Flo Rida, just to name a few. So I do it while they're performing. So I'll do a full, like, four foot by eight foot painting in about an hour and a half. But when I'm doing gallery work it takes me about a day, maximum two days a painting. >> Yeah. Well you're considerable talent. You mentioned before we came on camera, you're going to do the Linkin Park memorial at the Hollywood Bowl. >> I am, I'm going to be painting there on the 27th, at the Hollywood Bowl. You know, there's going to be a lot of people there, just, you know I think they said the tickets sold out in, like, 39 seconds, or, it was crazy. >> Yeah. >> But I'm fortunate to be able to do that. >> Yeah. >> And pay my respects as well, so. >> Well great work you're doing. I'm really inspired by that because one of the things we're passionate about at SiliconANGLE and theCUBE here is social science, arts, and technology coming together. That's clearly a trend that's happening. I start see the younger generation too coming into this world, and certainly, you have four kids, I have four kids too. We talked about that earlier, but, they're getting immersed in this digital culture and might miss out on some of the analog art. >> Absolutely. >> And what's your thoughts on that, because, this is like, you do both right. >> Yes. >> So you get your hands dirty, I see your hands are dirty. >> Yep they're filthy. >> Good job, you really roll up your sleeves, little pun intended. So, this is the key to success. Share your thoughts and vision for the younger generation and other artists out there, because art will be the front and center piece of technology inspiration, user interface, gaming, augmented reality. >> No, absolutely, you know what, here's the thing. And this is something that you and I were talking about just a little bit ago. I think the, we as humans have a choice. You know, especially kids nowadays they can go and they can be fully immersed, but then they miss all the other things, you know. I've seen kids at tables texting each other instead of talking. But I think if you take the analog era, the thing, like the live painting. Cause I use, I'll take a picture of this I'll pour it into the computer, ill clean it up, and I'll do that. I think mixing the two worlds is vital, you know, in advancing forwards as humans. I mean that's just my opinion, I try to teach my kids that as well. >> Yeah. >> You can't forget about the real world. >> Yeah. >> Because the real world's going to be here no matter what. >> Yeah. >> So, you know- >> And then game developers are out there right now working on a lot of ideas, inspiration, you've drawn monsters before. >> Absolutely >> Some of the characters here from Marvel with Stan Lee. There is, do you need the creative spark? >> Oh absolutely. And look there are, creative spark, anything can be a tool. You know, so, the computer, doing computer art is an amazing opportunity to explore a new kind of tool, right? To invent and create new creatures or new things. It's all on how you use it. And then you get the people, I said this on stage the other day, you get people who are taking photos and then pressing 27 filters and calling it art. I think you have to go backwards and, once again, be able to do the analog. Write your story, create your idea and take any tool that's available and make it happen. Whether it's to picking up a paintbrush, whether it's getting on a computer on a Wacom tablet. >> So you think that's practice from a young artist standpoint is get down and dirty, get analog. >> Absolutely. >> And that's your inspiration sandbox, if you will. >> Absolutely, you know, and I think, here's an example. It's hard to have a gallery show of all digital stuff. Beause then it's just prints of things that you've done. There's no brush strokes, there's nothing there. And a lot of art collectors want to see the stroke. They want to know it's one-of-a-kind, that's it. >> Yeah the prototype. >> Yeah >> Or whatever the inspiration was. It's inspiring. >> Absolutely. So I tell all artistes, and even to the best computer artists, I'm like, go analog, get your hands dirty, paint. And let that speak as well. >> I've been lucky at my age to see a bunch of waves of innovation in technology. It's super exciting. I'd love to get your thoughts, from your perspective, and the artistry community, and you've been in L.A., over the past 10 years, maybe even 20, but say 10 an easier number. 10 years ago the Iphone wasn't even out, right? >> Oh god. >> So actually, 10 years ago it was the Iphone, but let's say 11 years ago. There was no Iphone, there was, YouTube just hit the scene. So this whole digital culture has just shifted. >> Oh absolutely. >> Apple was a no name company in 2000, right? Micheal Dell once said, " They should give the stock back to stockholders". (laughter) So Steven Jobs proved them all wrong. What is the scene like in your world around the last 10 years? What's been the disruptive change? Where's the enablement? What's been bad? What's been good? What's your thoughts? >> You know, in the art world itself, it's something I just mentioned, what's disrupted the art world, is people coming in and literally just being, what I call, a button pusher artist. You know, they figure out a filter or a tan, or whatever, they make art on their phone, and they're like. And that disrupts a lot of things. Because then it shows, or can teach, kids or artists, or anybody. People our age, whatever, it doesn't matter. That it's okay to do that and skip all of the steps, and I think that's the biggest point is the technology has allowed people to think they can skip steps, but you can't. You can never skip the step- >> What's the consequences of those steps skipping. What's the consequence there? >> So, if that's what you are, and you've figured out filters, and you get hired to do a job, because maybe you're the greatest filter button pusher in the world. But then all of the sudden your computer goes out. What do you do? >> Call Apple Care. >> Yeah, there you go. >> Cheese bar appointment. >> I know, I konw You're screwed basically. >> You are. I mean, I knew way back in the 20 years ago, if you were versed in drawing cars, and you got a job doing storyboards for a commercial, and all of the sudden they said, "Hey we're changing everything. Now we're taking out all the cars and now it's real people". If you're not good at drawing real people, you lost your job. Same basic concept. >> Yeah. >> You have to take it all in, you know, in a giant ball. And for the people who are like, "I don't want to touch a computer". Man, that's- >> So it works both ways. >> Absolutely works both ways. >> So what you're saying, if I get this right, is the computer's a great enable and accelerant of a finished product. >> Rob: Absolutely. >> So you use it, you'll take this print you did behind us, you'll touch it up, and you'll turn it into posters, you'll sell it, you'll syndicate it. >> Yep. >> Etcetera, etcetera, but you did the work here in an hour. With both hands. You did it just on the fly, total creative, creativity. >> Yeah, I mean, today's world, I think, if we let things go too much then the computer takes over and we loose a part of ourselves. >> And what about your social friends. Like musicians, you know? >> Oh my god. >> So what's the musician vibe, same thing? I mean tools are out there now, my son's doing some stuff on Ableton live, he loves that software suite, but he's still laying some guitar licks down. >> Absolutely, and you know, the great thing about in the music scene, I heard this a lot when Pro Tools first came out. Everybody was like, "That's the death of the producer". No, that was the beginning of a different kind of producer. And if you can do things at home and you're good, then it's great. >> What's the culture like in L.A. right now in terms of the creative producer, creator? Cause you've got like a maker culture on the geek side. Robotics, maker culture put stuff together, build some new things. Now you got a creator culture which builds off the maker culture, then you got the builder culture all kind of coming together. What's the success formula in your mind, besides the managing the tools. What's the mindset of the new producer, the new director, the new artist? What do you see as success points? >> These are some of the best questions I've ever been asked. Like, literally in every interview I'm answering the same ones. No, this is great. I think, I think it's a little bit of the wild west out in L.A., you know, and all over. Because, you're forming amalgamations. The director of a movie is no longer, possibly, just a director. He's also working on some of the cinematography. Maybe he's an editor, you know, it's a jack of all trades thing. And I think a lot of the people that had one trade going in, and were really good at it, are finding that they're getting passed up sometimes by the person who can do four or five different things including being able to be versed at technology >> Yeah we're seeing a lot of the things happen in the computer industry, just to share on my side of the table. Data scientist is the hottest job on the planet. Doing data. Some of the best data scientists are anthropologists. >> Really? >> Like weird majors in college. But they have a unique view of the data. They're not parochial in their thinking. They're looking at it differently. Or they have a math background, and obviously math is pretty important in data science, but also, it's not just prototypical, you got to be this spec. It's a little bit of a different artsy kind of a feel, cause you got to be, look at things differently. You got to be able to rotate around 360. >> And that's exactly it. That you've got to have, you got to be thinking outside of the box at all times nowadays. >> Well Rob what's next for you? What' going on? You got a lot of things going on. >> Rob: Oh wow. >> You got a lot of business ventures, you make a lot of money on your prints, you're famous. You're exploring new territory. What are some of the boundaries you're pushing right now creatively, that's really getting you excited? >> Well, I'm going to be directing a movie coming up. Which I find great because it allows me to take every bit of all the things I know and put it into a package, that's fun. I've got several gallery shows coming up. I've got a gallery show that I'll be doing with Stan, which will be New York and L.A. And, just getting on stage with more and more bands. You know, I think- >> You're a cult of personality, what's it like working with Stan? He's a cult of personality. >> Oh my god, Stan is, Stan's great. >> People yelling stuff at him, "hey what do you think about that". I mean there's a lot of culture in the Marvel Comics world. >> Oh man he, you know, and look he's like what, 95. And he's got more energy than I do. Literally last night, we're all out to dinner and I left before everybody else did. Stan outlast me. A 95 year old guy, and I'm like, "I'm too tired, I got to go to bed". And Stan's still going, you know. >> The energizer bunny. >> He's an animal. >> Well great for coming on. Thanks for the inspiration. Great art, got amazing art right here >> Thank you so much for having me man. >> Great job, congratulations. >> Thank you >> Good to see the arts. Analog and the digital worlds connecting. This is the key to success in the technology business. Bringing an artisan mindset to great technology for vital benefits. That's what theCUBE believes, we believe it. And so does Mr. Prior here. Check out the art, robertprior.com. Check it out. Robprior.com. It's theCUBE live from San Francisco. More after this short break. >> Thanks for having me.

>> Speaker: Live from Las Vegas. It's the Cube. Covering VMworld 2017. Brought to you by VMware and its ecosystem partners. >> Yeah we're here live the Cube coverage at VMworld 2017. Behind us is the floor of the VMvillage. I'm John Furrier with Dave Vellante. Our next two guest Beth Phalen who's the President and General Manager of Data Protection Division at Dell EMC and Yanbing Li who's the Senior Vice President General Management with Storage and Availability at VMware, vSAN, all the greatness; Welcome back to the Cube. Great to see you guys. >> Yeah, great to see you. >> Got the heavy hitters here, data protection, AWS lot of great relationships synergies happening. >> Yeah. >> Give us the update. >> Yeah well go ahead yeah. >> We've been working together for a long time but recently we've really amped it up to the next level. Great discussions around enabling data protection for vSAN and as announced this week you know with Dell EMC will be first vendor to have data protection for VMware cloud on AWS. So it's a really exciting time to be here and I've been in this business for a long time. This is the best VMworld that I've seen so far and so it's just really great to be here with Yanbing. >> It's been very cohesive, I want to just stay on that for a second. This is the big milestone for VMware. >> It is. >> To have this shipping of the general availability especially with on the heels of the vCloud Air and all that controversy. Andy Jassy's on stage from Amazon web services. >> Yeah. >> Really kind of looking right at the audience and saying we got your back, this is a real deal, and the bridge to the future. I'm paraphrasing, he didn't say those exact words. >> Yeah yeah yeah. >> How do you get that data protection? Because that data protection in the cloud is hard. >> Yeah, well the nice thing is that since we've got all of our data protection running in a cloud environment now we could then use that to build the connections with VMC. So we had Data Domain Virtual Edition running, we have Data Protection Suite running in the cloud. So people can use the same technology they used on prem but now in AWS in conjunction with VMC. >> So you kind have hyper converged infrastructure meets cloud data protection. Yanbing, what is the difference? I mean what's the requirement of hyper converged infrastructure data protection? How does it differ from traditional storage and how is it evolving? >> Ah, great questions you know Beth and I we've known each other for quite a few years. I have to say our relationship hasn't been, you know, this close is and it's getting closer and closer. So coming back to your question in terms of hyper converged infrastructure. We're seeing two fundamental shifts around data protection. One is, the blurring of the boundary between backup and DR and these two really coming together as unified data protection. I think there has been a lot of discussion around this for a long time but this become even more compelling; now we talk about hyper converged infrastructure where you know our customers they so enjoy the benefit of having compute and storage combined together in a common management experience, they're looking for the same for data protection. So we're really seeing customers want to see data protection as a feature of hyper converged, as a capability that's part of that rather than yet another silo they have to manage separately. You know they want policy that manage storage, compute, and backup and DR altogether. So that's why you know that's really drive our partnership so much closer. >> You know it's interesting many of the clients that we've worked with over the years they'll have a backup strategy but they don't really have a DR strategy and they sleep with one eye open at night and they're afraid to go to the board because it's so expensive, it's expensive insurance. So you're seeing that there, sounds like they're blending those 2 together kind of killing 2 birds with one stone. Are there trade offs or things that customers should think about in that regard? How do they sort of go from where they are today which is sort of a backup bolt on to that integrated DR and backup? >> I think one of the key is the technology that we're leveraging now and we leverage something that has like CDP continuous data protection you can use that one to have data path to the secondary storage and you can use that same code to also initiate disaster recovery with near 0 RPO and RTO. So another thing that we announced this week is with our DPS for apps next edition that we now have hypervisor direct back up and what that means is that we're integrated directly with ESX and we are leveraging ProtectPoint through VM's to move data to data domain. That same technology is also leverage within RecoverPoint through VM's and so you can see the engine, the internal engine of the data movements, can be applied both to disaster recovery and to back up with different windows of RTO and RPO. >> I'm glad you said near 0 RPO causes no such thing as 0 RPO but you're seeing, more pressure to get as close to 0 as possible. What's driving that pressure and how are you meeting it? >> Well I think with all of us we know that an industry customers are expecting 24 by, you know 24 by 7 up time right. So they have many many applications that they need to have the confidence that if it does go down for any reason they're going to be able to bring it back up within minutes or hours not days. So that's really the drive for continuous availability. Getting as close to that as possible. >> If I may one more John, the challenge in data protection has always been it's, it's largely been a one size fits all and it's either I'm either under protected or I'm spending and breaking the bank. So are you able to through your technology and process improvements improve the level of granularity for different workloads that require different service levels. >> Two things come to mind, One, we're seeing more and more interesting customers integrating data protection directlywith their applications. Whether it SQL or Oracle and or the VM itself. So that's one thing. So we can custom the data protection to particular application and then on the second piece of that is where the different interfaces that VM offers we're able to do either V80P level integration or more fine grained integration like we do with CheckPoint through VM. So we are getting to the point that we can make different choices either application specific or something that is fine tuned based on the level of mission critical capabilities that application requires. >> I will get you guys perspective just a high level ballistic view for a second. We're seeing convergence of two worlds. The cloud native world that have no walls, have no perimeters they operate in a mindset of there's a security holes everywhere. Then the protections hard. >> They think of a differently. >> Yeah On prem the traditional methods, how are those coming together? Because you have customers that run VMware and do stuff with data protection and then one of them VMware in the cloud. What's different, what do customers need to know that are we on either side of that equation? If I'm on prem and I now want to use VMware in the cloud on AWS. How does data protection fit in that? Is it the same, is there tweaks, how they think about it? >> You want to answer that? >> In terms of on prem or VMware in AWS you know a big value prop is reading at the consistency in the operating model. I'm sure you have heard about this a million times said. >> Yes, talking about it all week. >> All week long. From data protection we're trying to do exactly the same. So for example VMware cloud on AWS, the very first data protection that we certify on that platform is from [Vast 00:07:39] organization is Avamar networker being the first set of solution certified and our customers definitely love the continuity of I already have the experience and licensing associated with my own prem protection solution and they want to carry that forward in today's cloud. >> So same operating module, so from the customers perspective I've been doing it this way >> Exactly. >> With VMware and Dell Data Protection, now it's the same in the cloud. No change in. >> Yeah I mean I think that's really the beauty of it, even with DDVE I mean you can have applications or you can do through different; You know you can have application in the cloud as well as another level of protection of your secondary storage. >> I think some of the changes probably not necessary. So RPD model consistency, Dave we touch upon, hyper convergence is driving a lot of functionality into a single control plate as opposed to these different silos and you know we would like to see that happen in the cloud as well and along that line you know best organization and my organizing are really looking at how we viewed the best next generation integrated technology that truly leverages the strengths of both organizations. >> That's simple and easy to use. >> Simple, easy to use, policy base, you know turn key solutions, so this is, you know what we're doing something pretty innovative by truly bring our engineering together and try to boost our next generation solution. >> Since the synergies that Michael was talking about when we interviewed Michael yesterday he's like look, the synergies are well beyond its expectations. Just it seems to be flowing nicely in the culture. When EMC had the federation there was always kind of like an interesting but now things are flowing differently. It seems to be smoother you guys. >> They are. >> Every action. >> I totally agree with what you said. I mean it feels different and I think as we go forward we have even more opportunities but we're not even a year into it and there was a distinct difference in terms of recognition around the joint opportunity and like you said the smoothness of the conversation I think is >> It's clear, it's clarity. >> It's really helpful. >> Well also you know, the rising tide floats all boats, well VMware stock as gone like this. >> It makes us all happy. >> Its got a nice slope to it. >> I definitely want to hackle Beth on that and the type of collaboration we're seeing between our two organizations, might be you is actually having multiple touch point into Dell and Dell EMC organization whether it's our VxRail and you know the vSAN based collaboration or the data protection angle and we're really seeing that happen across different functions. So we are starting from go to market collaboration you know how we provide the best set of solutions to our customers in joint go to market effort. vSAN is gaining a lot of free print in mission critical workloads and a critical requirement is data protection. So so we're doing a lot of joint solution, joint selling together. And really in the next step is that joint engineering effort leveraging the best of both worlds to build next generation products that's optimized for hyper converged, that's optimized for the cloud. >> For the software defined data centers. >> If I dial back a decade let's say as virtualization generally in VMware specifically saw its ascendancy, data protection totally changed. For a number of reasons, you had less physical resources but backup was still very resource intensive application and so; That's really where Avarmar came before. He walked the floor, back up and data protection is exploding again. It's like the hottest area. So two part question. Why is that and then how does Dell EMC with you know its large portfolio, its big install base, how do you maintain competitiveness with all that new emerging innovation? >> Yeah well I think the first question and I want to hear your answer too but what I would say is because the industry is changing so dramatically it's requiring data protection to change just as dramatically. >> Right. >> Right, so that is a lot of people are seeing opportunity there. Where is maybe, I've had people say, you know, well you don't really have to protect data in the cloud it's all stuff that's magically protected, I've had customers say that to me and I think that we're now beyond that, right and people are realizing, wow you know, just as much of a need or more of a need than it was before. So I think there's plenty of you know companies appreciate opportunity and they see opportunity right now as data protection evolves quickly to address the new IT world that we live in. On anything you would add to the first answer? >> Yeah so I think, several years ago VMworld feels like a storage shelf you know. I think there is still a lot of exciting interesting storage company but there has been quite a bit of consolidation you know. Software defined storage it seems like that market's landscape is becoming clearer and clearer and we're definitely seeing that spreading into secondary storage is now right for a disruption and we're also seeing that is disruption around secondary storage isalso impacting data protection software. It's not just the secondary storage element but you know extent to the entire software stack. I think it's very exciting and also thinking about you know what is going to be the economical benefit of cloud and how do we take best advantage of that and this is why you know our AWS relationship. You know we are rejuvenizing our DR effort. We have successful on prem product like SRM but we're seeing tremendous new opportunity to look at that in the context of cloud to truly leveraging the economy is scale of what cloud has to offer. So lots of driving factors to really revitalize that. >> It's a cloud show and you have no cloud. >> Okay Beth second part of my question is how do you keep pace, it's a pretty tremendous innovations going on, how do you keep pace, what are your thoughts on all that? >> So the really cool thing is because where you know we're Dell Technologies we have not only data protection assets, we also have servers, we also have switches, we have everything we need to build a full integrated stack which we now have without EPA. So within a integrated data protection appliance we have the best of data domain, we have the best of our software, we're leveraging also power at servers and dellium C switches. So we have everything that we need to build that end to end best in class integrated appliance and as customers change how they consume data protection to more like a converged consumption model or hyper converged consumption model we have all the pieces that we need to make that a reality and then to continue to move forward. So when you combine that with our relationship with VMware and the ability that we have to drive innovation jointly I have no doubt that we're going to be really moving ahead into you know modern data protection. >> Final question before we rap. R&D comes up, Micheal also mention and so do Pat, billions of dollars now are in R&D. Free cash was a billion dollars. Three billion for VMware. A lot of observations this week that we kind of looked and read the tea leaves one of them was at least for me was the stack a collision between hardware software stacks as IoT and servers and devices, you have hardware stacks and software stacks. Untested scenario certainly in vSAN; You see a lot of activity around untested new use cases and so it's going to put pressure on engineers. So the question is what's the vision for the R&D for you guys around data protection, because it's not just data protection anymore it's a fundamental linchpin in the equation of cloud >> Yeah. >> Thoughts on engineering road map I mean engineering R&D. >> One thing we're doing actually right now this week is we're restructuring our EMC lab dellium c lab back in Hopkinton to move to more of an open shared pivotal type environment. So you know it's clear that as we go forward doing things like pere programming on test driven development. You know enabling continuous always good known stayed like there is definitely advancements happening in software development that are accelerating innovation and so as we take advantage of that, that's how we keep pace with what's going on around us. Because you're right the number of things to get involved in is endless. >> I just want to point out before we end the segment you guys are very inspirational women in tech. I think you guys are amazing. We talk about the engineer resources. >> Thank you John. Your thoughts on the industry, as there's a lot of controversy in Silicon Valley and around the world around STEM and women in tech. Thoughts that you'd like to share to all the men watching and all the folks and young girls who might inspiration. You know it's passionate for us. >> Yeah, I'll start. So I think, first of all I want to tank the Cube for having such awareness in this topic and you know constantly featuring women in tech on your shows. You guys have been doing a great job raising the visibility women leaders. >> Thank you >> Thanks >> in the industry. Thank you. So certainly this is a topic very dear and near to my heart. This week you know we can still see not only our employee base but our customer base is heavily men dominated. But I think we're seeing unprecedented levels of awareness and attention to this topic in Silicon Valley and across the world. Really I do think we are starting to see much better transparency metric. We're seeing increased accountability in business and business leadership. So I think those and we're seeing a lot of social awareness I think those are going to drive a positive change. So let me give you a concrete example of fuzz for example things we do in VMware, we just gone through bonus allocation and compensation adjustment. I would get a report from it make sure, comparing the percentage of what we have done for the men population and women population and so you get a real time feedback in data and when we see the data is actually quite shocking hopefully we do see, unconsciously you know we may be allocating those >> Unconscious bias if you will. >> Yeah those differently. But because of those real time data and feedback we're good able to you know keep ourself accountable. So just you know this is no longer just talk this is a real data you know in the real HR practices that we are already building into our day to day practice. So I think I'm very optimistic, this will take time but this is you know we're moving in the right direction. >> Historical moment in the world if you think about it. This is super important time. The inspiration and also the young women out there too and also for the men. They need to be aware as well because inclusion includes not just women it's everyone. That seems to be >> Absolutely. >> In fact a trend we had an interview on the Cube and our Simpson who works for Mozilla she's doing some work for Tech Nation, she said they're changing it from diversity inclusion to inclusion and diversity. They're flipping it around where inclusion leads diversity cause they want to lead with the message of inclusion; >> Yeah. >> as a primary message with diversity. So it's not just the diversity message it's inclusion. >> Yeah. >> Love that. >> Yeah the only thing I would add would be the phrase "She can be it if she sees it" I think having people like myself and Yanbing be visible role models it's very impactful, especially for young women to see you know women in tech leadership positions. It's hard to imagine yourself in a role if you don't see anyone similar to in a role. So I think the more that people like us and our peers get out there and really put an effort into being visible. >> Do you see the networks forming more, I mean is there more action flowing happen. Can you compare and contrast just even a few years ago is it on the rise significantly? >> I think it's on the rise. >> Yeah I do get us to be involved in a lot of opportunistic situations, yeah. >> And of course your Twitter handle puts it right out there, @ybhighheels. >> Yeah. >> Right, your not shy about it. >> Yeah, there's nothing shy about it. I realize you know Beth and I, we are both addressed in very feminine way. I do think. >> Your capabilities are off to chart you to great and impressive executives. >> Society is increasingly more inclusive about their notions of female tech leader. It's not just one size fits all and I think it's encouraging us to show who we really are and the authentic self and I think that's very important for young girls to see because I remember when I was a young girl I didn't go into tech expecting I do not get to be who I am >> Yeah and that shouldn't reflect your capability of anyway any kind and that seem to be the greater awareness. The Google memo that went around as all of it so getting us some great videos on Silicon Angle on that topic. Again you guys are great inspiration. We love working with you you guys are great executives. >> Thank you. >> Its great content. >> Your welcome. >> We super passionate about it. We'll be at Grace Hopper for our 4th year we do that. >> Fantastic. >> As we show every year, we're learning more and more and we're going to do a podcast for guys too. >> Nice. >> Different angle. >> Love that. >> A lot of guys want to do what to do. >> Okay that's great. >> Inclusion and diversity of course; I need the help. I'm John Furrier With Dave Vellante Here. Live at Vmworld. More coverage coming after this short break.

>> Announcer: From the SiliconANGLE Media office in Boston, Massachusetts, it's theCUBE. Now, here are your hosts, Dave Vellante and Stu Miniman. >> 2010 was the first year we brought theCUBE to VMworld. At that time, VMware was a $2.5 billion company with former Microsoft exec Paul Maritz at the helm. Two years earlier, in a stunning development, VMware fired co-founder and CEO Diane Greene, which sent the company's stock tumbling almost 25%. Under pressure from investors, Joe Tucci, the chairman of EMC, made the move after a rocky four-year relationship with Ms. Greene. EMC purchased VMware in 2004 for $635 million. The Maritz years were marked by a strategy to move the company beyond the hypervisor into new areas of growth, including desktop virtualization and applications, which were met with mixed market responses. To Maritz's credit, however, the company continued to expand its presence in the data center, and under his leadership remained highly competitive with Microsoft, who was seen at the time as VMware's main rival. In 2012, the company named long-time Intel and then recently EMC exec, Pat Gelsinger as its CEO. Gelsinger inherited a roughly $4.5 billion company, staring into the teeth of the oncoming cloud megatrend. Gelsinger quickly embarked on a strategy to refocus on the core business, buoyed by a restructuring of many of the VMware assets that EMC and VMware folded into a new company called Pivotal. Gelsinger made several attempts to maintain and expand VMware's total available market with a public cloud play called vCloud Air, which ultimately failed. On the plus side of the ledger, however, Gelsinger led VMware's software-defined data center strategy grabbing pieces of its value chain that were historically left for the ecosystem. Of course, the most notable being NSX, the company's software-defined networking product, and vSan, a software storage play. Fast forward to 2017, and add to these developments the momentum of VMware's cloud management and orchestration offerings, its security and other multi-cloud services, and you now have a nearly $8 billion revenue company growing at 10% per anum, with a $40 billion market cap, and a new owner, namely, Michael Dell and company. Hello, everyone. My name is Dave Vellante and I'm here with Stu Miniman, and this is our VMworld 2017 preview. Stu, thanks for joining me. >> Dave, can't believe it's bene eight years we've been doing theCUBE at VMworld. >> Right, and we have been tracking this, Stu, and now, as we were saying, we see new owners, Michael Dell, Dell buying EMC, and of course VMware maintaining the vast majority of the ownership. Stu, what has changed since Michael Dell purchased VMware? What's changed in terms of Dell, its ownership, and also in the past year? >> Yeah, so it's been one of the top questions. Last year, John Furrier and I interviewed Michael Dell, and there were still everybody trying to say after the acquisition happened, "Aren't you going to just sell of VMware because VMware "needs to be independent, "they need to be able to partner with everyone?" And Michael was basically like, just lit a fire underneath him, and he's like, "People that think I'm going to sell it "don't understand the business plan "and they don't understand math." Everybody thought, "Oh, you got to sell them off "to be able to pay down the debt," and he's like, "No. "VMware has been called the jewel of this acquisition "of EMC, the largest acquisition in tech history." And that relationship of VMware is something that's still playing out. One piece of it, you mentioned vSAN, one of the success stories, there was the failure of EVO:RAIL, which was kind of the first generation solution put together sold through a whole lot of partners. They took that whole product and marketing team and put them together with EMC and created the VxRail team, which now reports up to Chad Sakac. On the Dell/EMC side, VxRail doing quite well, vSAN doing phenomenally well. They claim to have the most number of customers for any product in the hyper-converged infrastructure space. Lots of different solutions out there. So, some of that blending of how Dell/EMC and VMware, we see a little bit of that, but still, VMware partners with everyone. VMworld, still, Dave, is probably the largest infrastructure ecosystem out there, and even if we look at cloud, it's one of the more robust ecosystems out there. The only one probably rivals it these days is Amazon. >> Stu, isn't Dell's ownership of VMware somewhat more threatening to server vendors in particular than EMCs? Especially Cisco, IBM, HPE, large volume movers of VMware licenses, how has that affected the dynamic in the ecosystem? >> Yeah, Dave, we've talked in previous years. I was at EMC back at the beginning of the VMware relationship. EMC really didn't know what it was getting when it got VMware. It was less dollars were going to go into servers because we consolidate with virtualization, and less dollars to servers should mean more dollars to storage, good for EMC. Well, Dell, number one thing that Michael Dell wants to do is sell Dell servers. So, of course, if I'm someone else in that ecosystem, if I'm selling other servers, if I'm selling storage that doesn't run on Dell gear and not part of that Dell ecosystem, absolutely it could be a threat. Micheal has maintained the they're going to keep VMware, allow them to have their independence, and I haven't heard too many rumblings from the ecosystem that they've messed up the apple cart from VMware's standpoint. >> Okay, last year the talk was that Pat Gelsinger was on his way out. >> Stu Miniman: Yeah. >> You see Pat Gelsinger doesn't appear to be on his way out. There's earnings momentum, which we'll talk about, but thoughts on management? >> Yeah, so, right, Dave. Number one thing is we thought Pat would be out. Things are doing better from a stock market. You talked about the growth, 10% per anum right now is solid VMware. We've seen a number of moves and changes, people that, there have been a lot of people that have left. There's new people that have come in. There are areas that are doing quite well, and virtualization is still a mainstay of the data center. One of the things we'll talk about, I know, is that Amazon relationship, which we expect to hear a lot about at the show. Amazon's one of the Global Diamond partners, which, a year ago if you had said that Amazon was one of the top partners up there with the likes of Hewlett Packard Enterprise, OVH took over the vCloud Air business, which is, as you said, it failed from VMware's standpoint. They still have a number of partners. Companies like Rackspace, OVH that took over that vCloud Air business, and lots of service providers are doing quite well selling VMware lots of places. And virtualization still is the foundational layer for most infrastructure. >> So VMware pre-announced earnings to the upside and future growth ahead of expectations, so the stock got a nice pop out of that. What's driving that momentum? >> The two areas you talked about first. vSAN is doing quite well. It's driving a lot of adoption and trying to get VMware to be a little bit more sticky and really kind of slowly expand as opposed to big chunks. We talked about when Pat first went in as CEO, it was, VMware had to play a similar game to what Intel did, Dave, which is how do they expand what they're doing without really ostracizing their ecosystem. And, to their credit, they've done a pretty good job of that. They baked in some backup solutions, but lots of backup solutions, you and I were at the vMon conference earlier this year. VM's still doing a very solid business inside of VMware's ecosystem. Lots of other players that play well there. NSX is really starting to hit its stride, that networking piece, but where a few years ago we were talking about it was VMware versus Cisco, well, they seem to be kind of settling into their swim lanes. Cisco still has their core networking business. Cisco's trying to become more of a software company. Cisco actually recently bought Springpath, which was their hyper-converged product, but today that's far behind what vSAN's doing, revenue, users, and everything like that. AirWatch was another acquisition. Sanjay Poonen really helped drive that forward. So the mobility play, VMware's doing well. A lot of the emerging areas, we've been waiting to see where VMware goes with them. Things that I look at like containerization, server lists, open stack VMware had some plays there. They are really kind of nascent at this point and haven't really exploded. I always look at this show, are we seeing many developers there? Lots of the shows we go to have a big developer group. We'll have a little bit of developers, but it's really still a small piece of the overall picture. There's still lots of virtualization admins, people looking at where VMware fits into cloud, and that's kind of where it sits today. >> Let's talk about the competitive dynamic, which is totally different. I mean, back when we first started covering VMworld with theCUBE, 2010, it was really Citrix, Microsoft, Citrix with VDI. You mentioned AirWatch, which kind of flipped the dynamic a little bit. Quite a bit, actually. But Microsoft was the key virtualization competitor. Now it's like competitors, partners, you've got Google Cloud, now, of course, Diane Greene running Google Cloud, which is kind of ironic. We can talk about that. Microsoft with Azure, AWS, which is, we expect to hear a lot from VMware at VMworld 2017 about the AWS relationship. Certainly, IBM with its cloud. Nutanix, which launched at VMworld several years ago, is now more competitive. You mentioned Cisco. They're clearly more competitive with NSX. How do you describe the competitive landscape? What should we be watching at this year's show? >> Yeah, Dave, first of all, you talked about how VMware grew from kind of the $2.5 billion to more like an $8 billion, so of course they're bumping into, kind of going over some of their swim lanes a little bit, and the market has matured. Absolutely, hyper convergence for the last few years has been one of the hot spots, not only for VMware, first when they launched vSAN, it actually was the tide that rose for a lot of their competitors out there. Nutanix, SimpliVity, many of these companies said that they actually stopped a lot of their outbound marketing for about a year because all the people that called up looking at vSAN went to those solutions. Now vSAN's hitting its stride. It's doing really well. I highlighted how VxRail is doing great revenue on the Dell/EMC side, and there's still lots of partners that VMware has. So hyper converge, absolutely something that we'll see there. Cloud, big piece. I mentioned Rackspace, OVH, all the service providers. The vCloud Air network is still kind of there. So how VMware is getting into the service providers, how they're getting into the cloud, I know we'll talk a little bit more about the cloud piece. Last year it was the Cloud Foundation suite, which takes vSAN, and NSX, and vSphere, puts it all together with a management, and that's something that VMware wants to be able to put on prem in a service provider or in AWS. So really, wherever you go, VMware is going to be there and stretch that, but it's like a four-node star configuration. It doesn't natively go into Amazon. That's been a lot of the lift that's been happening over the last year to try to get that VMware on AWS working, and I hear it's not 100% baked yet by the time we get to the show, but working out a lot of those details. But cloud, hyper-converged, some of the new ones. VDI will still come up too, I'm sure. >> How about Docker? Where do they fit in the competitive landscape? >> Yeah, it's interest, remember, I remember the last year we had the show in San Francisco we had Ben Golub, a CEO at Docker, on the program there. Ben's no longer the CEO. They switched CEO's. We had theCUBE at DockerCon this year. Containers, absolutely very important. VMware has something called VMware Integrated Containers. I hear a little bit about it, but most people, if they're saying, "I'm doing virtualization," they're probably doing it on Linux. So Red Hat Summit this year, heard a lot about containers. We're going to have theCUBE at Kubecon, which is the Kubernetes show, later this year. So we know VMware plays a little bit with Docker. I'd love to see VMware saying how they fit into the Kubernetes piece a little bit more. We heard of the Cloud Foundry Summit earlier this year, how Pivotal kind of fits into that environment and they've got a way to be able to spread across multiple environments there. But VMware tends to play in a little bit more traditional applications. And, Dave, when you talk about a competitive standpoint, that's what I look at for VMware. The biggest threat to them is they don't own the application, so Microsoft, Oracle, IBM, and all those cloud-native apps that are getting put in the public cloud, like Google, and Amazon, and Microsoft, does that leave VMware behind? Does VMware, I heard it many times last year, become the new Legacy? >> Well, and, but they're clearly positioned as an infrastructure player, so let's talk about that. I mean, cloud has become the new, infrastructure and service, become the new big competitive threat to on-prem infrastructure. Wikibon has done some research on the true private cloud. Interestingly, I mean, true private cloud essentially is a moniker representation of public cloud-like attributes on prem, bringing cloud, cloud models, to the data, for example, and Wikibon has forecast that as the largest market. I think I've got some data here. It shows that true private cloud over time will be a $230 billion market, whereas infrastructures and service in the public cloud will be about 150 billion. So you expect that true private cloud is going to overtake that. It's growing faster. The CAG here is 33% versus public IAS at 15%, but the big thing is staff. >> Yeah. >> Staffing, getting taken out essentially, getting out of non-differentiated heavy lifting, but what is VMware's cloud strategy generally, but specifically with regard to bringing the cloud model to the data on prem? >> Yeah, so when we created the true private cloud definition, we said,"Vvirtualization alone is not cloud, "and therefore, what do we need? "We really need to have that automation, "that orchestration." And VMware had done a number of acquisitions, they're putting the suite of solutions together, and it's more than just saying, "Oh, I have six different software products; "here's a bundle." How do we fully integrate that? And that's what the Cloud Foundation suite's what VMware put together so that I can have it in a virtual private cloud in Amazon. And it's something basically VMware manages it, but it's Amazon's data center, and that's plugged into the public clouds. I can do the similar sort of thing in the service providers and that's why, with our forecast, Dave, we show in about five years, true private cloud should have more revenue than public cloud. Big reason is because there's a whole lot of Legacy out there and moving from all of my, most companies hundreds if not thousands of applications, getting all of them to the public cloud is tough. Having them in a virtualized environment and being able to slide them over to this kind of environment makes a lot of sense. I can do that. And the shift of my workloads and my applications going to microservices really starting to break apart some of the the pieces is something that a lot of times that's going to take five to 10 years. So, in the meantime, we're going to shift kind of Legacy to private cloud while we're picking off the things that we can with the public cloud. And VMware with their Cloud Foundation suite and their solutions that they're putting together, networking as, really, the inter fabric with NSX, vSAN making it easy to make those applications a little bit more portable between different types of infrastructure, but that's really, VMware is they put their cloud play, and they have a very large set of partners that they're working with in this space. >> So, Stu, how should we look at the VMware AWS deal? Is it AWS's attempt to get a piece of the true private cloud action on prem? Is it VMware's initiative to try to actually get a cloud strategy that has teeth, and works, and has longevity? How should we think about that? >> Yeah, it's, of course, a little bit of both. At its core, I think it's Amazon looks at 500,000 VMware customers that have data center deployments and they're going to stick a straw into that environment and say, "Come try out the first taste of our services," and once you get on the Amazon services which, by the way, they're launching, what, three new features every week, I think. I was at the Amazon Summit in New York City recently and it was like, "Oh, it's a regional summit," there were like three main announcements. No, I got the email. There were like 12 announcements and each one of them were kind of cool and things like that. So it absolutely is how do I get customers comfortable with moving to this new model. I think one of the things that Microsoft did really well is when they pushed everybody to Office 365, they said, "SaaS is the way you should always think "about buying your applications going forward, not, "I'm going to deploy a server for my Outlook, "I'm going to deploy infrastructure for my SharePoint." It's, "I'm going to buy Office 365 and that's just "the way it's done." So they made it the okay. Now VMware, it's really dangerous, in a way, saying, working with Amazon, now we're saying, "Hey, playing on Amazon's safe. "The water's nice." And once they get in that water and you have access to all of those cool things that Amazon keeps putting out, which, by the way, Dave, the week after they announced the partnership of VMware and AWS, what Amazon announced was, "There's a really easy "migration service that, if you have "a VMware Ware environment, "you just kind of click this button." And I'm pretty sure it's for free. "You can now be completely on AWS "and you don't have to pay for VMware licensing anymore. "Wouldn't that be nice?" >> So, okay, so the way you've phrased it or framed it, is it sounds like that VMware, with its half a million customers, has more to lose than AWS in this deal. Is that the right way to think about it or is this not a zero-sum game? >> I don't think it's a zero-sum game when, you brought up the true private cloud. The data center still, there's room for some growth with VMware, even if people are 90% virtualized now, there's some room for growth there. Public cloud, though, has a strong growth engine, so now VMware has a play there. Rather than saying, "It's the book seller, don't go there," they want to have a play. Michael Dell, Dave, I'm sure we're going to ask him, say, "Hey, what do you think the world's going to look like "in five years? "You've got your Azure Stack partnership "that you're lining up with your server division "and with EMC, you've got Amazon that VMware's playing with, "you've got your data center; "how does that go?" And, of course, Michael being the smart businessman that he is, is going to say, "Uh, yeah, you're going to buy Dell "no matter what solution you go with, "and I'm going to have a strong position "in all of them." but it definitely is, we're in a bit of a transitional phase as to how this is going to look. We've, for years, been arguing how big does public cloud get, what applications go where. I do think that this has the potential to accelerate a little bit from VMware's standpoint. VMware customers getting in this environment, trying out some of the new things. I know lots of people that were in the virtualization community that are now playing in the public cloud, getting certified, doing the same things that they did a decade ago to get on public cloud. So, as those armies of certified people kind of move over in the skillset, we have a generational shift going on and lots of people are going to be like, "Hey, I don't want to spend 12 to 18 months "building a temple for my data anymore. "I can just spin this up really fast and move." It's interesting, Dave, Cycle Computing, one of the earliest customers that we interviewed at Amazon, was just acquired by one of the other cloud guys, not Amazon. So companies that know, that was an HPC company that was, rather than spend 18 months and $10 million, we can do the same thing in, like, a few weeks and $10,000. >> They're super computing in the cloud. All right, let's wrap with what to expect at VMworld 2017. Obviously it's going to be a lot of people there. They're your peeps. A lot of partying going on. It's like, it used to be Labor Day kicked off the fall selling season, and for years it's been VMworld. What should we look for this year? >> Yeah, so, I'm excited, Dave. It's always, this community, they spend like the whole summer getting ready for it. I'm actually going to be sitting on a panel at Opening Acts, which is, the VMunderground group does on Sunday. So the event really, it doesn't start Monday, Dave, it actually, a lot of people are already flying in by the time this video goes up. They're doing things Saturday. On Sunday there's three panels. I'm sitting on one on buzz words in IT, so to things like cloud and server lists. Are those meaningful or are those a total waste of our time? So that kind of gets us started. You mentioned lot of good parties at the show always. There's the vExpert community. I was a vExpert for a number of years back when it was, you know, hundred, couple hundred people. I think there's now 1,500 vExperts worldwide. We've got a bunch of hosts coming in to help us, including John Troyer who created the vExpert program, Keith Townsend, Justin Warren, excited to have them. Lisa Martin's going to be co-hosting, along with you, me, John Furrier and Peter Burris. So we've got a big team. We've got two sets. We've got a great lineup at theCUBE. Two sets, three days in the VMvillage, which this year is on the first floor right outside of the Expo Hall. So it's one of those things I don't expect to sleep a lot. I expect to see a lot of people, bump into 'em on the show floor, stop by theCUBE, see the parties, and definitely see 'em in the after parties. >> Great. Well, as Stu says, we have two sets going on, so please stop by and see us. Stu, thanks very much for helping me with this VMworld preview. We'll see you in Vegas next week. Thanks for watching, everybody. See you in Las Vegas. This is theCUBE. (electronic music)

>> Announcer: Live from San Francisco, it's the CUBE. Covering Informatica World 2017. Brought to you by Informatica. >> Hey, welcome back everyone. We are here live in San Francisco for Informatica World 2017. Exclusive CUBE coverage of the event, Informatica World 2017. I'm John Furrier with my co-host, Peter Burris, General Manager, Head of Wikibon Research at Wikibon.com. Our next guest is Greg Hanson, Vice President of EMEA Cloud and DaaS, Data as a Service. Welcome back, good to see you again, CUBE alumni. >> Good to see you, yeah thank you very much. >> Year two, or year three of our coverage. >> Exactly. >> So last year, we had a great conversation. I think you laid out pretty much the playbook. Lots happened, in fact Brexit happened. But cloud in outside of North America is a tricky game because there's a lot of different countries. We got EU, and other parts of the world there. It's really a regional issue, and you see in a massive expansion. The cloud guys, we have Amazon, sponsorship here, Google, now expanded globally. What is the landscape like? Given Brexit, that was a political thing has ramifications but also the regional expansion of the cloud players has been pretty significant over the past year. With announcements coming, I can't even keep track of 'em all. How is that impacting your business? >> So it is quite fragmented across EMEA. Our region is EMEA and Latin America as well. It's a huge geographical region. Across a geographical region that's very different in different countries. So the EU as a whole, there is, cloud is very hot in the EU at the moment. There's a large adoption. I think we've past that point of no return, past the tipping point, as you should say. Every enterprise customer I talked to is now it's not when they're going to, or if they're going to adopt cloud it's when. Usually, they're already on a journey that we can help them with. But then in some of the far-flung regions where the maturity of cloud is less so, where the presence of Amazon or Microsoft, or even ourselves is limited. Like Russia for example or the Middle East. There's not that same kind of infrastructure. So the desire and the demand for cloud in those regions is less. But the large majority of our geographical region, cloud is a huge topic for every single customer. >> What's the state of the art right now in your territory with cloud? Obviously, from Informatica perspective, you have a view but also in cloud adoption, hybrid, clear, public cloud, there's use case for that, a lot of on-premise with hybrid. What' the key state of the art right now for Informatica and the cloud players? >> I think there's fabulous opportunity for Informatica. It really is a hot topic. There's two ways that we can deal with that. I mean, there's the enterprise space, which Informatica has been ruling for 20 years now but cloud gives us a huge opportunity to go into new market sectors as well that we've really not been in before. Mid market opportunities. You no doubt see a lot of the partners around the event here that we've got that allowed us to address customers that we simply weren't addressing before. We had an enterprise sales force. If you think about those mid market organizations, they're the organizations that are really going to drive the cloud adoption as well. In countries like Italy and Germany, where you very quickly get down to small and medium sized enterprise. Cloud is huge in those organizations, in those countries. There's a great opportunity for us to go after mid market sector as well as the enterprise. >> But increasingly in the digital business, we were talking about this earlier in one of your segments, in the digital business, you have greater distribution of data, greater distribution of function, and almost inevitably, the ecosystem is going to be comprised of big enterprises but also mid market companies. They're going to have to work together. >> Greg: That's true. >> So it's not looking at the enterprise and the mid market in isolation. Increasingly the enterprise is going to be acknowledged as a way of extending your influence into a lot of different customers or a lot of different domains both through partnerships, as well as your customers. How is Informatica going to facilitate that kind of a new approach to thinking about business as a network of resources. >> One of the great things about the cloud infrastructure itself, if we reel back and think about 10 years ago, when all our products were on-prem. It's very difficult for us to understand what our customers were doing with our products. We have to go an talk to them, and speak to them on the phone, visit them to understand what their use cases were. Now in cloud, that world has changed. Because if you think about one of the things at Informatica is well-known for is metadata. So operational metadata, technical metadata. We can actually see what our customers are doing with our products. We can understand the uses cases. That becomes a crowd sourcing in terms of how you can replicate, how you can industrialize, how you can you reuse a lot of that type of integration, which is enabling us to create new wizards, new accelerators, which are common across the marketplaces and use cases. So really a phenomenal change over the last two years, which has been brought on by that ramp of cloud adoption that we've seen globally to be perfectly frank. >> Okay, take a minute Greg, to talk about this DaaS. I think of Daas, I think of like cellular distributed antenna system but let me, it's an acronym, it's Data as a Service. >> Greg: Data as a Service, yeah. >> Peter: But what does it really mean? >> Take a minute to just break that down. What does that mean to the customer? What's the product? What's the offering? >> Greg: Okay. >> It's important, obviously data is the key, and people want it as a service. So take a minute to just explain what that means and the impact. >> Yeah, it's important to understand what Informatica means by Data as a Service, I think. Our Data as a Service product line, pretty much concentrated and focused on increasing the quality of data. So high performance, quality of data. If you think about digital transformation as the topic, which is being talked all around in rims and corridors around this event here this week. Fundamentally, data is really the key foundation of digital transformation. But I would say high quality data is key to the success of digital transformation. That's what our DaaS product can enable us to do. So if you think about-- >> Peter: How does the customer engage with DaaS? (faint statement) >> So the typical use case is that you could have address verifications and we have products that support multiple different countries and regions, more than 240 countries. So if you want to get high quality data to our customers, which everyone is ultimately wanting to do these days to effectively cross-sell and upsell. We can provide a global facility to do that. But you can fix, you can fix data in batch orientation but what's much more effective is actually plugging into the applications. So become seamless to an end user. So they're using Salesforce.com or they're using another application, and it's embedded into their application. So it runs in the background. When they enter a poor address for example, it will correct it, and it will validate email addresses and phone verifications. We've got a customer in Germany, just as an example, 1&1, which is an Internet service provider in Germany. They've got 7.7 million customers. One of their biggest problems is inaccuracy of data. That prevented them billing, prevented them onboarding the customer first and foremost. Then it prevented them billing, which is a pretty serious problem for an organization. >> Peter: Yeah, I'm moving to Germany. (laughs) >> So by implementing the DaaS products, what they enabled them to do is make sure that when they enter data into a system, that it was high quality, it was correct at the point of entry, which by the way is seven times cheaper to do it there rather than trying to fix it downstream. So it's an important product set for us to support high quality data for that digital transformation journey. >> So you're, sorry John, you're not buying and selling your customers' data. What you're using-- >> No. >> Is this is a service to enhance the quality. >> Greg: Exactly. >> Of your data. >> It will fix data and it will also enrich data that they've already got. >> That's an important distinction, John, because a lot of people talked about Data as a Service, they say, "Oh yeah, I'm going to monetize my data "by giving it to the marketplace." We all know that you give that data to a good data scientist they're going to reengineer your customers pretty quick. >> Exactly. >> That's what people are worried about, the privacy. So back down the drivers for your business. What are the drivers for your business in EMEA? >> Yeah, certainly cloud option which we already talked about is a huge growth market for us in EMEA. But there's other things that happening locally in EMEA marketplace, GDPR, General Data Protection Regulations that are coming up. That is a hot topic on the lips of all of our customers right now. Let me take a minute to describe what that means for people who maybe are not familiar with it. Because it's generally an EU thing but it affects every organization that wants to sell into the EU. It came on the back of the Google Right To Be Forgotten ruling where really what we've got to do, we've got to provide a framework, where a customer can say to an organization, I want you to forget me. Obviously, then need a central library. They'll be able to manage it from a single point. That is an extremely complex thing for an organization to do, particularly an enterprise organization. >> John: Forensics is what it is. >> Exactly. If you think about how to approach that, I think Informatica is in a unique position to help organizations deal with that type of issue. Because, I know one of the announcements today, I think Ronen, who was on before me was talking about CLAIRE, our Clairvoyancy, and our artificial intelligence but it's all about that unification of metadata. That's a great example of how a good use case of where that can be deployed. 'Cause if you think of the fragmentation of data that we've got across many clouds, on-premise, how do you understand even where all your customer data is? That's what the unified metadata can provide. It can go out, collect all the metadata from all these different vendors, index it, catalog it for you. We've been in business 20 years. We know what our customer data looks like. We know what product data looks like. We can categorize it and index it for you. Then you can search it. So you can identify where your risk is, where your customer data is at risk. You can do something about it. Now, with the most recent acquisition that we made last year in terms of Diaku, which is a missing piece for me in terms of how do we expose that to business users to actually engage in the governance process. The new Diaku acquisition of Acson, really fills that gap for us. I think we've got a really good stack to help customers. >> You got product chop, we talked about in the past. The brand is new brand is out there. You're seeing some branding, brand value. Good for the partners, good for business. So with that, I'll ask you my final question which is, what's different from last year? A lot of change in 12 months. Just in a short 12 months, certainly in the product side, we saw some awesomeness from the products. Always had good product folks at Informatica World, which is why I love doing this conference. But the brand challenges were there. What is Informatica? So what's different now from last year? The big highlights. >> For me personally, and I've been here at Informatica quite a long time. I think it's quite refreshing. We had quite a lot of change in terms of our C-level at Informatica. It's really breathe new life into the organization from my own personal perspective. There's a huge refocus and a drive on our, fantastic new product sets that we're releasing here today. Internally, in the organization, there is a big motivation. There is a new kind of culture, a new resurgence almost in terms of where we feel we're going to be in the next five years. 'Cause we're looking at the product portfolio. We're looking at the outlook in terms of our growth, and our strategy. It's a great place to be right now. Sales, it always helps when you get good sales and everything. I'm sure you've seen the figures et cetera that we've been doing. But I can't see that changing. (fast crosstalk) >> Amazon's stock price and sales, and net income over the past year. Really the inflection point was right at '08, end of '08, beginning of '09, but really the real kick up on the hockey stick, which they have, has been around 2010, halfway through 2010, and then just pretty much straight up, massive shift. This is a wave, cloud is here. >> Yeah, I think Sally Jenkins, our CMO, earlier on this morning. I think she put it exactly right. In Informatica, in my view, we've been a little bit too conservative in terms of shouting about how good we are. I think we're pretty much one of the hottest pre-IPO companies that are out there right now. So if you look at our product set, the leader in six market segments. That's a great place to be. So I'm excited about the future-- >> Going private, we've talked to Anil, and talked to all the top executives. It's just a great close the curtain, open the doors back up again when you're ready. Easier to retool. Certainly as a private company, no pressure on the 90-day shock Clark Cherry held, board member was talking about how that makes things go really smooth. >> That's right, yeah. I mean imagine trying to make that journey towards subscription when you're a quarterly based organization. It's helped for the product development, it's helped with the commercial modeling as well. It's an exciting place to be right now. >> So it's good for the management to be focused on not that window every 90 days. But it's really 60 days, when you got 30 days to prep for the earnings call. But focusing on real product innovation, Micheal Dell did at Dell Technologies, now EMC. Lot of great stuff. Greg, thanks for coming back on the CUBE and sharing your insights. >> Nice, great to be here. >> When we're in EMEA, we're going to come by and say hello. >> Absolutely. >> Certainly, we'll keep in touch as we expand the CUBE out to in Europe. >> Look forward to it. >> Thanks so much. It's the CUBE, live coverage. I'm John Furrier with the CUBE with Peter Burris, Wikibon. We have got more live coverage here in San Francisco at Informatica 2017, after this short break. Stay with us. (enlightening tune)