>> live from Anaheim, California. It's the queue covering nutanix dot next twenty nineteen Brought to you by nutanix. I'm >> just going to hear you. >> Welcome back, everyone to the cubes. Live coverage of dot Next here at the Anaheim Convention Center in California. I'm your host, Rebecca Night, along with my co host, John Furrier. We are welcoming to the Cube. George Canuck. He is the vice president. Worldwide sales and channels absent us. Thank you so much for coming on the Q. >> Thanks for having me excited to be here. >> So here we are on the convention floor. Sixty five hundred attendees. You actually have a booth here? Yes, you do, actually. Right over >> there. Take a look. Orange logo. >> Very handsome logo. So tell it for our viewers who are not familiar with your company. Tell your Austin, Texas based tell tell our viewers a little bit about what you do. What's what sentences about? >> Sure. So we help professionals do something really important, ultimately solving a big problem for them, which is keeping customers happy. So we're looking at we provide a suffer platform that looks at all of the underlying infrastructure that's actually supporting the application itself. So they're trying to deliver APS and services their customers a happy customers. Somebody clicks their phone or their laptop and just gets to that service. We make sure that that app is available and healthy, but looking at everything underneath it. Whether that's Ah hybrid cloud, it's a private hcea type cloud as well. Or it's micro services or its legacy infrastructure. It doesn't matter. We talk to it and we help make sure that everything's working properly. >> But it works the way it's supposed to >> exactly way had the chief product officer on scene eel from New Chantix talking about hyper convergence. The benefits of that Yeah, it's also thought the hyper converge clouds, I guess, with the lack of a better description that that rules going there, too, When you start to get into this resetting of the infrastructure elements on premises and also in hybrid multi cloud Yeah, a lot of problems arise. They did a huge issue. So can you give us some color commentary on your thoughts on where customers are here summer summer like, Well, we're not there yet. Summer stuck running out of gas or stuck in the mud, and some just saying, you know, we're all in on the cloud, So different profile makeups of sure Wow, adoption. >> Yeah, let me talk about a little bit. So I heard a stat recently that the current adoption of enterprises for clouds about ten percent. So ten per cent of workloads today in the cloud doesn't mean that there isn't a lot of growth and a lot of people aren't trying it, but only ten percent are there. And in a lot of cases, the more progressive organizations actually did move workload with cloud they got there. They found out that maybe things were more expensive than they thought or didn't quite perform well and they took a step back and retooled it. It really was for Nutanix, I think personally Ah, very good time for them to step in with this notion of a private cloud. It's sort of that step in between for some of them. However, when you look at it from our perspective, we you know, we've been around since two thousand five. We started his open source and moved into a commercialized product. We've worked with some of the biggest banks. Insurance companies tell echoes and even MSP is in the world. We've seen that the certain workloads have moved to the cloud pretty quickly or too hyper converged. But yet there's still a lot that hasn't and there's a lot of unknowns that air there. In some cases, it's a function of Is the team ready to make the move and other cases? Is the culture of the organization ready to make the move? For us? It doesn't matter because we can look at all of it. But we can make it easier for them because we actually help them. Look at the various workloads in the performance of those abs and how how they would perform. And they make a move to the >> T. Want to get your thoughts on the psychology of the the environment, the buyer or the abuser. Whenever is a changeover to new technology or new desktop or, you know, cloud, the expectation is better run better, so coming around faster and better, better user experience. Yes, so this kind of puts you guys on the pressure cooker because you guys have toe monitoring starts working worse than it was before. Yeah, so table stakes now is be better. Be faster whether it's a VD, I roll out or cloud implementation. How do you guys hate a lead? >> We know there's there's a piece that actually happens before that. So the first step that we see that happens for organizations making the move is actually rationalizing the views of the truth. That makes sense. And so, in a lot of organizations, there are different silos. I've been in meetings where the Dev Ops team, the same team running service now, for example, and the cops are meeting each other, shaking hands and saying, Hi, Jane. Hi, Bob. Great to meet you for the first time. And that is being Those meetings are being held by what I'LL say are more progressive leaders, the CEOs and GPS. But the first thing that happens is every group says we'LL have this basket of tools that I'm using to make sure that my customers are happy and they have to rationalize all that one of our customers. Huntington Bank had thirty seven tools in place to look at every single part of the business and get that one view and he could match. It's pretty difficult we helped to make that transition. If they're culturally going to make the switch than having a grip on what's working. Now we'LL help them replicate that when they make the move Teo Private cloud or Public cloud. That makes sense. >> Yeah, totally does. And they also mentioned the status quo. A lot of companies don't want to rock the boat. Yes, when they bring in new technologies. How do you see that playing out? Because one of nutanix is advantages that they get in. They change agents? Yes, and cause some benefits there for the customer, and then they grow from there. But yes, the people still gonna buy the old old stuff. >> Yeah, well, so you know what's interesting? So we have a change agent who's a friend of ours that nutanix a customer. So Wendy, fight for the CEO of NUTANIX is actually a customer of ours. They call themselves customer zero. If you've read her interviews, she they drink their own Champaign. And she recently we interviewed her and she talked about that change. And I believe it does need to come from the top town. So progressive leaders will introduce that change of the business and honestly make it comfortable for their team to take risks because it is a risk making a move any of these technologies. I think when you when we look at the I guess the simplest migration for a customer to HCR Private Cloud, it is going to be maintaining that visibility across the legacy into the new world that's going to be critical for them. That view, by the way, is one that that even the CEO wants and the CEO. >> I want to talk about the changing role of the CEO because because it is it is a very big theme and trend in this industry. And you keep talking about this idea of a progressive CEO, and this is someone who is willing to take risks. Willing Teo, tear down silos, make sure people are collaborating. Can you talk a little bit more about what you see as the people who are best at their jobs? Yes, best CEOs out there and what they're doing, what they're doing differently, >> right? Well, so I mentioned these groups meet for the first time the cops, the Dev, Ops and Sam, and probably other groups that come into those rooms as well. The profile today of a lot of the CEOs and the Final one is someone who came up through the operations organization more than likely, and they understand how that world works. They've had to. For some of them, it's been unease e transition to bring the Dev ops folks into the room. I think about this, right Cops roll is in the past. Bring me an apple. Make sure runs flawlessly on this amazing gear that I have. The Dev Ops role is I'm going to take a nap. I'm going to run it on this gear and I'm gonna optimize the app. So it's a different view to get to the same problem in the other end. And so I would tell you that it is about being progressive and that role has shifted. It's very possible the next batch of CEOs will come out of the developer organization one more quick common on that. So there's a pretty provocative Forrester wave that came out a few weeks ago that we're in who for the first time didn't look at the type of tech they actually looked at. The problem being solved and the problem, as they categorize it, is intelligent application and service monitoring. So it is about services and APS running well on DH. There are more than one technology to solve that problem. We're pleased Tio have been recognized for our thought leadership. That's >> how do you guys handle the potential blind spots in the observation space that you guys have to look under the covers and look at everything? How do you guys identify potential blind spots? What's what's you guys filtering out? Take us through an example? >> Sure, we'LL sue a couple things that'LL help you get to the blinds. So there are a lot of blind spots, especially have multiple tools. There's blind spots. The second part of that that's pretty relevant, is getting complete visibility to all the right folks in the organization. So one of the first things we do is look at that entire surface, if you will, the entire landscape lay it all out and started the top with the service and show all the dependencies of everything underneath it. We call that the model, so when the models in place, then we can show the impact of change on the model that could be a bad piece of gear. It could be a bad piece of code. It doesn't really matter to us. We're looking at it that way. That's that's probably the first step in it. The second piece that goes along with this is something we did intentionally, which is we brought a I into the mix. So we partner with Google. We actually pivoted much like Nutanix did a number of years ago last year really seen as cloud and brought in the A, A A and M L capabilities of Google, primarily because the amount of information coming out of all these complex infrastructures is more than a human could handle. So we're using that ay, ay to help look at each anomalies problem as it happens each potential blind spot and uncover that using the technology to determine. Is it a real problem for me, or is it just noise? >> It's interesting you bring up the I T Ops and Dev ops thing. You know one thing that Google proved out. I've been saying this on the Q as you know, for years and recently highlighted at the recent next conference, they nailed the whole s sorry thing it's light reliable with the engineer, and they didn't do it as a strategy to try to get market share. They didn't because they had their own problem. Yeah, that was massive scale, lot of automation, A lot of software. But they had a development environment of debs and ops. Was about one human. Too many machines? Yeah, relationship. That's essentially what you're getting at. Here it >> is. Actually, it's It's interesting. You know Mike Nickerson from Google, who published some of the interesting initial charts, kind of like a Maslow's hierarchy of Sorry, the foundational level actually is monitoring. It's sort of like a RH or water or safety on DH. Having that visibility is the first piece, The one thing all city though you touched on automation, the all that information, the world and all that, eh? Eyes kind of worthless if you can't actually automate the back end of it. So we spent a lot of time working with either cloud optimization, you know, a DBS Lambda or Google of Claude Function. Or we're looking at things like pup in Chef just to automate all of that other end of it. We have a term we use. We called software defined. It stops when you get to the point where the inputs more than a human can handle. They won't deal to react fast enough. A lot of our tools, the human's air used This sounds like I'm talking about the sky net, but a lot of the tools the humans use our eyes. Actually, in forensic analysis, when a problem happens, the remediation and the and the pro activities happening through the machine, you >> know where it's kinda went. Dog starts sniffing out Bala where I want to get the machines, actually, on the stack related question. You know, one of the things we heard from so Neil, the chief product officer, was the multi cloud battles will be fought on the top of the stack or up to stack. So the question is, what line or what? What? What's the line for under the hood now? So as you look at micro services and Deb, ops continues to go with Cooper Netease and service meshes. Yeah, you're gonna have a serious of service is being turned on terror. Tauron down all the times, right? So that challenges on the B on the monitor monitoring and observation. So where do you guys go? How high up do you go? Is there a line where the hood is? What's under the hood? What's about you? Do you think that's >> a fantastic question? I couldn't have asked for a better one. So the one side of it is house. Yeah, performing that sort of above the hood if you will write. And we are looking at that and we're looking at all the way to the level of down to the experience of that application and how it runs on the infrastructure. But we go all way down to the bare metal is well, because we think there's a value in doing it. There's a couple of concepts out there around server. Listen, by the way, Xena's cloud is a survivalist deployment. So, actually, you know, eat her own dog for you. Drink our own Champaign when it comes to this tack. But that notion of below the hood for us is all the way down to the bare metal, and that visibility, if you want to look at it in another way, is actually the great high quality data and raw material to drive the II and the output. It if you have to make sense of the other end of it. Yup. >> I want to ask you about the show. So at how many? How many of these have you been to? And what What's your experience? What are you? What do you What do you hoping to bring back with you to Austin today myself. >> But for Nutanix, we've been We've been a partner with Satanic since since we started working there as a customer, which would have been probably late. Twenty sixteen, twenty, sixteen. We started doing the shows last year. We did we actually attend as a partner. We attend some of their meetings and the partner part's important to come back to in a second, but a zeo as a technology partner initially. Now we're moving into a point we were trying to sell with the team and help them bring our visibility to their customers. The last thing we did was was next Europe, which is a fantastic show in London last fall. And we've also done a lot of the road shows in the cities. The thing we love about it is we both talked to the same customer. Both have the same people were talking to the one thing we're trying to do. And I know that Nutanix is as well as we want to bring more of the developers and Dev ops crew into it. We believe they need to be a part of the discussion. So something we're trying to help facilitate. But but this show has been fantastic for us. Yeah, >> and to your point about the developers, we're seeing that in the infrastructure worlds, not just operation work. There's Debs in there now. Yes. Automating away these mundane, repetitive tasks. Yeah, I think I think it's >> more friendly than it was for sure. >> All right, >> we'LL take your word for it. Thank you so much, George. For coming on. The Cuba was a pleasure having you on. >> Thank you. Pleasure meeting about. Thank you so much. Take care. >> I'm Rebecca Knight for John Furrier. We will have so much more from nutanix dot Next coming up in just a little bit