>>mhm. >>With me now are Manish Agarwal, senior director of product management for Hyper Flex at Cisco at Flash for all number four. Love that on Twitter And Deron Williams, the director of business development and sales for Cisco Mister Hyper flex at Mr Hyper Flex on Twitter. Thanks, guys. Hey, we're going to talk about some news and and hyper flex and what role it plays in accelerating the hybrid cloud journey. Gentlemen, welcome to the Cube. Good to see you. >>Thanks, David. >>Thanks. Hi, >>Daryn. Let's start with you. So for hybrid cloud you gotta have on Prem Connection. Right? So you've got to have basically a private cloud. What are your thoughts on that? >>Yeah, we agree. You can't, but you can't have a hybrid cloud without that private element. And you've got to have a strong foundation in terms of how you set up the whole benefit of the cloud model you're building in terms of what you want to try and get back from the cloud, you need a strong foundation. I'm conversions provides that we see more and more customers requiring a private cloud, and they're building with hyper convergence in particular hyper flex no to make all that work. They need a good, strong Cloud operations model to be able to connect both the private and the public. And that's where we look at insight. We've got solution around that. To be able to connect that around a Saas offering that looks around simplified operations, gives them optimisation and also automation to bring both private and public together in that hybrid world. >>Darren, let's stay with you for a minute when you talk to your customers. What are they thinking these days, when it comes to implementing hyper converged infrastructure in both the the enterprise and and at the edge? What are they trying to achieve? >>So there's many things they're trying to achieve? Probably the most brutal honesty is they're trying to save money. That's probably the quickest answer, but I think they're trying to look at in terms of simplicity. How can they remove layers of components they've had before in their infrastructure? We see obviously collapsing of storage into hyper conversions and storage networking, and we've got customers that have saved 80% worth of savings by doing that, a collapse into hyper conversion infrastructure away from their three tier infrastructure. Also about scalability. They don't know the end game, so they're looking about how they can size for what they know now and how they can grow that with hyper conversions. Very easy is one of the major factors and benefits of hyper conversions. They also obviously need performance and consistent performance. They don't want to compromise performance around their virtual machines when they want to run multiple workloads. They need that consistency all the way through. And then probably one of the biggest ones is that around. The simplicity model is the management layer ease of management to make it easier for their operations that we've got customers that have told us they've saved 50% of costs in their operations model, deploying out flex also around the time savings. They make massive time savings which they can reinvest in their infrastructure and their operations teams in being able to innovate and go forward. And then I think that we one of the biggest pieces we've seen as people move away from three tier architecture is the deployment elements, and the ease of deployment gets easy with hyper converged, especially with edge edges of major key use case for us and what I want. What our customers want to do is get the benefit of the data centre at the edge without a big investment. They don't compromise in performance, and they want that simplicity in both management employment. And we've seen analysts recommendations around what their readers are telling them in terms of how management deployments key for it, operations teams and how much they're actually saving by deploying edge and taking the burden away when they deployed hyper conversions. As I said, the savings elements to keep it and again, not always, but obviously those are his studies around about public Cloud being quite expensive at times over time for the wrong workloads. So by bringing them back, people can make savings. We again have customers that have made 50% savings over three years compared to their public cloud usage. So I'd say that's the key things that customers looking for >>Great. Thank you for that, Darrin minutes. We have some hard news. You've been working a lot on evolving the hyper flex line. What's the big news that you've just announced? >>Yeah, Thanks. Leave. So there are several things that we are announcing today. the first one is a new offer, um, called hyper Flex Express. This is, you know, Cisco Inter site lead and Cisco and decide managed it Hyper flex configurations that we feel are the fastest part to hybrid cloud. The second is we're expanding our server portfolio by adding support for HX on AM Iraq, U. C s and Iraq. And the third is a new capability that we're introducing that we're calling local contemporaries witness. And let me take a minute to explain what this is. This is a very nifty capability to optimise for forage environments. So, you know, this leverages the Ciscos ubiquitous presence. Uh, the networking, um, you know, products that we have in the environments worldwide. So the smallest hyper flex configuration that we have is, uh it do not configuration, which is primarily used in edge environment. Think of a, you know, a back home in a department store or a oil rig. Or it might even be a smaller data centre, uh, somewhere, uh, on the globe. For these two not configurations. There is always a need for a third entity that, you know, industry term for that is either a witness or an arbitrator. Uh, we had that for hyper flex as well. The problem that customers faces where you host this witness it cannot be on the cluster because it's the job of the witnesses to when the when the infrastructure is going down, it basically breaks, um, sort of upgrade rates. Which note gets to survive, so it needs to be outside of the cluster. But finding infrastructure, uh, to actually host this is a problem, especially in the edge environments where these are resource constrained environment. So what we've done is we've taken that witness. We've converted it into a container reform factor and then qualified a very large a slew of Cisco networking products that we have right from S. R. S R. Texas catalyst, industrial routers, even even a raspberry pi that can host host this witness, eliminating the need for you to find yet another piece of infrastructure or doing any, um, you know, care and feeding of that infrastructure. You can host it on something that already exists in the environment. So those are the three things that we're announcing today. >>So I want to ask you about hyper Flex Express. You know, obviously the whole demand and supply chain is out of whack. Everybody's global supply chain issues are in the news. Everybody's dealing with it. Can you expand on that? A little bit more Can can hyper flex express help customers respond to some of these issues. >>Yeah, indeed. The, uh, you know, the primary motivation for hyper Flex Express was indeed, uh, an idea that, you know, one of the folks around my team had, which was to build a set of hyper flex configurations that are, you know, would have a shorter lead time. But as we were brainstorming, we were actually able to tag on multiple other things and make sure that, you know, there is in it for something in it for customers, for sales as well as our partners. So, for example, you know, for customers, we've been able to dramatically simplify the configuration and the instal for hyper flex express. These are still hypertext configurations, and you would, at the end of it, get a hyper flex cluster. But the part to that cluster is much much simplifying. Second is that we've added in flexibility where you can now deploy these, uh, these are data centre configurations But you can deploy these with or without fabric interconnects, meaning you can deploy it with your existing top of rack. Um, we've also, you know, already attract attractive price point for these. And of course, you know these will have better lead times because we made sure that, you know, we are using components that are that we have clear line of sight from a supply perspective for partner and sales. This is represents a high velocity sales motion, a faster turnaround time, Uh, and a frictionless sales motion for our distributors. Uh, this is actually a settled, risky, friendly configurations, which they would find very easy to stalk and with a quick turnaround time, this would be very attractive for the deceased as well. >>It's interesting many. So I'm looking at some fresh survey data. More than 70% of the customers that were surveyed this GTR survey again mentioned at the top. More than 70% said they had difficulty procuring, uh, server hardware and networking was also a huge problem. So so that's encouraging. What about Manisha AMG that's new for hyper flex? What's that going to give customers that they couldn't get before? >>Yeah, so you know, in the short time that we've had UCS am direct support, we've had several record breaking benchmark results that we've published. So it's a it's a It's a powerful platform with a lot of performance in it and hyper flex. Uh, you know, the differentiator that we've had from Day one is that it is. It has the industry leading storage performance. So with this, we're going to get the fastest compute together with the fastest storage and this we are hoping that will basically unlock, you know, a unprecedented level of performance and efficiency, but also unlock several new workloads that were previously locked out from the hyper converged experience. >>Yeah, cool. Uh, so, Darren, can >>you can you give us >>an idea as to how hyper flexes is doing in the field? >>Sure, Absolutely So both me and my initial been involved right from the start and before it was called Hyper Flex, and we've had a great journey, and it's very excited to see where we're taking where we've been with the technology. So we have over 5000 customers worldwide, and we're currently growing faster year over year than the market. The majority of our customers are repeat buyers, which is always a good sign in terms of coming back when they approved the technology and are comfortable with technology. They repeat by for expanding capacity, putting more workloads on. They're using different use cases on there. And from an energy perspective, more numbers of science so really good. Endorsement the technology. We get used across all verticals or segments, um, to house mission critical applications as well as the traditional virtual server infrastructures. Uh, and we are the lifeblood of our customers around those mission critical customers think one example, and I apologise for the worldwide audience. But this resonates with the American audiences the Super Bowl. So the sofa like stadium that housed the Super Bowl actually has Cisco hyper Flex running all the management services through from the entire stadium for digital signage. Four K video distribution, and it's complete completely cashless. So if that were to break during Super Bowl, that would have been a big, uh, news article, but it was run perfectly. We in the design of the solution, we're able to collapse down nearly 200 servers into a few notes across a few racks and have 100 120 virtual machines running the whole stadium without missing a heartbeat. And that is mission critical for you to run Super Bowl and not be on the front of the press afterwards for the wrong reasons. That's a win for us. So we really are really happy with High Flex where it's going, what it's doing. And some of the use cases were getting involved in very, very excited. >>Come on, Darren. It's Super Bowl NFL. That's a That's international now. And, you know, the NFL >>NFL. It's >>invading London. Of course I see the picture of the real football over your shoulder, But last question for many is give us a little roadmap. What's the future hold for hyper flex? >>Yeah, so you know, as Darren said, both Darren and I have been involved the type of flicks since the beginning, Uh, but I think the best is yet to come. There are three main pillars for for hyper Flex. One is in. The site is central to our strategy. It provides a lot of customer benefit from a single pane of glass management. But we're going to take this beyond the Lifecycle management, which is for hyper flex, which is integrated in winter side today and element management. We're going to take it beyond that and start delivering customer value on the dimensions of a job. Because Interstate really provides us an ideal platform to gather starts from all the clusters across the globe. Do AML and do some predictive analysis with that and return it back as, uh, you know, customer valued, um, actionable insights. So that is one. The second is you'll see us expand the hyper flex portfolio. Go beyond you see us to third party server platforms, and newer, you see a server platforms as well. But the highlight there is one that I'm really really excited about and think that there is a lot of potential in terms of the number of customers we can help is a checks on X CDs. Experience is another thing that we're able to, uh you know, uh, announcing a bunch of capabilities on in this particular launch. But a check sonic series. We'll have that by the end of this calendar year, and that should unlock with the flexibility of X series of hosting a multitude of workloads and the simplicity of hyper flex. We're hoping that would bring a lot of benefits to new workloads, that we're locked out previously. And then the last thing is hyper flex leader platform. This is the heart of the offering today, Uh, and you'll see the hyper flex data platform itself. It's a distributed architecture, unique distributed architecture primarily where we get our, you know, record breaking performance from you'll see it get faster, more scalable, more resilient. And we'll optimise it for, you know, containerised workloads, meaning it will get granular containerised container granular management capabilities and optimised for public. So those are some things that were the team is busy working on, and we should see that come to fruition. I'm hoping that we'll be back at this forum and maybe before the end of the year and talking about some of these new capabilities. >>That's great. Thank you very much for that. Okay, guys, we got to leave it there and you know many She was talking about the HX on X Series. That's huge. Customers are gonna love that, and it's a great transition because in a moment I'll be back with Vikas Ratna and Jim Leach and we're gonna dig into X series. Some real serious engineering went into this platform, and we're gonna explore what it all means. You're watching simplifying hybrid cloud on the cube, your leader in enterprise tech coverage.

>>from around the globe. It's the Cube with digital coverage of AWS reinvent 2020 sponsored by Intel, AWS and our community partners. >>Hello and welcome back to the cubes Virtual coverage of AWS reinvent 2020. Um, John for your host with a cube virtual were not there in person, but we're gonna do it our job with the best remote we possibly can. Where? Wall to wall coverage on the AWS reinvent site as well as on demand on the Cube. Three new 3 65 platform. We got some great power panel analysts here to dig in and discuss Partner Day for a W S what it means for the customer. What it means for the enterprise, the buyer, the people trying to figure out who to buy from and possibly new partners. How can they re engineer and reinvent their company to partner better with Amazon, take advantage of the benefits, but ultimately get more sales? We got Tim Crawford, star Beat Joel and Day Volonte, Friends of the Cube. We all know him on Twitter, You guys, the posse, the Cube policy. Thanks for coming on. I'm sure it's good guys entertaining and we're >>hanging out drinking beer. Oh, my God. That'd be awesome. You guys. >>Great to have you on. I wanted to bring you on because it's unique. Cross section of perspectives. And this isn't This is from the end user perspective. And, Tim, you've been talking about the c x o s for years. You expert in this? Sorry. You're taking more from a cloud perspective. You've seen the under the hood. What's happening? Let's all put it together. If your partner Okay, first question to the group. I'm a partner. Do I win with Amazon, or do I lose with Amazon? First question. >>Yeah, I'll jump in. I'll say, you know, regardless you win, you win with Amazon. I think there's a lot of opportunity for partners with Amazon. Um, you have to pick your battles, though. You have to find the right places where you can carve out a space that isn't too congested but also isn't really kind of fettered with a number of incumbents. And so if you're looking at the enterprise space, I think that there is a ton of potential because, let's face it, >>Amazon >>doesn't have all of the services packaged in a way that the enterprise can consume. And I think that leaves a lot of fertile ground for s eyes and I SVS to jump in and be able to connect those dots so I'd say it's win, win >>start be if you're like a so cohesively onstage. Jackson's coming out talking about China, the chips and data. If you're like a vendor and I s V you're a startup or your company trying to reinvent How do you see Amazon as a partner? >>Yeah, I see Amazon as a big market for me. You know, it increased my sort of tam, if you will. Uh, the one big sort off trend is that the lines between technology providers and service providers are blurred. Actually, it's flipping. I believe it will flip at some time. We will put consume technology from service providers, and they are becoming technology providers. Actually, they're not just being pipe and power kind of cloud. They are purely software, very high sort of highly constructed machinery, if you will. Behind the scenes with software. >>That's >>what Amazon is, uh, big machine. If you are, and you can leverage that and then you can help your customers achieve their business called as a partner. I think's the women and the roll off. Actually, Assize is changing, I believe a size. Well, I thought they were getting slow, sidetracked by the service providers. But now they have to actually change their old the way they they used to get these, you know, shrink wrap software, and then install and configure and all that stuff. Now it's in a cloud >>on >>they have to focus a little more on services, and and some of the s eyes are building tools for multi cloud consumption and all that. So things are changing under under this whole big shift to go out. >>I mean, I think if you're in S I and you're lifting and shifting, you make a few bucks and helping people do that deal with the tech. But I think we're the rial. Money is the business transformation, and you find the technology is there, it's it's another tool in the bag. But if you can change your operating model, that's gonna drive telephone numbers to the bottom line. That's a boardroom discussion, and that's where the real dollars are for s eyes. That's like that's why guys like Accent you're leading leading into the cloud Big time >>e think I think you're absolutely right, David. I think that's that's one aspect that we have to kind of call out is you can be one of those partners that is focused on the transaction and you'll be successful doing that. But you're absolutely right. If you focus on the long game. I think that is just like I said, completely fertile ground. And there are a lot of opportunities because historically Amazon was ah was a Lego parts, uh, type of cloud provider, right? They provided you with the basic building blocks, which is great for Web scale and startups not so good for enterprise. And so now Amazon is starting to put together in package part, so it's more consumable by enterprises. But you still need that help. And as Sarpy just mentioned, you also have to consider that Amazon is not the only aspect that you're gonna be using. You're gonna be using other providers to. And so I think this again is where partners they pick a primary, and then they also bring in the others where appropriate. >>All right, I want to get into this whole riff. I have a cherry chin on day one. Hey, came on the special fireside chat with me and we talked about, um, cloud errors before cloud Amazon. And now I'll call postcode because we're seeing this kind of whole new, you know, in the cloud kind of generation. And so he said, OK, this pre cloud you had Amazon generation, whereas lift and shift. Ah, lot of hybrid And you have everything is in the cloud like a snowflake kind of thing. And he kind of call it the reptiles versus the amphibians you're on. See your inland, your hybrid, and then you're you're in the water. I mean, so So he kind of went on, Took that another level, meaning that. Okay, this is always gonna be hybrid. But there's a unique differentiation for being all in the cloud. You're seeing different patterns. Amazon certainly has an advantage. See, Dev Ops guru, that's just mining the data of their entire platform and saying Okay, Yeah, do this. There's advantages for being in the cloud that aren't available. Hybrid. So amphibian on land and sea hybrid. And then in the cloud. How do you guys see that if you're a partner. You wanna be on the new generation. What's the opportunity to capture value? He has hybrid certainly coexist. But in the new era, >>remember Scott McNealy used to talk about car makers and car dealers. And of course, Sun's gone. But he used to say, We want to be a carmaker. Car dealers. They got big houses and big boats, but we're gonna be a carmaker. Oh, I think it's some similarities here. I mean, there's a lot of money to be made as a as a car dealer. But you see, companies like Dell, H P E. You know, they want to be carmakers. Obviously Google Microsoft. But there are gonna be a lot of successful really big carmakers in this game. >>Yeah, I believe I believe I always call it Amazon Is the makers cloud right, So they are very developer friendly. They were very developer friendly for startups. Uh, a stem said earlier, but now they are very developer, friendly and operations friendly. Now, actually, in a way for enterprises, I believe, and that the that well, the jerry tend to sort of Are you all all in cloud are sitting just in the dry land. Right now, I think every sort off organization is in a different sort off mature, at different maturity level. But I think we're going all going towards a technology consumption as a service. Mostly, I think it will be off Prem. It can be on Prem in future because off age and all that. And on that note, I think EJ will be dominated by Tier one cloud providers like crazy people who think edge will be nominally but telcos and all that. I think they're just, uh, if >>I made Thio, if I may interject for a second for the folks watching, that might not be old enough to know who Scott McNealy is. He's the founder of Sun Microsystems, which was bought by Oracle years ago. Yeah, basically, because many computer, there's a lot of young kids out there that even though Scott McNealy's But remember, >>do your homework, Scott, you have to know who Scott Scott McNealy >>also said, because Bill Gates was dominant. Microsoft owns the tires and the gas to, and they want to own the road. So remember Microsoft was dominating at that time. So, Tim Gas data is that I mean, Amazon might have everything there. >>I was gonna go back to the to the comment. You know, McNeely came out with some really, really good analogies over his tenure. Um, it's son and you know, son had some great successes. But unfortunately, Cloud is not as simplistic as buying a car and having the dealership and the ecosystem of gas and tires. And the rest you have to think about the toll journey. And that journey is incredibly complicated, especially for the enterprise that's coming from legacy footprints, monolithic application stacks and trying to understand how to make that transition. It's almost it's almost, in a way mawr analogous to your used to riding a bike, and now you're gonna operate a semi. And so how do you start to put all of the pieces into place to be able to make that transition? And it's not trivial. You have to figure out how your culture changes, how your processes changes. There are a lot of connected parts. It's not a simple as the ecosystem of tires and gas. We have to think about how that data stream fits in with other data streams where analytics are gonna be done. What about tying back to that system of record that is going to stay on the legacy platform. Oh, and by the way, some of that has to still stay on Prem. It can't move to the cloud yet. So we have this really complicated, diverse environment that we have to manage, and it's only getting more complicated. And I think that's where the opportunity comes in for the size and s visas. Step into that. Understand that journey, understand the transitions. I don't believe that enterprises, at least in the near term, let alone short term, will be all in cloud. I think that that's more of a fantasy than reality. There is a hybrid state that that is going to be transitory for some period of time, and that's where the big opportunity is. >>I think you're right on time. I think just to double down on that point, just to bring that to another level is Dave. Remember back in the days when PCs where the boom many computers with most clients there was just getting started? There was a whole hype cycle on hard drives, right? Hard drives were the thing. Now, if you look out today, there's more. Observe, ability, startups and I could count, right? So to Tim's point, this monolithic breakdown and component izing decomposing, monolithic APs or environments with micro services is complex. So, to me, the thing that I see is that that I could relate to is when I was breaking in in the eighties, you had the mainframes. Is being the youngun I'm like, Okay, mainframes, old monolithic client server is a different paradigm thing. You had, uh, PCs and Internet working. I think all that change is happening so fast right now. It's not like over 10 years to Tim's points, like mainframes to iPhones. It's happening in like three years. Imagine crunching all that complexity and change down to a short window. I think Amazon has kind of brought that. I'm just riffing on that, But >>yeah, you're absolutely right, John. But I think there's another piece and we can use a very specific example to show this. But another piece that we have to look at is we're trying to simplify that environment, and so a good place to simplify that is when we look at server lis and specifically around databases, you know, historically, I had to pick the database architecture that the applications would ride on. Then I have to have the infrastructure underneath and manage that appropriately so that I have both the performance a swell, a security as well as architecture. Er and I have to scale that as needed. Today, you can get databases of service and not have to worry about the underpinnings. You just worry about the applications and how those data streams connect to other data streams. And so that's the direction that I think things were going is, and we see this across the enterprise we're looking for. Those packaged package might be a generalized term, but we're looking for um, or packaged scenario and opportunity for enterprises rather than just the most basic building blocks. We have to start putting together the preformed applications and then use those as larger chunks. And >>this is the opportunity for a size I was talking before about business transformation. If you take, take Tim's database example, you don't need somebody anymore. Toe, you know, set up your database to tune it. I mean, that's becoming autonomous. But if you think about the way data pipelines work in the way organizations are structured where everything because it goes into this monolithic data lake or and and And it's like generic content coming in generic data where the business owner has to get in line and beg a data scientist or quality engineered or thio ingest a new data source. And it's just like the old data warehouse days where I think there's tremendous opportunities for s eyes to go in a completely re architect. The data model. Sergeant, This is something you and I were talking about on Twitter. It's That's why I like what snowflakes doing. It's kind of a AWS is trying to do with lasted glue views, but there's a whole business transformation opportunity for s eyes, which I just think is huge. Number l >>e all talk. Go ahead. Sorry. Yeah, >>I think we >>all talk, but we know we all agree on one thing that the future is hybrid for at least for next. You know, 10 years, if not more. Uh, hybrid is hard. The data proximity is, uh, very important. That means Leighton see between different workloads, right? That's super important. And I talk about this all the time and almost in every conversation I have about about. It's just scenario, is that there three types of applications every every enterprise systems or fractured systems, systems of engagement and the systems of innovation and my theory of cloud consumption tells me that sooner or later, systems off record. We'll move into SAS SAS world. That's that's how I see it. There's no other way around, I believe, and the systems off engagement or systems off differentiation something and call it. They will leverage a lot off platforms, the service and in that context context, I have said it many times the to be a best of the breed platform. As a service, you have to be best off the breed, um, infrastructure as a service provider. And that's Amazon. And that is that's also a zero to a certain extent, and then and and Google is trying to do that, too. So the feature sort off gap between number one cloud and two and three is pretty huge. I believe I think Amazon is doing great data democratization through several less. I just love serving less for that Several things over. Unless there is >>a winning formula is no doubt about several times I totally agree. But I think one of the things that I miss it has done is they've taken server lists. They brought their putting all the I as and the chips, and they're moving all the value up to the service layer, which gives them the advantage over others. Because everyone else is trying to compete down here. They're gonna be purpose built. If you look what Apple is doing with the chips and what the Amazon is doing, they're gonna kind of have this chip to chip scenario and then the middle. Where in between is the container ization, the micro services and Lambda? So if you're a developer, you approach is it's programmable at that point that could that could be a lock spec. I think for Amazon, >>it absolutely could be John. But I think there's another aspect here that we have to touch on, especially as we think about partners and where the opportunities come in. And that is that We often talk about non cloud to cloud right, how to get from on Prem to cloud. But the piece that you also have thio bring into the conversation is Theo edge to cloud continuum and So I think if you start to look at some of the announcements this week from AWS, you start looking at some of the new instance types uh, that are very ai focused. You look at the two new form factors for outposts, which allows you to bring cloud to a smaller footprint within an on premise premises, situation, uh, different local zones. And then Thea other piece that I think is really interesting is is their announcements around PCs and eks anywhere being able to take cloud in kubernetes, you know, across the board. And so the challenge here is, as I mentioned earlier, complexity is paramount. It's concern for enterprises just moving to cloud. You start layering in the edge to cloud continuum, and it just it gets exponentially more complicated. And so Amazon is not going to be the one to help you go through that. Not because they can't, but frankly, just the scale of help that is going to be needed amongst enterprises is just not there. And so this is really where I think the opportunity lies for the s eyes and I SVS and partners. You >>heard how Jassy defined hybrid John in the article that you wrote when you did your one on one with him, Tim and the in the analyst call, you answered my question and then I want to bring in Antonio near his comment. But Jassy basically said, Look, we see the cloud bring We're gonna bring a W s to the edge and we see data centers. This is another edge node and San Antonio Neary after HP is pretty good quarter uh came out and said, Well, we heard the public cloud provider talking about hybrid welcome, you know? >>Yeah, they were going and then getting here jumped on that big time. But we'll be looking hybrid. Tim nailed The complexity is the is the evil is friction is a friction area. If the complexity could be mastered by the edge provider closest to the customer, that's gonna be valuable, um, for partners. And then we can do that. Amazon's gonna have to continue to remove the friction and putting that together, which is why I'm nervous about their channel partners. Because if I'm a partner, I asked myself, How do I make money with Amazon? Right? At the end of the day, it's money making right. So how can I be successful? Um, not gonna sell more in the marketplace. Will the customer consumer through there? Is it friction or is a complex So this notion of complexity and friction becomes a double edged sword Tim on both sides. So we have five minutes left. Let's talk about the bottom side Complexity, >>friction. So you're absolutely right, John. And you know, the other thing that that I would say is for the partner, you have to look beyond what Amazon is selling today. Look at where the customers are going. And you know, David, I think you and I were both in an analyst session with Andy Jassy several years ago where one of the analysts asked the question. So you know, what's your perspective on Hybrid Cloud? In his response, candidly was, while we have this particular service and really, what he was talking to is a service that helps you on board to Amazon's public cloud. There was there was not an acknowledgment of hybrid cloud at the time, But look at how things have changed just in a short few years, and I understand where Jassy is coming from, but this is just exemplifies the fact that if you're a partner, you have to look beyond what Amazon is saying and think toe how the customer is evolving, how the enterprise is evolving and get yourself ahead of them. That will position you best for both today. And as you're building for the future. >>That's a great point, Dave. Complexity on buying. I'm a customer. You can throw me a marketplace all you want, but if I'm not gonna be tied into my procurement, how I'm consuming technology. Tim's point. Amazon isn't the only game in town. I got other suppliers. >>Yeah, well, certainly for some technology suppliers, they're basically could bring their on prem estate if it's big enough into the cloud. Uh, you know what is big enough? That's the big question here. You know, our guys like your red hats big enough. Okay, we know that Nutanix pure. They're sort of the next layer down. Can they do? They have enough of a customer base that they could bring into the cloud, create that abstraction layer, and then you got the born in the cloud guy Snowflake, Colombia or two good examples. Eso They've got the technology partners and then they're the size and consultants. And again, I see that is the really big opportunity is 10 points out? Amazon is acknowledging that hybrid Israel in in a newly defined way, they're going out to the edge, find you wanna call data center the edge. How are they going to support those installations? How are they gonna make sure that they're running properly? That they're connected to the business process? Those air That's s I whitespace. Huge. >>Guys, we have to wrap it up right now. But I just end on, you know, we'll get everyone go A little lightning around quick soundbite on the phrase with him, which stands for what's in it from me. So if I'm a partner, I'm a customer. I look at Amazon, I think. What's in it for me? Yeah. What a za customer like what do I get out of this? >>Yeah, having done, like more than 100 data center audits, and I'm seeing what mess up messes out there and having done quite a few migrations to cloud migrations of the messy messages piece, right? And it doesn't matter if you're migrating 10% or 20 or 30 it doesn't matter that how much you're migrating? It's a messy piece, and you cannot do with our partners that work. Actually, you need that. Know how you need to infuse that that education into into your organization, how to consume cloud, how toe make sense of it, how you change your processes and how you train your people. So it touches all the products, people and processes. So on three years, you gotta have partners on your side to make it >>so Hey, I'll go quick. And, Tim, you give you the last word. Complexity is cash. Chaos is cash. Follow the complexity. You'll make cash. >>Yeah, you said it, David. I think anyway, that you can help an enterprise simplify. And if you're the enterprise, if you're the customer, look for those partners. They're gonna help you simplify the journey over time. That's where the opportunity really lies. >>Okay, guys, Expert power panel here on Cuba live program, part of AWS reinvent virtual coverage, bringing you all the analysis from the experts. Digital transformations here. What's in it for me is a partner and customer. Help me make some money, master complexity and serve my customer. Mister Cube. Thanks for watching >>que Yeah, from around the globe. It's the cute

>> Live from Nashville, Tennessee, it's theCUBE! Covering CommVault Go 2018. Brought to you by CommVault. >> I hear the train a'comin'. It's rollin' round the bend, and I ain't seen the sun shine since I don't know when. Oh, you're watching theCUBE, and we're in Nashville, Tennessee. Yes, Johnny Cash, he played his last days here. And I'm Stu Miniman with Keith Townsend. And helping us to round up the program, he's wearing a He Wore Black shirt >> Yes I am. >> Which is a Johnny Cash tribute band. And my only guest of the day wearing cowboy boots. Friend of mine, happy to help us round this up, David Chapa, who's the founder of the CTO Group, also known as Mister Recovery in the industry. David, thanks so much for joining us. >> Thank you. CTE Group. >> CTE Group, I'm sorry. >> I haven't made the O level yet. >> I'm sorry, I'm confusing things with the CTO Advisor here. >> I know, you got an O, you got an E, we have almost all the letters. >> We got all these TLEs, TLAs in the industry here, but thank you so much for joining us. >> Thank you for having me. >> All right, so my first time at the CommVault show. I've known CommVault for a lot of years. Keith's been here twice. What's your experience been at the show so far? >> This is my first time to the show. So far it's been very impressive. This show room floor is huge. I like how they set it up. They want it set up like it's a street, and they were successful. You can walk down, you can stroll down a street. You can go and see different vendors. I thought it was, as far as the design, I thought it was really really good. Information's great. >> Yeah. What I found, "engaging" is what I'd say, that's what you want with a show floor. The booths did pretty well, but there's little pavilions where they're having lots of sessions. Every time I went by, there were people there. There's labs, people going away, and there's media and podcasts, and food and beverage, and all that stuff there, but a nice dynamic and really kept it going and that's been this show itself. I found it to be engaging. There's a lot going on, a lot of announcements. What's your take on CommVault? >> Well, I think that their transformation, they've been talking about, you know, transform the company. I heard a lot about, you know, people tag us as a legacy company. We're too expensive, we're this, we're that. I heard Bob say a couple times, "What 20-year-old company is not going to be called legacy?" There's some truth to that. But they've done, I think, a pretty good job of kind of laying out what it is they plan on doing. They've tried to simplify things. I look at different companies and I often say this to clients. You know, there's four things you really want to worry about in life when you're running a business. You want to make money, that's one of them. You want to make sure you have good customer satisfaction. You make sure your people are happy, and you want to make sure you make it easy for people to do business with you. And I think CommVault's really taking a hard look at the, how do we make it easy for them to do business with us. And so they've reduced the, they put all our products on one slide, which I thought was pretty impressive. They've also simplified the pricing, which I thought was pretty impressive. So, I think, what they are doing is they are trying to make some good strides to make those things happen and they are focusing on the customers as a result. >> All right. So, Keith, I'm going to let you ask some questions. But we talked some in our opening analysis, but after talking to customers, talking to their execs, what are you walking away with from this show? >> You know what? Some companies are transformed because it's just the natural flow of business. They are forced into competition. They have to react. CommVault's transformation is not a fluke. From the top down, this is not silos. This is not individual product silos competing in their individual silo. We talked to Al Bunte, the COO, and he talked about doing the right thing by the customer because it's the right thing to do. And if you don't focus on money, money will come. I think we all like to have those idealistic views, but, I think, it's something that on the surface, at least from this show, is working for CommVault. They are transformed. I ran a backup project. One of my first major projects of my IT career almost 20 years ago. And one of the big dogs was CommVault. Needless to say with any technology, much, much different company dealing with today than I dealt with 20 years ago. And I think I'd go as far as to say CommVault was a much different company than three years ago versus the first CommVault Go. >> Coming into this show certain things I was looking for. How do they play in the cloud? Okay. Are they actually doing things with AI? Or as I saw this joke on the internet that was a zoo took a donkey and painted stripes on it and said, "Typical AI start-up VC funded." You know, not actually a zebra and the like. And I tell you, the questions that I had, I think CommVault had a good solid answer. At the open this morning we said there wasn't anything that jumped out that was like, "Wow. I've never heard of that or thought of it." But, you know, good customer base. You know, strong brand in the industry. And making a lot of the right moves to get there. The announcements this week, anything jump out at you? Anything surprise you? >> Nothing surprised me. But, you know, things that jump out cause my focus with the CT Group is on really disaster recovery, business continuity, helping customers really understand the value of the data, and how to recover that data. I shouldn't say the data because it's about recovering the mission of the business, whatever that may be. And one of the things that I liked that I heard this yesterday and today, was about their recovery readiness report. I thought that was pretty interesting. Their interface is very clean and a customer can drill into the RP that they want. And I got a demo earlier from one of the developers and that was one thing that stood out. Because for me, it's all about the recovery. Backup is great. I've been doing backup for a long time. But if you can't recover that stuff, man, they, you know, once someone said that a backup admin is a great job because no one knows your name. >> (laughs) >> Until you can't restore the data, and then they know your first name, last name, and middle initial. And my middle initial is A, so you can imagine the kind of names I was called when that stuff wasn't happening. When you can have a plan, and that's the idea, disaster recovery plan, and then you can respond and not react, that's where you want to be. And I think that's what CommVault needs to deliver to their customers to be successful in this transformation is, how can they achieve that plan, and how can they be responsive and not reactive, cause reactive is when you make mistakes. >> So I think one of the things that I had tweeted earlier was that CommVault isn't asleep at the wheel. And we asked Al a challenging question, which was, "How do you provide these new features that's expected in the modern backup data protection platform, but yet please your legacy customer? I mean, some customers don't want the change. If they didn't have to upgrade their backup software for three years, they'd prefer not to. So one of the things I thought is interesting is that their walking a tightrope. And, Dave, I'd like to hear from you on your thoughts around their ability to please their traditional legacy customer while attracting net new customers. >> There's that word again, legacy. Now it's with the customers. I think as you look at the market, and you guys know this, I had a conversation with a health care customer months and months and months ago. Actually, I think it was about two years ago. And the CTO was really a legacy minded person. Why should we go to the cloud when everything is working? Why should we do this when everything is working? Well, the conversation I had with him was, "Your business is going to be accelerating. Your competition will be accelerating. And you need to keep up with the competition by adopting some of these things that will help you move faster, smarter, and make better decisions for your business." So those legacy customers at some point will have to make a decision that we need to be competitive in the market place and we're going to need new tools. Now for those customer that are using CommVault today, well, CommVault is sitting there with their new platform, the transformative ideas that they have to help them get there. So, you know, to try to answer your question, it's really hard. There will be legacy customers, of course, but those legacy customers need to survive. And you've got to survive by responding to the market demands. >> It was interesting for me to look at this ecosystem here. Talk about the partnerships. Talk about how their playing in multi-cloud. There are, potentially, a lot of threats to a CommVault out there. Not just, you know, the start-ups that are coming directly after this space that are well funded, but, you know, the same people that are trying to partner with in the public cloud, well stop partnering with the public cloud. They are driving a lot of innovation in the industry in doing this. What does CommVault need to do to stay successful, you know, grow their customer base, and, you know, accelerate through this transformation? >> Well I saw the interview that you did with Al. And the one thing he said was, "Listen to the customers." And that is one thing I would tell them too is, you have to listen to your customers. And you have to comprehend what they are saying. Not just understand what they are saying. Those are two different things. When you can comprehend what someone is saying that means you can repeat that with the same passion in your own words. So listen to your customers, really comprehend what their challenges are and how you can help them, either with the existing product or the features that you need to develop to help them get over that hump or that challenge they have. So that to me is the biggest thing, listen to the customers. That's going to drive the market. >> Yeah, David. I'm really taken a back by the amount of change, the amount of conversation around multi-cloud. We had a great conversation with the tech field data guys a little bit earlier about data management. One of the things that I'd like to hear from you from your industry perspective from CTE and helping customers with data recovery, and not just data recovery as you mentioned, business recovery. Are customers hearing the message from the CommVaults of the world that your cloud strategy, your multi-cloud strategies, starts with data, data management, data protection. Is that actually resonating with customers? Or is that a niche, I think, awareness? >> It depends on who you're talking to. So for me, I think any organization that wants to win the hearts and minds of the mid-market and the lower end of enterprise, you have to really start thinking more business centric. That's the focus of what we do. We look at business centric IT. And what does that mean? Well that means that you throw away the lexicon that we're so used to using in IT, and you really start to try to use the terms that the business will understand and comprehend. And the way you do that is by asking a lot of questions of the business. What's important? Why is it important? What's the mission? In IT, we should not be the ones that own the data, that own the application. We are the stewards or the custodian of that. And as the steward or custodian, we do know we have to protect it, but we don't know necessarily know why. But we need to understand that. And then, when we have that conversation with the with the business, then we can start talking to them about recovering the mission of that particular business unit. It might be two servers. It might be 40 servers. So is that message resonating with companies? I think, I think CommVault needs to do a better job at communicating at that business value level. And I think that this conference, this launching pad, if you will, is the starting point for them to do that. More companies want to understand how they can solve real business problems and challenges and not hear how fast your feature is or how cool this new widget is that you have in your product. They have real business challenges. They want to solve those challenges. >> All right. Well, David, that critical analysis is one of the reasons that I asked you on the program. Keith, it's been a pleasure doing the show with you today, as always. But before I let you off the hook, David, this is our first time doing the show in Nashville. I've barely gotten to see much of the city. Keith and his wife are checking out a little bit of it. I did get some Nashville hot chicken. But for those in our audience that maybe haven't been to Nashville, what are they missing here culturally, musically, and the like? >> Wow. What are you missing? Well there's a lot of great music. You can't find a bad musician in Nashville. If you do, they're not in town very long. >> (laughing) Run them out of town. >> Yeah. But Nashville is a very, very cool town. Downtown Nashville you walk around there at 10:00 in the morning you're hearing music. Live music anywhere you walk in. The country side is beautiful. So from a Johnny Cash perspective, you can go to Hendersonville and you can drive by where Johnny Cash's house was at right on the Old Hickory Lake there. It's burned down, but it's still, the foundation is still there. A lot of rich history in Nashville. You've got to come check it out. This is one of my favorite cities, man. And there's a reason why I changed my flight to get down to this show. I was already here in Nashville last week playing a music gig. I thought I could play the CommVault gig for a little while. I could do that. >> Excellent. So when you closed the show, what was the closer for the Johnny Cash tribute band? >> For me it's The Man In Black. >> All right. Well I appreciate you joining, David. For Keith Townsend, I'm Stu Miniman. For the whole crew here, thanks so much for joining us. Be sure to check out theCUBE.net for all of the coverage from this show. All the shows we'll be at the future. Feel free to hit us up through social media if you have any other questions. And once again, thanks so much for watching theCUBE. (techno music)

[Music] [Applause] [Music] welcome to the special cube conversations here in Palo Alto cube studios I'm John Ferrier the founder of Silicon angle in the cube we're here with divest cargoes the founder and CEO of arcus Inc our curse com ar-are see us calm and Steve Herod General Partner at at General Catalyst VCU's funded him congratulations on your launch these guys launched on Monday a hot new product software OS for networking powering white boxes in a whole new generation of potentially cloud computing welcome to this cube conversation congratulations on your >> launch thank you John >> so today I should talk about this this >> startup when do you guys were founded let's get to the specifics date you were founded some of the people on the team and the funding and we were formally incorporated in February of 2016 we really got going in earnest in August of 2016 and have you know chosen to stay in stealth the the founding team consists of myself a gentleman by the name of Kop tell he's our CTO we also have a gentleman by the name of Derek Young he's our chief architect and our backgrounds are a combination of the semiconductor industry I spent a lot of time in the semiconductor industry most recently I was president of easy chip and we sold that company to Mellanox and Kher and Derek our networking protocol experts spent 20 plus years at places like Cisco and arguably some of the best protocol guys in the world so the three of us got together and basically saw an opportunity to to bring some of the insights and and architectural innovation you know we had in mind to the Mobius a pedigree in there some some top talent absolutely some of the things that they've done in the past from some notable yeah I mean you know some if you if you'd like some just high-level numbers we have 600 plus years of experience of deep networking expertise within the company our collective team has shipped over 400 products to production we have over 200 IETF RFC papers that have been filed by the team as well as 150 plus patents so we really can do something on the pedigree for sure yeah we absolutely focused on getting the best talent in the world because we felt that it would be a significant differentiation to be able to start from a clean sheet of paper and so really having people who have that expertise allowed us to kind of take a step back and you know reimagine what could be possible with an operating system and gave us the benefit of being able to you know choose >> best-in-class approaches so what's the >> cap the point that this all came >> together what was the guiding vision was it network os's are going to be cloud-based was it going to be more I owe t what was the some of the founding principles that really got this going because clearly we see a trend where you know Intel's been dominating we see what NVIDIA is doing competitively certainly on the GPU side you're seeing the white box has become a trend Google makes their own stuff apples big making their own silicon seeking the that's kind of a whole big scale world out there that has got a lot of hardware experience what was the catalyst for you guys when you found this kinda was the guiding principle yeah I would say there were three John and you hit you hit on a couple of them in your reference to Intel and NVIDIA with some of the innovation but if I start at the top level the market the networking market is a large market and it's also very strategic and foundational in a hyper-connected world that market is also dominated by a few people and there's essentially three vertically integrated OEM so that dominate that market and when you have that type of dominance it leads to ultimately high prices and muted innovations so we felt number one the market was going through tremendous change but at the same time it had been tightly controlled by a few people the other part of it was that there was a tremendous amount of innovation that was happening at the silicon component level coming from the semiconductor industry I was early at Broadcom very you know involved in some of the networking things that happened in the early stages of the company we saw tremendous amounts of innovation feature velocity that was happening at the silicon component level that in turn led to a lot of system hardware people coming into the market and producing systems based on this wide variety of choices for you know for the silicon but the missing link was really an operating system that would unleash all that innovation so Silicon Valley is back Steve you you know you're a VC now but you were the CTO at VMware one of the companies that actually changed how data centers operate certainly as it certainly as a pretext and cloud computing was seeing with micro services and the growth of cloud silicon's hot IT operations is certainly being decimated as we old knew it in the past everything's being automated away you need more function now there's a demand this is this penny how you see I mean you always see things are a little early as of technologist now VC what got you excited about these guys what's the what's the bottom line yeah maybe two points on that which so one silicon is is definitely become interesting again if you will in the in the Silicon Valley area and I think that's partly because cloud scale and web scale allows these environments where you can afford to put in new hardware and really take advantage of it I was a semiconductor I first austerity too so it's exciting for me to see that but um you know is the fish that it's kind of a straightforward story you know especially in a world of whether it's cloud or IOT or everything networking is you know like literally the core to all of us working going forward and the opportunity to rethink it in a new design and in software first mentality felt kind of perfect right now I think I I think device even sell the team a little short even is with all the numbers that are there kr for instance this co-founder was sort of everyone you talk to will call him mister BGP which is one of the main routing protocols in the internet so just a ridiculously deep team trying to take this on and there been a few companies trying to do something kind of like this and I think what do they say that the second Mouse gets the cheese and I think I think we've seen some things that didn't work the first time around and we can really I think improve on them and have a >> chance to make a major impact on the networking market you know just to kind of go on a tangent here for a second >> because you know as you're talking kind of my brain is kind of firing away because you know one of things I've been talking about on the cube a lot is ageism and if you look at the movement of the cloud that's brought us systems mindset back you look at all the best successes out there right now it's almost a old guys and gals but it's really systems people people who understand networking and systems because the cloud is an operating system you have an operating system for networking so you're seeing that trend certainly happened that's awesome the question I have for you device is what is the difference what's the impact of this new network OS because I'm almost envisioning if I think through my mind's eye you got servers and server list certainly big train seeing and cloud it's one resource pools one operating system and that needs to have cohesiveness and connectedness through services so is this how you guys are thinking about how are you guys think about the network os what's different about what you guys are doing with ARC OS versus what's out there today now that's a great question John so in terms of in terms of what we've done the the third piece you know of the puzzle so to speak when we were talking about our team I talked a little bit about the market opportunity I talked a little bit about the innovation that was happening at the semiconductor and systems level and said the missing link was on the OS and so as I said at the onset we had the benefit of hiring some of the best people in the world and what that gave us the opportunity was to look at the twenty plus years of development that had happened on the operating system side for networking and basically identify those things that really made sense so we had the benefit of being able to adopt what worked and then augment that with those things that were needed for a modern day networking infrastructure environment and so we set about producing a product we call it our Co s and the the characteristics of it that are unique are that its first of all its best-in-class protocols we have minimal dependency on open source protocols and the reason for that is that no serious network operator is going to put an open source networking protocol in the core of their network they're just not going to risk their business and the efficacy and performance of their network for something like that so we start with best-in-class protocols and then we captured them in a very open modular Services microservices based architecture and that allows us the flexibility and the extensibility to be able to compose it in a manner that's consistent with what the end-use case is going to be so it's designed from the onset to be very scalable and very versatile in terms of where it can be deployed we can deploy it you know in a physical environment we can deploy it visa via a container or we could deploy it in the cloud so we're agnostic to all of those use case scenarios and then in addition to that we knew that we had to make it usable it makes no sense to have the best-in-class protocols if our end customers can't use them so what we've done is we've adopted open config yang based models and we have programmable api's so in any environment people can leverage their existing tools their existing applications and they can relatively easily and efficiently integrate our Co s into their networking environment and then similarly we did the same thing on the hardware side we have something that we call D pal it's a data plane adaptation layer it's an intelligent how and what that allows us to do is be Hardware agnostic so we're indifferent to what the underlying hardware is and what we want to do is be able to take advantage of the advancements in the silicon component level as well as at the system level and be able to deploy our go S anywhere it's let's take a step back so you guys so the protocols that's awesome what's the value proposition for our Co S and who's the target audience you mentioned data centers in the past is a data center operators is it developers is it service providers who was your target customer yeah so so the the piece of the puzzle that wraps everything together is we wanted to do it at massive scale and so we have the ability to support internet scale with deep routing capabilities within our Co s and as a byproduct of that and all the other things that we've done architectural II were the world's first operating system that's been ported to the high-end Broadcom strata DNX family that product is called jericho plus in the marketplace and as a byproduct of that we can ingest a full internet routing table and as a byproduct of that we can be used in the highest end applications for network operators so performance is a key value public performance as measured by internet scale as measured by convergence times as measured by the amount of control visibility and access that we provide and by virtue of being able to solve that high-end problem it's very easy for us to come down so in terms of your specific question about what are the use cases we have active discussions in data center centric applications for the leaf and spine we have active discussions for edge applications we have active discussions going on for cloud centric applications arcus can be used anywhere who's the buyer those network operator so since we can go look a variety of personas network operator large telco that's right inner person running a killer app that's you know high mission-critical high scale is that Mike right yeah you're getting you're absolutely getting it right basically anybody that has a network and has a networking infrastructure that is consuming networking equipment is a potential customer for ours now the product has the extensibility to be used anywhere in the data center at the edge or in the cloud we're very focused on some of the use cases that are in the CDN peering and IP you know route reflector IP peering use cases great Steve I want to get your thoughts because I say I know how you invest you guys a great great firm over there you're pretty finicky on investments certainly team check pedigrees they're on the team so that's a good inside market tamp big markets what's the market here for you but how do you see this market what's the bet for you guys on the market side yeah it's pretty pretty straightforward as you look at the size of the networking market with you know three major players around here and you know a longer tail owning a small piece of Haitian giant market is a great way to get started and if you believe in the and the secular trends that are going on with innovation and hardware and the ability to take advantage of them I think we have identified a few really interesting starting use cases and web-scale companies that have a lot of cost and needs in the networking side but what I would love about the software architecture it reminds me a lot of things do have kind of just even the early virtualization pieces if you if you can take advantage of movement in advantages and hardware as they improve and really bring them into a company more quickly than before then those companies are gonna be able to have you know better economics on their networking early on so get a great layer in solve a particular use case but then the trends of being able to take advantage of new hardware and to be able to provide the data and the API is to programmatic and to manage it who one would that it's creative limp limitless opportunity because with custom silicon that has you know purpose-built protocols it's easy to put a box together and in a large data center or even boxes yeah you can imagine the vendors of the advances and the chips really love that there's a good company that can take advantage of them more quickly than others can so cloud cloud service refined certainly as a target audience here large the large clouds would love it there's an app coming in Broadcom as a customer they a partner of you guys in two parts first comes a partner so we we've ported arc OS onto multiple members of the Broadcom switching family so we have five or six of their components their networking system on chip components that we've ported to including the two highest end which is the jericho plus and you got a letter in the Broadcom buying CA and that's gonna open up IT operations to you guys and volge instead of applications and me to talk about what you just said extensibility of taking what you just said about boxes and tying applique and application performance you know what's going to see that vertically integrated and i think i think eloping yeah from from a semiconductor perspective since i spent a lot of time in the industry you know one of the challenges i had founded a high court count multi processor company and one of the challenges we always had was the software and at easy chip we had the world's highest and network processor challenge with software and i think if you take all the innovation in the silicon industry and couple it with the right software the combination of those two things opens up a vast number of opportunities and we feel that with our Co s we provide you know that software piece that's going to help people take advantage of all the great innovation that's happening you mentioned earlier open source people don't want to bring open source at the core the network yet the open source communities are growing really at an exponential rate you starting to see open source be the lingua franca for all developers especially the modern software developers wine not open sourcing the core the amino acids gotta be bulletproof you need security obviously answers there but that seems difficult to the trend on open source what's the what's the answer there on why not open source in the core yeah so we we take advantage of open source where it makes sense so we take advantage of open and onl open network Linux and we have developed our protocols that run on that environment the reason we feel that the protocols being developed in-house as opposed to leveraging things from the open source community are the internet scale multi-threading of bgp integrating things like open config yang based models into that environment right well it's not only proven but our the the the capabilities that we're able to innovate on and bring unique differentiation weren't really going back to a clean sheet of paper and so we designed it ground-up to really be optimized for the needs of today Steve your old boss Palmer rich used to talk about the harden top mmm-hmm similar here right you know one really no one's really gonna care if it works great it's under the under the harden top where you use open source as a connection point for services and opportunities to grow that similar concept yes I mean at the end of the day open source is great for certain things and for community and extensibility and for visibility and then on the flip side they look to a company that's accountable and for making sure it performs and as high quality and so I think I think that modern way for especially for the mission critical infrastructure is to have a mix of both and to give back to community where it makes sense to be responsible for hardening things are building them when they don't expense so how'd you how'd you how'd you land these guys you get him early and don't sit don't talk to any other VCS how did it all come together between you guys we've actually been friends for a while which has been great in it at one point we actually decided to ask hey what do you actually do I found that I was a venture investor and he is a network engineer but now I actually have actually really liked the networking space as a whole as much as people talk about the cloud or open source or storage being tough networking is literally everywhere and will be everywhere and whatever our world looks like so I always been looking for the most interesting companies in that space and we always joke like the investment world kind of San Francisco's applications mid here's sort of operating systems and the lower you get the more technical it gets and so well there's a vaccine I mean we're a media company I think we're doing things different we're team before we came on camera but I think media is undervalued I wrote just wrote a tweet on that got some traction on that but it's shifting back to silicon you're seeing systems if you look at some of the hottest areas IT operations is being automated away AI ops you know Auto machine learning starting to see some of these high-end like home systems like that's exactly where I was gonna go it's like the vid I I especially just love very deep intellectual property that is hard to replicate and that you can you know ultimately you can charge a premium for something that is that hard to do and so that's that's really something I get drugs in the deal with in you guys you have any other syndicates in the video about soda sure you know so our initial seed investor was clear ventures gentleman by the name of Chris rust is on our board and then Steve came in and led our most recent round of funding and he also was on the board what we've done beyond that institutional money is we have a group of very strategic individual investors two people I would maybe highlight amongst the vast number of advisers we have our gentleman by the name of Pankaj Patel punka JH was the chief development officer at Cisco he was basically number two at Cisco for a number of years deep operating experience across all facets of what we would need and then there's another gentleman by the name of Amarjeet Gill I've been friends with armored teeth for 30 years he's probably one of the single most successful entrepreneurs in the he's incubated companies that have been purchased by Broadcom by Apple by Google by Facebook by Intel by EMC so we were fortunate enough to get him involved and keep him busy great pedigree great investors with that kind of electoral property and those smart mines they're a lot of pressure on you as the CEO not to screw it up right I mean come on now get all those smart man come on okay you got it look at really good you know I I welcome it actually I enjoy it you know we look when you have a great team and you have as many capable people surrounding you it really comes together and so I don't think it's about me I actually think number one it's about I was just kidding by the way I think it's about the team and I'm merely a spokesperson to represent all the great work that our team has done so I'm really proud of the guys we have and frankly it makes my job easier you've got a lot of people to tap for for advice certainly the shared experiences electively in the different areas make a lot of sense in the investors certainly yeah up to you absolutely absolutely and it's not it's not just at the at the board it's just not at the investor level it's at the adviser level and also at you know at our individual team members when we have a team that executes as well as we have you know everything falls into place well we think the software worlds change we think the economics are changing certainly when you look at cloud whether it's cloud computing or token economics with blockchain and new emerging tech around AI we think the world is certainly going to change so you guys got a great team to kind of figure it out I mean you got a-you know execute in real time you got a real technology play with IP question is what's the next step what is your priorities now that you're out there congratulations on your launch thank you in stealth mode you got some customers you've got Broadcom relationships and looking out in the landscape what's your what's your plan for the next year what's your goals really to take every facet of what you said and just scale the business you know we're actively hiring we have a lot of customer activity this week happens to be the most recent IETF conference that happened in Montreal given our company launch on Monday there's been a tremendous amount of interest in everything that we're doing so that coupled with the existing customer discussions we have is only going to expand and then we have a very robust roadmap to continue to augment and add capabilities to the baseline capabilities that we brought to the market so I I really view the next year as scaling the business in all aspects and increasingly my time is going to be focused on commercially centric activities right well congratulations got a great team we receive great investment cube conversation here I'm John furry here the hot startup here launching this week here in California in Silicon Valley where silicon is back and software is back it's the cube bringing you all the action I'm John Fourier thanks for watching [Music]

>> Announcer: Live, from New Orleans, Louisiana. It's theCUBE! Covering .NEXT conference 2018, brought to you by Nutanix! >> Welcome back to theCUBE! This is SiliconANGLE Media's live production of Nutanix .NEXT 2018. If you've eaten a lot of the cuisine here in New Orleans, you might want to do something to help burn those calories, and joining us for this segment, happy to welcome Sarah Robb O'Hagan, who's the CEO of Flywheel Sports and also the author of Extreme You. Sarah, welcome to our program. >> Thanks for having me! >> Tell us a little bit about your company and what brings your group to the show? >> Yeah, we're very excited to be here, this is a whole new experience for us. Flywheel is an indoor cycling business We started off as basically bricks and mortar, indoor cycling classes, and we were the first company to put technology on the bike, so have either of you done spinning before ever? >> I've seen them in a gym. >> Seen them in a gym. >> I take my bike out on the trails and get my kids out a bunch, but not indoors so much. >> So in the old days if you did a spinning class and the instructor was like turn up your resistance, you'd maybe kind of pretend but you didn't do it, whereas we put tech on the bike so it's like, oh, you have to hit this number and you've got to get this output, and so it makes it much more athletic and accountable, and then we just recently launched a streaming platform, so now you can stream the classes into one of our bikes in your home, it's for flight anywhere, so we ended up coming here 'cause I was speaking at the conference with regards to my book and we were like these are fun people, they're going to want to check out our bikes and our techs, so let's do it. >> Wait, so the tech people, do they get engaged, are they trying it out? >> Oh it's amazing, yeah. We've seen people riding to the leaderboard wearing jeans, it's fantastic. >> I'm a runner, so-- >> Yeah, me too! >> But, you know there's certain runners and there's certain cyclists that there's this built-in competition like, you know, cycling is for the hardcore folks that really like the workout, and then you have guys like me. I can't stream a app to say, hey, you know what, you need to pick up your pace and keep it moving. That is an amazing kind of innovation, especially for that market, there's an awful lot of competition. How are you differentiating yourself between the competition? >> That's a great question. So it starts with who we're serving, who we're doing it for, right, so if there's about a hundred million in America that work out maybe between zero and six times a week. Our consumers are the ones that are like five to six times a week, they are hardcore, they're intense, they like competition, they are, like, I can't let the kids win at Monopoly kind of people, and so how we differentiate is everything in the product has been designed with them in mind, so allowing them to really push their own performance in a big way and the metrics, every time you do a ride, particularly on the streaming platform, you can pace against yourself last time you rode, so you can see am I keeping up, am I doing better, so it's basically about really focusing on one kind of athlete, as we call them, and meeting their needs as best as we can. >> Digital transformation is hitting your industry hard. >> Totally. >> You're streaming now, you've been through some big brands in the past, how's this impacting? How does your company deal with the pace of change? >> Well, you know, it's funny. I have been lucky in that my career, I've journeyed through some very big iconic brands. I was at Virgin Megastores when we used to buy music, do you remember on things that went round and round from retail store, right? And then along came Napster and totally disrupted that industry. I was at Gatorade when we had to transform that, and what I've learned along the way is that you just have to commit yourself to constantly innovating and disrupting yourself. If you let the environment do it to you it's too late, and so I think that's how we think about it, like we soar not so much from the market, because certainly streaming is taking off, like health and fitness apps in the app store are always the top category on both Android and iPhone. Also boutique fitness was exploding, so that's where you do one kind of modality as opposed to going to a full service gym, and so we saw these trends happening, but then you speak to the consumer, it's like what are you looking for? And what we kept hearing was I love being at Flywheel, but I wish I could get it when I was on the road, when I'm in the hotel, when I'm, you know, and so we're like how do we bring out content to you wherever you need it at any time? So that was really what led to it. >> So, I would like to talk to you about discoverability, like as you said, go to the app store, Google fitness app, going to get 10,000 results. How do you guys rise to the top? How do you find new customers? >> Interestingly enough, we, I think, are lucky because of our existing business, so we have a footprint of 42 studios, we have 600,000 people that have ridden with Flywheel over the years, and what's neat about having that in-person experience is you really build brand evangelists, so a lot of our early sales of the streaming platform have come from those people who are telling their friends about it, who are not in communities where our studios exist, and then from obviously a paid digital ad standpoint, we can get very very specific in to look-alike types to the kinds of consumer we have because they have pretty standard typical behaviors, in terms of they happen to do a lot of marathons, they happen to do Tough Mudders and stuff like that. They're runners, they're doing strength workouts, so we can see what these kinds of people are online to really be focused on how we target them. >> So what about the monetization? You know there's the freemium models, there's all different things, how is this move impacted that? >> That's a great question. We're doing our streaming as a subscription model and actually we look for a one year commitment, 'cause we really believe that, particularly 'cause we're going after someone who's very engaged in the category. We want them to sign up and be with the program and basically get that loyalty to, not only the programming, the instructors they love, but the data, like once they've got data in the system that becomes a method of loyalty, because it keeps them wanting to know what their previous results were, so for us we're not really doing free leading in. I mean, certainly we do trial classes in our studios, but we know that people, basically, if they make a commitment, that's how they become really loyal to our brand and our category. >> So talk to us as a leader and someone who's, you know there's probably nothing more personal, more critical to me than my running data, like I completely trust it to my cloud provider, and if it was to ever go away I'd be devastated if I have a big running goal. As you pick technology partners and you have that weight like someone may look at it from the outside, oh, what's the big deal if you're cycling data is gone? That's very serious. How do you pick technology partners that help you to extend the trust that your users put in to you, to your technology partner? >> It's so profoundly important to the relationship with our consumer, that when we're picking technology partners we're always going to go for best in class, and we're always going to make sure those are the people that we know are treating the data with the same kind of importance, I guess, that we are. For example, we're actually doing a lot with Apple right now, not surprisingly with the Apple Watch because that's the kind of partner we see so many of our riders are using Apple Watches in the experience anyway, and we want to be able to take the data that's coming through that device, add it to what we're getting off the bike, and make it more meaningful for that particular consumer. It's very important to us, we would not ever go with some fly-by-night tech partner if they didn't have the kind of credentials that we were looking for. >> Alright. So Sarah, tell us about the book. Step Up, Stand Out, Kick Ass, Repeat? >> Kick ass, people. That's what it's about. So I wrote the book about a couple years ago, it's interesting how it came about, you're a runner so I think you'll appreciate this. I have three kids, and my kids were going and playing new sports, and coming home with participation trophies, and I'm like what the hell is that? Like why did you get a trophy just for showing up, you know? And then at the same time I noticed in the workforce, younger employees that were coming in who were like, where's my promotion? I'm here. It's connected, right? And so I started to do a lot of research, and I realized that for 20, 30 years we have been raising kids from a self-empowerment standpoint, to not expose them to risks and failing and all of these things, yet the most successful people in the world have gone through really tough times to get there, and so I went down this journey of interviewing some really incredible people, like from Condoleezza Rice through to Bode Miller, the skier, through to Mister Cartoon who's a tattoo artist, like all people who are top of their game at what they do. To basically weave together what were the commonalities that got them there to help educate another generation of how to do the same for themselves, and then also applied it to business, so take those themes and how do you bring that to life as a leader within your team to get the most results out of your organization. >> Well it was surprising, well I guess it's not surprising how many people in our industry that are high performers, executives, that are also extreme athletes, whether they're extreme cyclists. Ran into a group of people the other day, one of the cycler's says, "You know what "my biggest complaint about the iPhone is? "It only lasts three hours." >> Yeah, yeah, I get that. >> That same attitude extends out. One question about innovation. How do you guys consider or approach innovation in a market that, like cycling is pretty straight forward, get on a bike and you run, or if you're not directly creating equipment, how do you guys consider innovation, is it just physical, is it data, is it services, what's the approach? >> All of the above, right? And what I love about being in this category, I've been in sports and fitness for 20 years. I was at Nike, I was at Gatorade, and now I'm at Flywheel, and what I love is innovation is all about are we making the athlete better, period. And so it's such a clear filter and that may be through data that gives you insights of how you rode today versus yesterday, what did you eat, did that make the ride better or worse, or it may be, in the case of Nike and Gatorade, the products you put on your body, in your body, like they're all in service of helping you be better and I think it enables us to sort of not get distracted by the sort of, oh, this is the cool hip thing right now that everyone's doing in every category, and instead go is that helping to make an athlete better, is it motivating them, is it helping them physically, is it essentially getting them better results? >> Alright. Sarah Robb O'Hagan, thank you so much for joining us. >> It's been fun. >> We definitely have to check out your area before we wrap up. We'll be back with lots more coverage here from Nutanix .NET's 2018 in New Orleans, for Keith Townsend. I'm Stu Miniman, thanks for watching theCUBE! (light electro music)

>> Announcer: Live from Orlando, Florida. It's theCUBE, covering Grace Hopper's Celebration of Women in Computing, brought to you by Silicon Angle Media. (bright music) >> Welcome back to the Cube's coverage of the Grace Hopper Conference here in Orlando, Florida. I'm your host Rebecca Knight. I'm joined by Ayanna Howard. She is a professor at the Georgia Institute of Technology and also Chief Technology Officer at Zyrobotics. >> Thank you. >> Thanks so much for joining us. >> Thank you very much for having me. >> So start to tell our viewers a little bit about Zyrobotics. I know it was a spin-off of your research that you were doing at Georgia Tech. >> Yeah, so interesting enough Zyrobotics, so at Georgia Tech I focus on working in technologies, robotics for children with special needs. Primarily children with motor disabilities, cerebral palsy for example, children with autism. And so one of the things as we had developed was the ability to access computing technology because I was running robot programming camp. So I was running camps for all children, so an inclusive camp and I had typical children and children with special needs, and what happened was people kept asking me, "Oh, can we take this home?" It was like, "Yeah, no, (laughing) "that's got to stay in the lab, sorry. "But you can bring your kid back." And so the company really came out of trying to commercialize that special technology that allows inclusiveness for kids in this kind of STEM education. So that's how Zyrobotics came about. >> So talk a little bit about the technology. What does it do? How does it help kids with these different learning needs? >> So imagine you have a child who has motor limitation, and if you look now, so much is on tablets. Tablets, smartphones, even education. And if I have a motor disability, have you ever tried swiping with your fist? Right, or even if you're an older adult, and taking your finger, and if you have a tremor, like moving things around, so this is very difficult. And yet that is the way the technology is made, which isn't a service. It's just not made for everyone. And so what we've done is we've created these devices, very fun, think of it as a stuffed animal, that allows you to, if you want to stomp, if you want to do your finger, if your access point is in your foot, and you just tap your foot, it allows you to interact with the different educational apps. But what we found is that typical kids also like (laughing) playing with the toys. >> Rebecca: Right, right, right. >> So it's like, oh what is this? This is interesting. And so that's why it provided this nice blend of kids of any ability the ability to access these educational apps. So but you also are a full-time professor at Georgia Tech, and you run a traineeship in healthcare robotics. Tell our viewers a little bit more about that. >> Yeah, so I run a program called ARMS, so it's funded by the National Science Foundation. And what I've found is, a long time ago, the way that we were training our computer science students, our engineering students in robotics was typically I would say ad hoc. So I'd have a student, and they were like, "I'm interested in healthcare robotics." And I would call up my clinician friend and say, "hey, can we do an observation?" And my student would go there and basically shadow a therapist or a doctor for the day. And then they go back. And so this is what I was doing. And I found out that most professors who had students in healthcare-related activities were doing the same thing. And I was like, wait, hold it. This sounds like it's more than just me. Maybe we can formalize this a little bit more. And so the trainee-ship program actually takes roboticist students and immerses them in the medical side. And so for example this past summer, they spent the entire summer over in the clinic and the hospital watching surgeries, I mean actually scrubbing up, following patients, understanding what is Parkinson's and how do you do assessments. And so they were fully immersed as if they were medical resident students, or resident person in the clinic. And what happens is, then, and this is all in their first year, they come back into their studies, and now they understand, "okay, if I'm designing "this technology, what does it mean "if I'm designing for someone who's recovering from stroke? "What does that really mean?" And they have a vision of the patients, not just their own, I mean, they have a real vision of Mister Joe, that they've worked with and how he might have struggled with some concept and what they're doing can actually enable. And so it gives engineers, scientists, roboticists that power. >> And the empathy to really understand how it will be used. >> Yes, and understand that and not build or design in a box, which is really unfortunate that sometimes we do that. We design based on our own beliefs, not taking into account that there are other users and you are not the user, necessarily, of your own technology. >> So I want talk a little bit about this conference. This is your third Grace Hopper Conference. What does it mean to you to be here, and what do you get out of it? Are you here for Zyrobotics? Are you here for Georgia Tech? >> I am here for women in computing. And so it's actually not linked to a specific company or an organization. It's the fact that I feel a responsibility, they call me a role model, but- >> Rebecca: We're going to go with it, we're going to go with it. >> We're going to go with it. (laughing) I mean, I had a lot of mentors growing up. Not many were women. It's only at my later age that I've actually met some great, great women mentors. And so I feel a responsibility to come to Grace Hopper and just talk, share my experiences, sometimes be vulnerable and open to the trials and tribulations, but then the pure joy you get from staying in the field and the pure joy you get from actually impacting the world with your mind, with your technology, with your stuff. And I think it's amazing how, to be here and see all these young ladies, both students and older, well-established women leaders, and say, "yeah, we got this. "We can change the world with our power." >> So we're really at this inflection point in technology where problems, the biases, the barriers that have kept women from progressing, from first of all getting into the field and also progressing, are really front-page news. And sort of the problems that women have faced in the industry, the sexism, is really being talked about. But is that a good thing in the sense, I mean, yes, it's one thing to get these problems out there, but are we also discouraging women because it's showing women how tough it is to be in this industry and this bro-grammer culture? >> I think it's a two-edged sword. So in one instance, these things were happening anyway. And if you actually look at retention, which is surprising, retention of women who've been in the computing field for a longer period of time, a lot of them were dropping out. It's like, wait, hold it. You got through the pipeline, what happened? And so we all knew a lot of this stuff was going on. We have first-hand experience with it. And so the conversation now is letting everyone know about it. And I think that's how anything happens. It's that others are like, "I didn't realize." others start empathizing. "I didn't realize that this is what you were "going through. "What can I do to help?" Even if they are not necessarily a woman or a minority. And so I think what happens is by having that conversation, it makes everyone aware of it so that things can start changing. It's a negative, the fact that maybe young women are like, "oh, I don't want to go through that." I think by having role models that are like, "hey, yeah, that's what it's like, "but guess what, I'm running the company. "I'm the CEO, and so imagine what it'd be like "if you come in now that the conversation is open "versus what I was going through "when nobody was talking about it." We didn't have anyone to say, "hey, can you help me? "I just need some assistance, just to talk about something." Now you can, you can be open about it. >> So what is your advice? I mean, we know that the numbers are bleak. Tech is comprised of 25% women, 15% in leadership positions. For black and Latina, it's abysmal. What do you tell your students about this industry? >> So I tell my students, one is, if you want to change the world, and usually students that take my course and work with me are ones that want to have an impact with their minds and their technology, and so my thing is if you want to change the world, computer science, engineering is the only way that you can because the world is based on you and your technology. And in fact, if you don't, I put in the guilt, if you don't get involved in this, then the world is not going to change. And your kids' kids will have to live in this world that you have. So it's really your responsibility (laughing) to get into this space. >> The guilt is good, that's good, yeah. >> It is, for women, guilt is really good. >> I know, it's powerful, so powerful. >> Yeah, yeah. >> I want to talk a little bit about funding because I know that your trainee program, it's partly funded by the National Science Foundation. So funding is such a hot topic here, and whether you're a female entrepreneur who's trying to get money for your idea or you're a scientist trying to fund your research, tell us a little bit about the landscape, what you're seeing, what you're feeling. >> I would say that government funding, so the National Science Foundation, I would say NIH, there is more equality in the representation. >> Rebecca: There is more equality. >> It's not 50-50. But you have a fighting chance, right? I would argue, though, that in the startup world, you need to go for government funding and non-profits that may be angels because honey, VCs are not going to look at you. I truly believe that, and being a startup company, I talked to a lot of women entrepreneurs who have broke in the VC field, and they tell me basically how many frogs they had to kiss, you know? And so I think that landscape has not changed as much. But I think funding as a scientist for government grants, I think it's more, it's not fair, but it's more equal because in government, it's okay for you to say, as a program manager, "hey, something's wrong here." Because the government represents the population. So it's okay as a program manager to say that. I don't know that it's as safe to say that as a VC, like, "hey, our company portfolio doesn't look "like the rest of America." >> Right, right. So your advice there for female entrepreneurs or female researchers trying to get money is to go first to either angels or the government. >> I say that will help you keep your company alive. But you still have to kiss a lot of frogs. You still do. And eventually you will find a frog that turns into a princess and will fund you. But if you think about, how do you survive through this company and how do you keep it to the next levels, you go through any type of funding resource that you can. And so if the angel funding world in terms of government, it's not a guarantee, but it's easier, grab that, non-diluted, by the way, typically, until you go the VC direction. >> Now, in terms of the funding environment, though, NIH and NSF, do you feel they're giving as much money right now? We have an administration that is... >> Yeah, no, so overall the budgets themselves are, so NSF and NIH, this last cycle they kind of weathered a cut. But if you look overall over the last umpteen years, you see that the rate of acceptance has dropped because there's a lot more researchers going for funding, the budget doesn't keep up, necessarily, with the cost of living expenses kind of thing, cost for tuition, cost for grad students. And so overall the funding has declined. But that is not a gender issue. That is a issue just about the value of basic research in general. And the US, a lot of us understand but a lot of us do not. And so we feel that in terms of the funding process. >> So as a professor but then also as someone who's working in industry, how do you make sure that women can see themselves and see potentially rich and rewarding careers? >> So I do a couple of activities. For example, I'm going to talk about one, which CRWA grad cohort. And so what that focuses on is graduate students, women, either PhD, Master's wanting to be a PhD, and what we do is we provide those mechanisms for them to interact with community members. So we bring in these- >> Rebecca: So this is not just at Georgia Tech. This is nationwide. >> This is nationwide. Young women, they come in, like, "oh, what is this?" First off, they get to see other of their peers at other schools. Second is we bring in senior women that are doing exceptionally well, and they do things like one on one mentorship. They share. So we select these women who are open to sharing their experiences, both the good and the bad, and so it provides that network of, "okay, look, it might be hard in grad school, "but we have a peer network, take advantage. "And there are senior women you can take advantage, "to talk to and kind of ping them on different issues "that you have." So I think programs like that, and we're not the only one, but programs like CRWA grad cohort, CRAW URM, undergraduate cohort, are ways to ensure that you don't get discouraged at a younger age. >> So Zyrobotics, it's founded in 2013. What is the future of it? I mean, it's such an exciting technology and one that I think really has a lot of uses because as you said, it's not only for children but it could be for stroke victims, for aging people who are sort of losing some of their mobility. >> So my goal, I always say five years, right? So when I started it was like, five year goal cause that's like the holy grail, you make it for five years. So we're at year four, we just crossed. So we're in that five years. But what I see more as the vision, what I would say the secret magic of Zyrobotics is to make sure that accessibility is an integral part of the conversation. It's not an afterthought, it's not a someone designed technology, oh, let's think about accessibility and inclusiveness after the fact. And so I'm hoping that one, the product of course takes off, but also that it starts changing the conversation a little bit. So for example, I go out, I talk about how do you design technology that is really, really cool, is cutting edge, that's accessible at its core. It's accessible to the different learning ways, different access ways that people have of interacting with technology. How do you get that message across that, "hey, you can so this and you can still make money." So it's not like oh, accessibility, we can't make any money. Like, no, you can actually still make money even if it's a core value. So that's my vision is to have basically, have Zyrobotics lead that but then have other companies adopt it as, "oh, yeah, why haven't we done this? "Yeah, this makes total, total sense." >> Great, Ayanna Howard, thank you so much for joining us. It's been a pleasure having you on theCUBE. >> Thank you, this was fun. Thank you for the invite. >> I'm Rebecca Knight, here in Orlando, Florida at Grace Hopper. We will have more just after this. (bright music)