(bright upbeat music) >> Hello, wonderful Cloud community and welcome back to our wall-to-wall coverage of AWS re:Invent here in Las Vegas, Nevada. I'm Savannah Peterson, joined by the brilliant John Furrier. John, how you doing this afternoon? >> Doing great, feeling good. We've got day three here, another day tomorrow. Wall-to-wall coverage we're already over a hundred something videos, live getting up. >> You're holding up well. >> And then Cloud show is just popping. It's back to pre-pandemic levels. The audience is here, what recession? But there is one coming but apparently doesn't seem to be an unnoticed with the Cloud community. >> I think, we'll be talking a little bit about that in our next interview in the state of the union. Not just our union, but the the general global economy and the climate there with some fabulous guests from Software One. Please welcome Neil and Bernd, welcome to the show, guys. How you doing? >> Great, thank you. >> Really good. >> Yeah, like you said, just getting over the jet lag. >> Yeah, yeah. Pretty good today, yeah, (laughing loudly) glad we did it today. >> I love that Neil, set your smiling and I can feel your energy. Tell us a little bit about Software One and what you all do. >> Yeah, so Software One we're a software and Cloud solutions provider. We're in 90 countries. We have 65,000 customers. >> Savannah: Just a few. >> Yeah, and we really focus on being close to the customers and helping customers through their software and Cloud journey. So we transact, we sell software in Cloud, 10,000 different ISVs. And then on top of that we a lot of services around the spend optimization FinOps we'll talk about as well, and lots of other areas. But yeah, we're really a large scale partner in this space. >> That's awesome. FinOps, cost optimization, pretty much all we've been talking about here on the give. It's very much a hot topic. I'm actually excited about this and Bernd I'm going to throw this one to you first. We haven't actually done a proper definition of what FinOps is at the show yet. What is FinOps? >> Well, largely speaking it's Cloud cost optimization but for us it's a lot more than for others. That's our superpower. We do it all. We do the technology side but we also do the licensing side. So, we have a differentiated offering. If you would look at the six Rs of application migration we do it all, not even an Accenture as it all. And that is our differentiation. >> You know, yesterday Adams left was on the Keynote. He's like waving his hands around. It's like, "Hey, we got if you want to tighten your belt, come to the Cloud." I'm like, wait a minute. In 2008 when the last recession, Amazon wasn't a factor. They were small. Now they're massive, they're huge. They're a big part of the economic equation. What does belt tightening mean? Like what does that mean? Like do customers just go to the marketplace? Do they go, do you guys, so a lot of moving parts now on how they're buying software and they're fine tuning their Cloud too. It's not just eliminate budget, it's fine tune the machine if you will... >> 'make a smarter Cloud. >> Explain this phenomenon, how people are tackling this cost optimization, Cloud optimization. 'Cause they're not going to stop building. >> No. >> This is right sizing and tuning and cutting. >> Yeah, we see, of course with so many customers in so many countries, we have a lot of different views on maturity and we see customers taking the FinOps journey at different paces. But fundamentally what we see is that it's more of an afterthought and coming in at a panic stage rather than building it and engaging with it from the beginning and doing it continuously. And really that's the huge opportunity and AWS is a big believer in this of continued optimization of the Cloud is a confident Cloud. A confident Cloud means you'll do more with it. If you lose confidence in that bill in what how much it's costing you, you're going to retract. And so it's really about making sure all customers know exactly what's in there, how it's optimized, restocking, reformatting applications, getting more out of the microservices and getting more value out the Cloud and that will help them tighten that belt. >> So the euphoric enthusiasm of previous years of building water just fallen the pipes leaving the lights on when you go to bed. I mean that's kind of the mentality. People were not literally I won't say they weren't not paying attention but there was some just keep going we're all good now it's like whoa, whoa. We turn that service off and no one's using it or do automation. So there's a lot more of that mindset emerging. We're hearing that for the first time price performance being mindful of what's on and off common sense basically. >> Yeah, but it's not just that the lights are on and the faucets are open it's also the air condition is running. So the FinOps foundation is estimating that about a third of Cloud spend is waste and that's where FinOps comes in. We can help customers be more efficient in the Cloud and lower their Cloud spend while doing the same or more. >> So, let's dig in a little bit there. How do you apply FinOps when migrating to the Cloud? >> Well, you start with the business case and you're not just looking at infrastructure costs like most people do you ought look at software licensing costs. For example, if you run SQL on-premise you have an enterprise agreement. But if you move it to the Cloud you may actually take a different more favorable licensing agreement and save a lot of money. And these things are hidden. They're not to be seen but they need to be part of the business case. >> When you look at the modernization trend we had an analyst on our session with David Vellante and Zs (indistinct) from ZK Consulting. He had an interesting comment. He said, "Spend more in Cloud to save more." Which is a mindset that doesn't come across right. Wait a minute, spend more, save more. You can do bet right now with the Clouds kind of the the thesis of FinOps, you don't have to cut. Just kind of cut the waste out but still spend and build if you're smart, there's a lot more of that going on. What does that mean? >> I mean, yeah I've got a good example of this is, we're the largest Microsoft provider in the world. And when of course when you move Microsoft workloads to the Cloud, you don't... Maybe you don't want a server, you can go serverless, right? So you may not win a server. Bernd said SQL, right? So, it's not just about putting applications in the Cloud and workloads in the Cloud. It's about modernizing them and then really taking advantage of what you can really do in the Cloud. And I think that's where the customers are still pretty immature. They're still on that journey of throwing stuff in there and then realizing actually they can take way more advantage of what services are in there to reduce the amount and get even more in there. >> Yeah, and so the... You want to say, something? >> How much, just building on the stereotypical image of Cloud customer is the marketing person with a credit card, right? And there are many of them and they all buy their own Cloud and companies have a hard time consolidating the spend pulling it together, even within a country. But across countries across the globe, it's really, really hard. If you pull it all together, you get a better discount. You spend more to save more. >> Yeah, and also there's a human piece. We had an intern two summers ago playing with our Cloud. We're on a Cloud with our media plus stack left a service was playing around doing some tinkering and like, where's this bill? What is this extra $20,000 came from. It just, we left a service on... >> It's a really good point actually. It's something that we see almost every day right now which is customers also not understanding what they've put in the Cloud and what the implications of spikes are. And also therefore having really robust monitoring and processes and having a partner that can look after that for them. Otherwise we've got customers where they've been really shocked about not doing things the right way because they've empowered the business but also not with the maturity that the business needs to have that responsibility. >> And that's a great point. New people coming in and or people being platooned through new jobs are getting used to the Cloud. That's a great point. I got that brings up my security question 'cause this comes up a lot. So that's what's a lot of spend of people dialing up more security. Obviously people try everything with security, every tool, every platform, and throw everything at the problem. How does that impact the FinOps equation? 'Cause Dev SecOps is now part of everything. Okay, moving security at the CICD pipeline, that's cool. Check Cloud native applications, microservices event-based services check. But now you've got more security. How does that factor into the cost side? What you guys look at that can you share your thoughts on how your customers are managing their security posture without getting kind of over the barrel, if you will? >> Since we are at AWS re:Invent, right? We can talk about the well architected framework of AWS and there's six components to it. And there's reliability, there's security cost, performance quality, operational quality and sustainability. And so when we think about migrating apps to the Cloud or modernizing them in the Cloud security is always a table stakes. >> And it has to be, yeah, go ahead. >> I really like what AWS is doing with us on that. We partner very closely on that area. And to give you a parallel example of Microsoft I don't feel very good about that at the moment. We see a lot of customers right now that get hacked and normally it's... >> 'yeah that's such a topic. >> You mean on Azure? >> Yeah, and what happens is that they normally it's a crypto mining script that the customer comes in they come in as the customer get hacked and then they... We saw an incident the other day where we had 2,100 security incidents in a minute where it all like exploded on the customer side. And so that's also really important is that the customer's understanding that security element also who they're letting in and out of their organization and also the responsibility they have if things go bad. And that's also not aware, like when they get hacked, are they responsible for that? Are they not responsible? Is the provider... >> 'shared responsibility? >> Yeah. >> 'well that security data lake the open cybersecurity schema framework. That's going to be very interesting to see how that plays out to your point. >> Absolutely, absolutely. >> Yeah, it is fascinating and it does require a lot of collaboration. What other trends, what other big challenges are you seeing? You're obviously working with customers at incredible scale. What are some of the other problems you're helping them tackle? >> I think we work with customers from SMB all the way up to enterprise and public sector. But what we see is more in the enterprise space. So we see a lot of customers willing to commit a lot to the Cloud based on all the themes that we've set but not commit financially for all the PNLs that they run in all the business units of all the different companies that they may own in different countries. So it's like, how can I commit but not be responsible on the hook for the bill that comes in. And we see this all the time right now and we are working closely with AWS on this. And we see the ability for customers to commit centrally but decentralized billing, decentralized optimization and decentralized FinOps. So that's that educational layer within the business units who owns the PNL where they get that fitness and they own what they're spending but the company is alone can commit to AWS. And I think that's a big trend that we are seeing is centralized commitment but decentralized ownership in that model. >> And that's where the marketplaces kind of fit in as well. >> Absolutely. >> Yeah, yeah. Do you want to add some more on that? >> I mean the marketplace, if you're going to cut your bill you go to the marketplace right there you want single dashboard or your marketplace what's the customer going to do when they're going to tighten their belts? What do they do? What's their workflow, marketplace? What's the process? >> Well, on marketplaces, the larger companies will have a private marketplace with dedicated pricing managed service they can call off. But that's for the software of the shelf. They still have the data centers they still have all the legacy and they need to do the which ones are we going to keep which ones are we going to retire, we repurchase, we license, rehouse, relocate, all of those things. >> That's your wheelhouse. >> It's a three, yes is our wheelhouse. It's a three to five year process for most companies. >> This could be a tailwind for you guys. This is like a good time. >> I mean FinOps is super cool and super hot right now. >> Not that you're biased? (all laughing loudly) >> But look, it's great to see it because well we are the magic quadrant leader in software asset management, which is a pedigree of ours. But we always had to convince customers to do that because they're always worried, oh what you're going to find do I have an audit? Do I have to give Oracles some more money or SAP some more money? So there's always like, you know... >> 'don't, (indistinct). >> How compliant do I really want? >> Is anyone paying attention to this? >> Well FinOps it's all upside. Like it's all upside. And so it's completely flipped. And now we speak to most customers that are building FinOps internally and then they're like, hold on a minute I'm a bank. Why do I have hundred people doing FinOps? And so that's the trend that we've seen because they just get more and more value out of it all the time. >> Well also the key mindset is that the consumption based model of Cloud you mentioned Oracle 'cause they're stuck in that whoa, whoa, whoa, how many servers license and they're stuck in that extortion. And now they got Cloud once you're on a variable, what's the downside? >> Exactly and then you can look at all the applications, see where you can go serverless see where you can go native services all that sort of stuff is all upside. >> And for the major workloads like SAP and Oracle and Microsoft defined that customers save in the millions. >> Well just on that point, those VMware, SAP, these workloads they're being rolled and encapsulated into containers and Kubernetes run times moved into the Cloud, they're being refactored. So that's a whole nother ballgame. >> Yes. Lift and shift usually doesn't save you any money. So that's relocation with containers may save you money but in some cases you have to... >> 'it's more in the Cloud now than ever before. >> Yeah >> Yeah, yeah. >> Before we take him to the challenge portion we have a little quiz for you, or not a quiz, but a little prop for you in a second. I want to talk about your role. You have a very important role at the FinOps Foundation and why don't you tell me more about that? You, why don't you go. >> All right, so yeah I mean we are a founding member of the Finops organization. You can tell I'm super passionate about it as well. >> I wanted to keep that club like a poster boy for FinOps right now. It's great, I love the energy. >> You have some VA down that is going to go up on the table and dance, (all laughing loudly) >> We're ready for it. We're waiting for that performance here on theCUBE this week. I promise I would keep everyone up an alert... >> 'and it's on the post. And our value to the foundation is first of all the feedback we get from all our customers, right? We can bring that back as an organization to that also as one of the founding members. We're one of the only ones that really deliver services and platforms. So we'll work with Cloud health, Cloud ability our own platform as well, and we'll do that. And we have over 200 practitioners completely dedicated to FinOps as well. So, it's a great foundation, they're doing an amazing job and we're super proud to be part of that. >> Yeah, I love that you're contributing to the community as well as supporting it, looking after your customers. All right, so our new tradition here on theCUBE at re:Invent 'cause we're looking for your 32nd Instagram reel hot take sizzle of thought leadership on the number one takeaway most important theme of the show this year Bernd do you want to go first? >> Of the re:Invent show or whatever? >> You can interpret that however you want. We've gotten some unique interpretations throughout the week, so we're probing. >> Everybody's looking for the superpower to do more with less in the Cloud. That will be the theme of 2023. >> Perfect, I love that. 10 seconds, your mic very efficient. You're clearly providing an efficient solution based on that answer. >> I won't that much. That's... (laughing loudly) >> It's the quiz. And what about you Neil? Give us your, (indistinct) >> I'm going to steal your comment. It's exactly what I was thinking earlier. Tech is super resilient and tech is there for customers when they want to invest and modernize and do fun stuff and they're also there for when they want to save money. So we are always like a constant and you see that here. It's like this is... It's always happening here, always happening. >> It is always happening. It really can feel the energy. I hope that the show is just as energetic and fun for you guys. As the last few minutes here on theCUBE has been thank you both for joining us. >> Thanks. >> Thank you very much. >> And thank you all so much for tuning in. I hope you enjoyed this conversation about FinOps, Cloud confidence and all things AWS re:Invent. We're here in Las Vegas, Nevada with John Furrier, my name is Savannah Peterson. You're watching theCUBE, the leader in high tech coverage. (bright upbeat music)

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

>>Welcome back to the cubes. Continuous live coverage of AWS reinvent 2021 live from Las Vegas. It's I'm Lisa Martin. And it's so great to say that we are doing with AWS and its massive ecosystem of partners. One of the most important hybrid tech events of the year. We've two sets over a hundred guests to remote studios, lots going on. I've got an alumni back with me and a new guest. Please. Welcome back. Sabina. Jo said the GM of technology partners at AWS and Neil Fowler joins her is the GM of micro-focus AMC. And you're going to tell me what AMC stands for >>Application modernization and >>Connectivity. I love it. Awesome guys. It's great. It's great to see you again in person. Thank you for having us. It's great to have the buzz. I know it's gonna be a little bit hard to hear, but great to have. AWS has done a phenomenal job of getting everyone in here safely. I want to give them kudos to that. So being to talk to me with, it's been a while since I've seen you in person, but talk to me about your current role at AWS. What's going on? >>Yeah, so I'm the general manager for technology partnerships globally out of the Americas. We also help partners out of EMEA and APAC grow in the Americas. And one of the great examples of a successful partnership is micro-focus with their solutions across application modernization security, database services, mainframes. >>And so from your perspective, through your lens, how do you think they're performing as a partner? Yes. >>So, um, first of all, kudos to Neil and the entire micro-focus team. They have done a great job leaning in with a cloud first strategy with SAS solutions on AWS and these solutions help customers across application modernization, application, delivery, security, cyber resiliency, database services, and also it performance management. And we've been working with them now for a few years. And in fact, today we have actually 400 customer wins together regulations and then also eight digit annual recurring revenue. They have six active listings in marketplace and all of this is really helping customers move their workloads and modernize their workloads into AWS. >>We've seen that such an acceleration nail in the digital transformation cloud adoption. The pandemic has really been a forcing function for that. There are some silver linings, but talk to me about some of the things that you've seen at micro-focus the last 20 months or so. And how have you helped those 400 customers, you know, getting to that big ARR, how are you helping them with that acceleration? >>Well, I think as you're saying that there's lots of changes in the last 12 to 18 months, some of it brought on by the pandemic and the change in business in business to having to respond, deliver solutions more quickly to the market, as well as remote working. So optimizing and the economic environment of costs, but being there to be more dynamic, it really has caused businesses to have to do something different than just to be able to survive and serve their customers better. That was a >>Big thing that we saw in the very beginning. It was not survival mode. And then of course it wasn't too long when we started seeing those survivors really start to thrive. And you started seeing who were going to be the winners of tomorrow. Cause the thing is every company, these days is a data company. If it's not, it's going to be passed up by competitor, that's right there in the rear view mirror. >>For sure. And so we've got, you know, organizations, so running mainframes, you know, older applications, legacy applications, modernization, where are most industries in terms of adopting that, the mindset, first of all, that they need to change? Well, I think across the whole industry, I mean, it doesn't matter whether it's retail. I mean, if you think about airlines with when the, when the pandemic hit business went down to, unless they've got that elastic nature of flashy to respond to it, but everyone had to bring in new services, new offerings very quickly. So the ability to be able to innovate in their environments and bring more solutions to their customers in a really fast way, you know, they couldn't just sit there and work with what they had. They had to move forward just to be able to stay in the business, but also be able to reduce the costs out of what they're trying to do. So running and transforming at the same time. >>Absolutely. And so how can organizations integrate existing core applications with new technologies to really be able to thrive in today's dynamic market? >>We look at modernization overall. We think of it in sort of three different ways with application process and infrastructure. So with a move to cloud, that's the infrastructure modernization they've immediately got far more access to more scalable dynamic elastic, compute resources, as well as all the technology platforms they have around. And then if you look at the application size and that's where the Microfocus platform comes in, we can help customers actually move those applications forward in terms of making them available through API APIs, maybe as a journey to microservices and cloud native. But once that core business logic and that data is available, it can be integrated into artificial intelligence machine learning and actually rained out the whole solution. So the final part of that from the process modernization, if you, as they're developing these applications with new tools, new ranges, in terms of where they can deploy on the AWS platform, they can automate the build deployment and operations so that all those existing applications and they were running on to contemporary platform with full access to the technologies that were available. >>That's fantastic and so necessary for businesses in any industry. So can you talk about some of the different business units of micro-focus? Are there any ones in particular that you want to call out? >>Yeah, so we work with them across all of their business units, but some of them that come to my mind is of course, Neil and team are doing a great job with application modernization and connectivity, really helping customers modernize the applications. And as customers are modernizing the applications, their cyber resiliency business unit is helping customers secure those applications. And then they also have their it operations management bridge product listed in marketplace. And then just since September are verdict a business unit launch Vertica accelerator on AWS. So I think they have a very holistic story to help customers >>On AWS. Talk to me a little bit, Neil, about cyber resiliency. We have seen such a dramatic change in cybersecurity in the threat landscape the last 20 months. I think I saw a stat recently that ransomware was up almost 11 X in the first half of 2021. Every, every day that companies had had a company, that data is gotta be secure. It's no longer a nice to have. That is a core requirement. How are you helping customers achieve that cyber? >>Well, the thing is, I mean, as you say, across the whole spectrum from cyber, from, from the identity access management through data encryption, through data protection, it's not, it's not a nice to actually say it's not a nice to have Kate take capability. You really have to have an integrated solution to be able to manage access control it, and also generating the events in terms of being able to, if anyone tries to get into the systems and log it because, you know, before, by the time you've discovered something it's too late, so you really need a combined solution for multi-factor authentication to really take it to that next level. >>Absolutely. Right. Once you've detected it, it's too late. And I mean, with ransomware as a service, cyber criminals are getting so much more sophisticated and also more brazen. There's so much money in it that the security front is, is I think even more interesting now than it's ever been. Talk to me about some joint customers and how you've helped them together with AWS with micro-focus achieve some of those key outcomes that you were talking about earlier. Well, I think >>Obviously with AWS as a platform has quite over a technology solutions going in, what we often find with our customers is a lots of, um, they're coming from an existing on-prem solution. So they need that hybrid model. So as part of taking that forward, been able to have that integrated solution that allows them to work both on-prem and as part of the cloud, most of it all being hooked up now, even that from even down to the, uh, as they're developing the applications now to do static code analysis, to help those applications be more secure with things like 40 pound demand, as well as integrating internet security platform for multifactor. So I think as you know, it's a combination of Brunel to bridge between all the different technologies, but have one single view of mail to protect the whole real estate, multiple layers for both external and internal threat. So that's, that's the other thing you also need to take into and can be able to protect all, all layers multi-layered approach. >>Absolutely. But you're right. The internal threats is something that we don't talk about as much, but that is obviously a substantial problem for organizations and most, if not any industries to be, to talk to me a little bit about, let's kind of get into the, the responsibilities that you have a little bit more in there. You've got responsibility for multiple solutions segments at AWS. You told me before we went live, you have 50 meetings this week. My goodness. And since day one, it taught all good. It's fun, fun. It is. Talk to me about AWS approach to partnering. What does it look like? What are some of the things that you think are really critical components? Yeah. >>So as you may have heard, we always start with the, at Amazon and AWS, we start with the customer. We work backwards when we are relaunching our products, our programs or services, you really go and ask the customers, what do you want us to develop? Where do you want us to focus the resources? It takes a lot of discipline to do that, but it's something that where we really want to walk the talk and we use the same approach with our partners when we started to work with micro-focus, we really kind of want to make sure that what we are working on together is what customers want, because we firmly believe that once you lay that foundation of that solution, you can scale your business a lot more quicker. Your story is a lot more simple and the customers are going to find a lot of value in what you are doing together. So it's really all about the customer for us. It is >>Absolutely critical, right? That's the whole point that the whole reason that we're here now, talk to me a little bit about maybe some cultural alignment with AWS, that customer first customer obsession. It sounds like at Microfocus, very similar. >>Absolutely. I mean, the way that we always think about how we're building our products, it's all around customer centric innovation. So that aspect of trying to make sure that we can solve what the business, understanding what the customers are trying to do to then help develop, to deliver solutions that meet that and that combination of a, the way that we look at it from that infrastructure modernization and the range of technologies that are available and that relentless focus on making customer successful is so key. But we have to make sure that that collaboration works together to make sure that the solutions align and we're helping customers get there together >>In your customer conversations. I imagine they've changed quite a bit during the pandemic with so many things being escalated to the C-suite to the board. How have your, how important is that cultural alignment between AWS and Microfocus from your customer's perspective? Is it something that comes up fairly often? Well, >>It's, it's a, I think it, when you actually get a mismatching culture, it's more obvious. So don't think that necessarily people are looking for it to say, I need organizations, but if you're not thinking the same way, you're not behaving the same way and actually partnering. I think that partnering part of it is really important because you're both working together to come up with that desired outcome. So I think it's more, more obvious when it isn't a good match as opposed to what it looking for that particular site. But I think that's a really key aspect in the sense of working together to help that customer be successful. >>Right? That's a great point that you bring up, but it's probably more obvious when it isn't working than when it's beautifully aligned, falling into place and really focused on that customer. So what are some of the things that attendees can, can feel and see and learn at the micro-focus booth at this year's reinvent nail, >>As well as obviously the key Roundup application modernization, where we're looking at the mainframe modernization on the site, we've got the full range of the Microsoft booth in terms of cyber resilience, as well as our, uh, item, my top, uh, it operations management or ADM portfolios. So we've got a lot of technologies which we can learn about in the booth interactive as well as all by experts to understand how we can do all these things and work together as part of the AWS platform to be able to deliver those solutions. >>Excellent. I'm sure there will be plethora of, of knowledge shared at the booth there. Last question, Neil, for you, talk to me about the vision going forward with the partnership. What are some of the things that you're looking forward to as we end 2021 and go into hopefully what is a better year, 2022? >>You know, one of the key things, you know, especially range, no one might, my passionate areas is helping our customers really look in terms of building the platform of the future. We can help solve their customer the problems today, but we're really trying to create that innovation platform to going through. So again, that combination of the technologies that we can bring to help our customers and the breadth and the investment that AWS continue making in the platform, those two combinations really helps us help our customers, not just solve today's problems, who really move into the forward to be the platform for innovation for the next decade. >>And that's really critical that that future ready state that is so undefined most of the time, I mean, none of us saw the pandemic coming, all right. That was a complete shock, but to be able to partner together, to help your customers really set up the foundation to be innovative as things happen that we can't even predict is really critical. So congratulations on your 400 customer wins your eight digit ARR. That's fantastic. Yes, we thank you so much for joining us on the queue, talking about the Microfocus AWS partnership and all of the successes that you guys have had. Great job. And I hope that you have cough drops and a lot of water this week. Sabina. I hope you do too guys. Thanks for joining me. Pleasure for my is I'm Lisa Martin. You're watching the cube, the global leader in live tech coverage.

>>I'm really glad to have you with us today, john, I know you stepped out of vacation so thanks very much for joining us. >>No, it's great to be joining you from Hawaii and I love the partnership with H. P. E. And the way you're reinventing an industry, >>well, you've always excelled john at catching market transitions and there are so many transitions and paradigm shifts happening in the market and text specifically right now as you see, companies rush to accelerate their transformation. What do you see as the keys to success? >>Well, I, I think you're seeing actually an acceleration following the covid challenges that always faced and I wasn't sure that would happen. It's, it's probably at three times the paces before. There was a discussion point about how quickly the companies need to go digital. Uh, that's no longer discussion point. Almost all companies are moving with tremendous speed on digital and its ability as the cloud moves to the edge with compute and security uh, at the edge and how you deliver these services to where the majority of applications uh reside are going to determine. I think the future of the next generation company leadership and it's the area that Neil we're working together on in many, many ways. So I think it's about innovation. It's about the cloud moving to the edge and an architectural play with silicon to speed up that innovation. >>Yes, we certainly see the our customers of all sizes trying to accelerate what's next and get that digital transformation moving even faster as a result of the environment the world living in. And we're finding that workload focus is really key customers and all kinds of different scales are having to adapt and support the remote workforces with beady eye. And as you say, john they're having to deal with the deployment of workloads at the edge, with so much data getting generated at the edge and being acted upon on the edge. The analytics and the infrastructure to manage that as these processes get digitized and automated is so important for so many workflows. We really believe that the choice of infrastructure partner that underpins those transformations really matters. A partner that can help create the financial capacity that can help optimize your environments and enable our customers to focus on supporting their business are all super key to success. And you mentioned that in the last year there's been a lot of rapid course correction for all of us, a demand for velocity and the ability to deployed resources. That scale is more and more needed, maybe more than ever. What are you hearing customers looking for as they are rolling out their digital transformation efforts? >>Well, I think they're being realistic that they're going to have to move a lot faster than before and they're also realistic on core versus context. Their their their core capability is not the technology themselves, it's how to deploy it and there were looking for partners that can help bring them there together, but there can also innovate. And very often the leaders who might have been a leader in a prior generation may not be on this next move. Hence the opportunity for HP and startups like Monsanto to work together as the cloud moves to the edge and perhaps really balanced or even challenge some of the big, big incumbents in this category as well as partners uniquely with our joint customers on how do we achieve their business goals? Tell me a little bit more about how you move from this being a technology position in for a J e to literally helping your customers achieve their outcomes they want and and how are you changing hb in that way? >>Well, I think when you consider these transformations the infrastructure that you choose to underpin, it is incredibly critical. Our customers need a software defined management plane that enables them to automate so much of their infrastructure. They need to be able to take faster action where the data is and to do all of this in a cloud like experience where they can deliver their infrastructure as code anywhere from exa scale through the enterprise data center to the edge. And really critically, they have to be able to do this securely, which becomes an ever increasing challenge and doing it at the right economics relative to the alternatives. And part of the right economics, of course includes adopting the best practices from web scale architectures and bringing them to the heart of the enterprise. And in our partnership with Pensando, we're working to enable these new ideas of Web scale architecture and fleet management for the enterprise at scale. >>You know, what is fun is HP has an unusual talent from the very beginning Silicon Valley of working together with others and creating a win win innovation approach. If you watch what your team has been able to do. And I want to say this for everybody listening, you work with startups better than any other company I've seen in terms of how you do win win together and pennsylvania is just the example of that. Uh this startup, which by the way, is the ninth time I have done with this team, a new generation of products and we're designing that together with H. P. E. In terms of as the cloud moves to the edge, how do we get the leverage out of that and produce results for your customers on this? Uh, to give the audience appeal for it. You're talking with Manzano alone in terms of the efficiency versus an amazon amazon web services of an order of magnitude. I'm not talking 100% grader, I'm talking 10 X grader and things went through, Put number of connections, you do the jitter capability, etcetera. And it talks how to companies uniquely who believe in innovation and trust with each other and have very similar cultures can work uniquely together on it. How do you bring that to life with an H. B? How do you get your company to really say that's harvest the advantages of your ecosystem in your advantages of startups? >>Well, you say more and more companies are faced with these challenges of hitting the right economics for the infrastructure. And we see many enterprises of various sizes trying to come to terms with infrastructures that look a lot more like a service provider that require that software defined management plane and the automation to deploy at scale. And with the world we're doing with Pensando, the benefits that we bring in terms of the observe ability and the telemetry and the encryption and the distributed network functions. But also a security architecture that enables that efficiency on the individual nodes is just so key to building a competitive architecture moving forwards for an on prem private cloud or internal service provider operation. And we're really excited about the work we've done to bring that technology across our portfolio and bring that to our customers so that they can achieve those kind of economics and capabilities and go focus on their own transformations rather than building and running the infrastructure themselves. Artisanal e and having to deal with integrating all of that great technology themselves >>makes tremendous sense. You know, Neil you and I work on a board together etcetera. I've watched your summarization skills and I always like to ask a question after you do a quick summary like this, what are the three or four takeaways we would like for the audience to get out of our conversation? >>Well, that's a great question. Thanks john we believe that customers need a trusted partner to work through these digital transformations that are facing them and confront the challenge of the time that the covid crisis has taken away. As you set out front, every organizations having to transform and transform more quickly and more digitally. I'm working with a trusted partner with the expertise that only comes from decades of experience is a key enabler for that, a partner with the ability to create the financial capacity to transform the workload expertise to get more from the infrastructure and optimize the environment so that you can focus on your own business, a partner that can deliver the systems and the security and the automation that makes it easily deployable and manageable anywhere you need them at any scale, whether the edge, the enterprise data center or all the way up to exa scale in high performance computing and can do that all as a service as we can at H P E through H PE Green Lake enabling our customers most critical workloads. It's critical that all of that is underpinned by an A I powered, digitally enabled service experience so that our customers can get on with their transformation and running their business instead of dealing with their infrastructure. And really only H PE can provide this combination of capabilities and we're excited and committed to helping our customers accelerate what's next for their businesses >>Neil. It's fun. I love being your partner and your wingman or values and cultures are so similar. Thanks for letting me be a part of this discussion today. >>Thanks for being with us, john, it was great avenue here. >>Oh, his friends were like.

(bright upbeat music) >> Hi well, this is Dave Vellante. We're digging deeper into the world of database. You know, there are a lot of ways to skin a cat and different vendors take different approaches and we're reaching out to the technologists to get their perspective on the major trends that they're seeing in the market, 'cause we want to understand the different ways in which you can solve problems. So look, if you have thoughts and the technical chops on this topic, I'd love to interview you. Just ping me at at DVellante, on Twitter, a lot of ways to get ahold of me. Anyway, we recently spoke with Andrew Mendelsohn, who is Oracle's EVP and he's responsible for database server technologies. And we talked a lot about Oracle's ADW, Autonomous Data Warehouse. And we looked at the cloud database strategy that Oracle is taking and the company's plans and how they're different maybe from other solutions in the marketplace, but I wanted to dig deeper. And so today we have two members of Mendelsohn's team on The Cube, and we're going to probe a little bit. George Lumpkin, is the Vice President of Autonomous Data Warehouse. And Neil Mendelson is the VP of Modern Data Warehouse, that business for Oracle. They're both 20-year veterans of Oracle. When I reached out to Steve Savannah, who's a colleague of mine for many years, he's always telling me how great Oracle is relative to the competition. So I said, okay, come on The Cube and talk about this, give me your best people. And he said, whatever these two don't know about cloud data warehouse, it isn't worth knowing anyway. So with that said gentlemen, welcome to The Cube. Thanks so much for coming on. >> Thank you. >> Hey, glad to be here. >> So George, let's start with you. And maybe we could recap for some of the viewers who might not be familiar with the interview that I did with Andy. In your words, what exactly is an Autonomous Data Warehouse? Is this cloud native? Is it an Oracle buzzword? What is it? >> Well, I mean, Autonomous Data Warehouse is Oracle's cloud data warehouse. It's a service that built to allow business users to get more value from their data. That's what the cloud data warehouse market is. Autonomous Data Warehouse is absolutely cloud native. This is a huge misconception that people might have when they first sort of hear about something, this service because they think this is a Oracle database, right? Oracle makes databases. This is the same old database I knew from 10 years ago. And that's absolutely not true. We built a cloud native service or data warehousing built it with cloud features. You know, if your understanding of the cloud data warehouse market is based upon how you thought things look 10 years ago, like Snowflake wouldn't have even existed, right? You can't base your understanding of Oracle based upon that. We have a modern service that's highly elastic, provides cloud capabilities like online patching and it's fully autonomous. It's really built the business users so they don't need to worry about administering their database. >> So I want to come back and actually ask you some questions about that, but let me follow up and talk about some of the evolution of the ADW. And where did you start? I think it was 2018, maybe where you came from, where you are today, maybe you can take us through the technological progression and maybe the path you took to get here. >> And so 2018, was when we released the service and made generally available, but of course, you know we started much earlier than that. And this was started within my product management team, and other organization. So we really sat down with a blank sheet of paper and we said, what should the data warehouse in the cloud look like? You know, let's put aside everything that Oracle does for its on-prem customers and think about how the cloud should be different. And the first thing that we said was, well, you know, if Oracle writes the database software, and Oracle builds its own hardware, and Oracle has created its own cloud, why do we need customers to manage a database? And that's where the idea of autonomous database came from. That Oracle is managing the entire ecosystem. And therefore we built a database that we believe it's far and away the simplest to use simplest data warehouse in the market. And that's been our focus since we started with 2018. And that continues to be our focus, looking at more ways that we can make an Autonomous Data Warehouse as simpler and easier for business users to get more value out of their data. >> Awesome, one more question. And actually Neil, you might want to chime in on this as well. So just from a technical perspective, you know forget the marketing claims and all the BS. How do you compare ADW to the so-called born in the cloud data warehouses? You mentioned Snowflake, you know Redshift, is Redshift born in the cloud. Well, it was par XL but Amazon's done some good work around Redshift. I think big query is maybe probably a better example 'cause it was, you know, like Snowflake started in the cloud but how do you compare ADW to some of these other so-called born in the cloud data warehouses? >> I think part of this, you mentioned Redshift wasn't important in the cloud. It was, you know, a code base taken from a prior company that was on-premise company. So they adapted it to the cloud, right? And you know, we have done, as George said, much of the same, which is, you know, our starting point was not you know another company's code base, but our starting point was our own code base. But as George said, it's less about the starting point and it's more about where you envision the end point, right? Which is that, you know, whatever your starting point is, I think we have a fundamental different view of the endpoint. Amazon talks about how they're literally built for you know, a cloud built for developers, right? You know, builders, right? And you know Oracle wasn't first in the infrastructure business, we entered through applications business. And all of a sudden, you know we began taking on 100s of 1000s and 100s of even more customers that were SAS customers. Underneath was the database and all the infrastructure. One of the things that we took away from that was that we couldn't possibly hire enough people DBA, to manage all the infrastructure below our applications customers. So one of the things that influenced this is that, you know customers expect SAS applications to just take care of themselves, right? So we had to essentially modify the infrastructure to allow it to do so as well, right? And we're bringing that capability to those people who, you know, may or may not have an application, but their interest is, you know more of this self-service agility type of aspect. >> So it seems to me and Georgia was sort of alluding to this before. I mean, when you mentioned Snowflake a couple of times, and then Neil, something you just said, I'm going to pick up on is you've been around for a long time. And you know, when I talked to the Snowflake people, they know Oracle, a lot of them came from Oracle. They understand I think how you can't just build Oracle overnight and build in the capabilities that Oracle has and the recovery. And you talk to customers and you know you are the gold standard of, you know especially mission critical databases, so I get that. But now you just sort of hit on it, is it takes a lot of people and skill to run the database. So that's the problem that you're saying you were attacking, is that, am I getting that right? >> Right, right, so the people that you talked about who originally built Snowflake came from Oracle, but they came from Oracle more than a decade ago. So their context is over a decade old, right? In the meantime, we've been busy, you know building a economies and many other capabilities, right? Their view of Oracle is that view that was back more than 10 years ago, right? They're still adding capability. So a really good example of this illustration is Oracle as you said, it's the most capable system that's out there and has been for many years. We've been focusing on how do we simplify that and how do we use machine learning embedded within the system itself? Because core to the concept of autonomous is that inside, is this machine learning system that's continually improving, right? That's the whole notion. Where in Snowflakes case, they're still adding functionality. Last year, they added masking which you know functionality they didn't have, but when they added the capability, they added it without, you know, the ability for a business user to actually take advantage of it. There's no capability for a business user to actually find the information that needs to be masked. And then after the information is found, you require a technical person to actually implement the mask. In Oracle's case, we've had masking and those capabilities for a long time, our focus was to be able to provide a simple tool that a business user can use that doesn't need technical or security experience. Find the data that needs to be masked PII data, and then hit a button and have it masked for you. So, you know, they're still, you know, without this notion of a strategy to move toward the system to heal itself and to manage itself, they're just going to continue. As they continue to add more capability, they will in turn add more complexity. What we're trying to do is take complexity out while others are adding it in, its an ironic twist. >> It is an ironic twist. It is interesting to look at it. And I don't want to make this about Snowflake. But I mean, Hey, I like what they're doing. I like them. I know the management, they're growing like crazy and you know and the customers tell me, hey, this is really simple. And it's simple by design. I mean, to your point over time it's going to get, you know, more and more complex. I was talking to Andy, I think it was Andy. He was saying, you know, they've got the different sizes you've got to shape some, you know, they call it t-shirt sizes. And I was like, okay, I got a small, I got a medium and a large, maybe that's okay. But you guys would say, we give more granular you know, a scaling, I guess is the point there, right? I mean George, I don't know if you can comment on that. It just a different strategy. You've got a company that was founded well, I guess, 2015 versus one that was founded in 1977. So you would think the latter has, you know way more function than the former, but George, anything you'd add to this conversation? >> Yeah, I mean, I'm always amazed that there are these database systems that are perceived as cloud native and they do things like sell you database sizes by t-shirt sizes, as you described. I mean, if you look at Snowflake, it's small, medium, large extra large too extra large, but they're all factors of two. You're getting a size of your database of two, four, eight, six, 32, et cetera. Or if you look at AWS Redshift, you're buying your database by the nodes. You say, how many nodes do you want? And in both those cases, this is a cloud native. This is saying we have some hardware underneath our database and we need you, Mr. Customer, to tell us how many servers you want. That's not the way the clouds should work, right? And I think this is one of the things that we did with Autonomous Data Warehouse. We said, no, that's not how the rules should work. We still run our database on hardware, we still have nodes and servers. We should tell the customer, how many CPU's you would like for your data warehouse? You want 16? Sounds good. You want 18? Yeah, we can give you 18. We're not, you know, we're not selling these to you in bundles of eight or bundles of six or powers of two. We'll sell you what you need. That's what cloud elasticity should be. Not this idea that oh, we are a database that should be managed by IT. IT already knows about servers and nodes. Therefore it's okay if we tell people your cloud data warehouse runs on nodes. Within Oracle as Neil said, we wouldn't. The data warehouse should be used by the people who want to actually analyze their data, should be used by the business users. >> Well, and so the other piece of cloud native that has become popular, is this idea of separating compute from storage and being able to scale those two independent of each other which is pretty important, right? Because you don't want to have to pay for a chunk of compute if you don't need the storage and vice versa. Maybe you could talk about that, how you solve that problem, to the extent that you solve that problem. >> Absolutely, we do separate compute print storage with Autonomous Data Warehouse. When you come in and you say, I need 10 CPU's for my data warehouse and I need two terabytes of storage. Those are two dependent decisions that you make. So they're not tied together in any way. And, you are exactly right, Dave, this is how things should work in the cloud. You should pay for what you need, pay for what you use, not be constrained by having big sets of storage you have to use for a given amount CPU or vice versa. >> Okay, go ahead Neil, please. >> Oh, just to add on to that, you know, the other aspect that comes into play is that, you know, so your starting point is X, whatever that happens to be. Over time that changes. And we all know that workloads vary right throughout the day throughout the month, throughout the year by various events that occur maybe the close of the year, close of business at the end of the quarter, it maybe you know, holiday season for retailers and so forth. So, you know, it's not only the starting point, but how do you actually manage the growth, right? scaling up and scaling down, right? In our case, we tried, as George said, we abstracted that completely for the customer basically said check a box, which has auto scale. So, if the system is required more resources, will apply more resources. And we do so instantaneously without any downtime whatsoever, right? Because you know, again, you know, people think in terms of these systems have now become business critical. So if the business critical, you can't just shut down to expand. Imagine during the holiday season is your business is ramping up. And then all of a sudden you have to scale, right? And your system either shuts down, reboots itself, right? Or it slows down to the point that it's a crawl and all your customers get frustrated. We don't do that. You click a button, auto scale and we take care of it for you smoothing out those lumps, right? Without any technical assistance. And again, if you look at Redshift, you look at all these various systems, they require technical assistance to be able to figure out not only your initial data, but how you scale out over time. >> Interesting, okay. So all is said, you know, a lot of companies are using Azure, AWS Google for infrastructure, why would these customers not just use their database? Why would they switch to Oracle or ADW? >> Well, I think Neil will probably add something. I want to start by saying a huge number of our existing Autonomous Data Warehouse customers today are customers of AWS and Azure. They are pulling data from AWS and Azure and bringing it into an Oracle Autonomous Data Warehouse. And we built feature Joe, I focused on product managers. We feel featured for that. And so it's perfectly viable and it it's almost commonplace, that the very largest enterprises to be doing that. But then coming to the question of why would they want to do it? I don't know, Neil, you want to take that? >> Yeah, yeah, so one of the things that we've really see emerge here is you know, a data warehouse doesn't generate the transactions on itself, right? So the data has to come from somewhere, right? And you ask yourself, well, where does the data come from? Well, in a lot of cases, that data is coming from applications and increasingly SAS applications that the company has deployed. And those are, you know, HR applications, you know, CRM applications, you know ERP applications and many vertical applications. In Oracle's case, what we've done is we say, okay, well, we have the application, this transactional thing, we have the infrastructure from the economist data warehouse, why don't we just make it really, really easy? And if you're an Oracle applications customer, that's already running on the Oracle cloud, we will essentially provide you the ability to create a data warehouse from that information, right? With a clicker, with largely either with a product and service or quick start kit. You don't start from scratch, you start from where you are. And there are many cases that where you are has data, very much as George mentioned before telcos, banks, insurance companies, governments, all of the data that they want to analyze, a lot of that data guess where it's coming from, it's coming from Oracle applications. So it makes sense to be able to have both the data that's generated and the data that's being analyzed close to the same place. Because at the end of the day, the payoff pitch for any form of analysis is not coming up with an insight, oh, I realized X, Y, Z, but it's rather putting the insight directly into production. And that's where, when you have this stuff spread all over God's greener trying to go from insight into action can take months, if not years. The reason that a lot of customers are now turning to us is that they need to be much more agile and they need to be able to turn that insight into action immediately without it being a science project. >> Okay, thank you for that. So let's tick them off. Like what are the top things that customers can get from Oracle Autonomous Data Warehouse, that they couldn't get from say a Snowflake or Redshift or Big query or SQL server or something yet. I appreciate you guys' willingness to talk about the competition. Let's tick them off. What are the most important things that we should know about that they can't get elsewhere? >> So first, I mean, we already talked about a couple of what we think are really the major themes of Autonomous Data Warehouse. The services is autonomous. You don't need to worry about managing it, anyone can manage the data warehouse. The service is elastic. You can buy and pay for what you use. You know, those are just what we think of as being the general characteristics of Autonomous Data Warehouse. But you know, when you come to your question of, hey, what do we give that other vendors don't provide? And I think the one angle that Autonomous Data Warehouse does a really good job is and Neil was just discussing this, it focuses on the business problems, right? We have years and years of experience with not just database security, but data security, right? You know, every cloud vendor can say, oh we encrypt all your data, we have these compliance certifications, all of these things. And what they're saying is, we are securing your database, we are securing your database infrastructure. At Oracle of course has to do those as well. But where we go further, is we say, hey, no, no, no, no, no, we know what business users want. They want to secure their data. What kind of data am I storing? Do I have PII data? Could you detect whether there's PII data and tell me about it in case some user loaded something that I wasn't aware of? What kind of privileges did I give my users? Can you make sure that those privileges are right? And can you tell me if users were given privileges that they're not using maybe I need to take them away. These are the problems that Oracle's tackled in security over the last 20 years. It's really more about the business problem. Yeah, some other, oh, go ahead. >> Oh, I'm sorry, I got so many questions for you guys. We'll get back to that 'cause it sounds like there's a long list. (laughs) >> We have nowhere to go.(laughs) I want to pick up with George on something you said about elasticity. Is it true pay by the drink? Do you have a consumption pricing? I mean, can I dial it up and dial it down whenever I want? How does that work? >> Yes, I mean not to be too many technical details, but you say, I want 14 CPU's that's what your database runs at. You can change that default number anytime you want online, right? You can say, okay, I'm coming up on my quarter end, I'm going to raise my database 20 CPU. We just do it on the ply. We just adjust the size--- >> What about the other way? What about coming down? Can I go down to one? >> You go down, you can go down to one--- >> And you're not going to charge me for 14 if I go down to one? >> No, if you set it down to one, you get charged for one, right? >> Okay, that's good, that's good. >> In the background, you know we are also allowing levels of auto scaling. You say, if you say hey, I want to charged for 14 and Oracle, can you take care of all those scaling for me? So if a bunch of people jump on at 5:00 PM, to run some queries, 'cause the executive said, hey, I need a report by tomorrow morning. We'll take care of that for you. We'll let you go beyond 14 and only charge you for exactly what you use for those extra CPU's beyond 14. >> Okay, thank you. Go ahead, Neil. >> And maybe, if we add, you know, Andy talked about this when he was on that show with you last week, right? And you know, he talked about this concept of a converged database, but let me talk about it in the way that we see it from a business point of view, right? You know, business users are looking to, you know ask a variety of questions, right? And those questions need to be able to relate to both you know, the customer themselves, the relationship that the customer might have with others. You know, today we talk about like the social network and who are influencers within that, and then where they actually conduct business. Which is really, you know, in every case, it's on some form of increasingly on a mobile device. So in that case, you want to be able to ask questions, which is not only, you know, who should I focus on, but who are the key influencers within this community, right? That could influence others? And does that happen in a particular place in time? Meaning, you know, let's say pre COVID, it might happen at a coffee shop or somewhere else. We can answer all of those questions and more inside of the autonomous system without having to replicate the data out to one system that does graph and another system that does spatial, a third system that does this. It's like a business user. It's like, wait a minute, come on, you're trying to tell me that I need a separate system and replicate the data just be able to understand location? The answer in many cases is yes, you have to have separate, which a business person says, well, that's absurd. Can't I just do this all in one system? You can with Oracle. >> So look, I'm not trying to be the snarky journalist or analyst here but I want to keep pushing on this issue. So here we are, it's 2021. It's April. We're like a third of the way through the year. And so far, nobody has come out and said, okay, we're going to deliver Autonomous Data Warehouse just like Oracle. So I asked myself, well, why is Oracle doing this? You guys answered, you know, to reduce the labor cost. But I asked myself, is this how they're solving the problem of keeping relevant a database that spans five decades? And you guys said, no, no, this is cloud native born in the cloud, you know started essentially with a new mindset. But is this a trend that others are going to follow? You know, and if so, why haven't we seen it this idea of a self-driving databases? Why is it right now unique to Oracle? What's really going on here? >> So I think there's a really interesting thing that's happening, it's not visible outside of Oracle. It's very visible for those of us who work inside of the development organization. You know, if you look at Oracle, I can tell you bad. I mean, I think it's safe to presume Oracle has the largest database development organization on the planet, right? I mean, it was kind of the largest database or large most used database for the past two decades. And what's happened is we pivoted to building a cloud platform. We're not just building a database, we're taking all of these resources that we have with all these expertise of building database software. We were saying, we now have to build the platform to run and manage the database software in the cloud, right? And it's a little bit like, you know I think to make people relate to it a little better, there was a really good quote from Elon Musk couple of years ago, talking about Tesla. Like everyone looks at the car, right? Tesla, the car is really great. The hard part of this, is building the factory, and that's analogy holds for Oracle. What we're building is the cloud battery. And what we have transitioned is our database development organization is now building as robust a cloud as possible. So that you know, when we increase the number of databases by 10 X, we don't add 10 X, more cloud ops people to manage it. We are ramping up developer building features to automate the management of our cloud infrastructure. And with that automation, we get better ability, less errors, more security. We give benefits to our cloud data warehouse customers with it. And I think this something really important to realize, right? We build database software. We build, you know, an engineered system built for databases called exit data, and we build a cloud platform. And these are really equal tiers in what we are building and developing today in 2021 from Oracle database development organization. >> Well, you mentioned exit data, I want to shift gears here a little bit and talk about we're seeing this hybrid cloud on-premises clouds, they're finally gaining some traction. I got to give props Oracle's cloud of customers really the early to that game. I think it was the first in my view anyway, true same same vision, took you guys a little while to get there but it was the right vision. And the thing I always say about Oracle people don't understand is Oracle invest in R and D, your chairman is also the CTO. You guys are serious about technical investment so you know, that's where innovation comes from. But, and we heard during your recent earnings call, we heard some positive comments on this. So what's your take on delivering autonomous data warehouse on-prem and how do you compare with say Snowflake and AWS in that area? Snowflake, Frank Slootman, I've had him on record saying we're not going to do that halfway house. Forget it, we are always going to be in the cloud. We're never going to do an on-prem installation. AWS, we'll see to date. Yeah, I don't think you can get a Redshift for instance in outposts, but maybe that'll come. But, how do you see that emerging? What's your difference there? Maybe Neil, you could talk about that. >> Yeah, so, you know, I think, you know, customers had a lot of regulated industries, right? Still have concerns about the public cloud. And I think that when you hear statements like, you know, we're never going to do, you know, on-prem. Well, economist cloud at customer, it's not a classic on-prem solution. What it is, it's a piece of our cloud delivered in your data center. It's still the cloud software. Oracle manages it, Oracle, you know, the system itself manages itself and we take care of that responsibility so you don't have to. The differences is that we can make that available in a public cloud as well as in a private cloud, right? And there are so many use cases, you know, that you can imagine from a regulatory point of view, or just from a comfort point of view, where customers are choosing, they want the ability to decide for themselves where to place this stuff as compared to only having one option, right? And you know, you look at a lot of what's happening in the emerging world where, you know, there are a lot of places in the world that may not have, you know, really really high-speed internet connections to make, you know a public cloud feasible. Well, in that case, whether you're talking about, you know an oil rig or you're talking about something else, right? We can put that capability where it needs to be close to the operation that you're talking about, irrespective of the deployment option. >> Well, let me just follow up on that because I think it's interesting that, you know Frank Slootman said that to me, I oftentimes around AWS I say, never say never 'cause they'll surprise you, right? And I've learned that with Andy Jassy, but one of the things that seems difficult for on-prem, would be to separate that compute from storage because you have to actually physically move in resources. I think about Vertica Xeon mode. It's not quite the same, same. So, I mean, in that regard, maybe you're not the same same. And maybe that dogma makes sense for some companies. For Oracle, obviously you've got a huge on-prem state, thoughts on that. >> So, you know, clearly, you know, so typically what we'll do is that we'll provide additional hardware beyond what the customer might expect and that allows them to use the capabilities of expansion, right? We also have the ability to allow the customer to expand from their cloud of customer into the public cloud as well, of which we have a lot of those situations. So we can provide a level of elasticity, even on-premises by over provisioning the systems, well not charging the customer until they use only based on what they consume, right? Combined together with the ability for us to augment their usage in the public cloud as well, right? Where others, again are constraint, right? Because they only have a single option. >> Right, well, you've got the capital resources to do that as well which is not to be overlooked. Okay, I mean, I've blown our time here but you guys are so awesome. (laughs) I appreciate the candor. So last question and George, if you want to throw in a couple of those other tick boxes, you know the differentiators, please feel free, but for both of you, if you can leave customers with the one key point or the top key points on how Oracle Autonomous Data Warehouse can really help them improve their business in the near term, what would they be? Maybe George, you could start and then Neil you bring us home. >> Yeah, I mean, I think that, as I said before, our starting point with Autonomous Data Warehouse, is how can we build a better customer experience in the cloud? And I think, and this continues throughout 2021, and I think that the big theme here is the business users should be able to get value directly from their data warehouses. We talked a few times about how a line of business user should be able to manage their own data, should be able to load their own data warehouse, should be able to start to work with their own data, should be able to run machine learning, model of build machine learning, models against that data and all of that built in, and delivered in Autonomous Data Warehouse. And we think that this is, you know we see our customer organizations large and small, the light bulbs starting to go on how easy the services to use to and how completed it is for helping business users get value from their data. And just adding onto what George said, you know, the development organization has done a tremendous job of really simplifying this cooperation. What we also tried to do that on the business side. You know, when a customer has an on-prem situation, they're looking at moving to the cloud, whether lift and shift or modernized, they're looking at costs, they're looking at risk and they're looking at time. So one of the things we look at is how do we mitigate that? How do we mitigate the cost, the risk and the time? Well, this week, I think we announced our new cloud lift program and the cloud lift program is what Oracle will provide to its cloud engineering resources around the world is that we will do, we will take the cost, the risk and the time out of the equation and Oracle will work directly with the customer or the customer's partner of choice, maybe an Accenture or Deloitte, and we will move them, right? You know, at little or no cost, most cases there's no cost whatsoever, right? We mitigate the risk because we're taking the risk on. And we've built a lot of automated tools to make that go very quickly, right? And securely, and then finally, we do it in a very very short amount of time as compared to what you would need to do with, you know 'cause there is no Redshift on-premises. There is no Snowflake on-premises. You have to convert from what you already have to that, right? And, but the company beyond the technological barriers that George talked about were also trying to smooth the operation so that a business itself can make a decision that not only did they not need the technical people to operate it, they won't need an entire consulting contract with millions of dollars in order to actually do the movement to the cloud. >> Well, guys, I really appreciate you coming on the program and again, your candor to speak openly about you know, your approach, the competitors. And so it's great having you, really really thank you for, for your time. >> Appreciate it. >> And thank you for watching everybody. Look, if you guys want to come back, go toe to toe with these guys, say the word you're always welcome to come on The Cube. One thing for sure, Oracle are serious, when it comes to database. Thank you for watching. This is Dave Vellante. We'll see you next time. (bright music)

>>Okay, >>welcome to Accelerating next. Thank you so much for joining us today. We have a great program. We're gonna talk tech with experts, will be diving into the changing economics of our industry and how to think about the next phase of your digital transformation. Now. Very importantly, we're also going to talk about how to optimize workloads from edge to excess scale with full security and automation all coming to you as a service. And with me to kick things off as Neil Mcdonald, who's the GM of compute at HP NEAL. Always a pleasure. Great to have you on. >>It's great to see you dad >>now, of course, when we spoke a year ago, we had hoped by this time we'd be face to face. But here we are again, you know, this pandemic, It's obviously affected businesses and people in so many ways that we could never have imagined. But the reality is in reality, tech companies have literally saved the day. Let's start off, how is HPV contributing to helping your customers navigate through things that are so rapidly shifting in the marketplace, >>although it's nice to be speaking to you again and I look forward to being able to do this in person. At some >>point. The >>pandemic has really accelerated the need for transformation and businesses of all sizes. More than three quarters of C. I. O. S. Report that the crisis has forced them to accelerate their strategic agendas, organizations that were ready transforming or having to transform faster and organizations that weren't on that journey yet are having to rapidly develop and execute a plan to adapt to this new reality. Our customers are on this journey and they need a partner for not just the computer technology but also the expertise and economics that they need for that digital transformation. And for us this is all about unmatched optimization for workloads from the edge to the enterprise to extra scale With 360° security and the intelligent automation all available in that as a service experience. >>Well, you know, as you well know, it's a challenge to manage through any transformation, let alone having to set up remote workers overnight, securing them, re setting budget priorities. What are some of the barriers that you see customers are working hard to overcome? >>Simply put the organizations that we talk with our challenged in three areas. They need the financial capacity to actually execute a transformation. They need the access to the resource and the expertise needed to successfully deliver on a transformation. And they have to find the way to match their investments with the revenues for the new services that they're putting in place to service their customers in this environment. >>You know, we have a data partner E. T. R. Enterprise Technology Research and the spending data that we see from them is it's quite dramatic. I mean last year we saw a contraction of roughly 5% of in terms of I. T. Spending budgets etcetera. And this year we're seeing a pretty significant rebound. Maybe a 67% growth ranges is the prediction. The challenge we see his organizations have to they got to iterate on that. I call it the forced march to digital transformation and yet they also have to balance their investments. For example that the corporate headquarters which have kind of been neglected. Is there any help in sight for the customers that are trying to reduce their spending and also take advantage of their investment capacity? >>I think you're right. Many businesses are understandably reluctant to loosen the purse strings right now given all of the uncertainty. And often a digital transformation is viewed as a massive upfront investment that will pay off in the long term, and that can be a real challenge in an environment like this, but it doesn't need to be uh, we work through HP financial services to help our customers create the investment capacity to accelerate the transformation, often by leveraging assets they already have and helping them monetize them in order to free up the capacity to accelerate what's next for their infrastructure and for the business. >>So can we drill into that? I would wonder if you could add some specifics. I mean, how do you ensure a successful outcome? What are you really paying attention to as those sort of markers for success? >>Well, when you think about the journey that an organization is going through, it's tough to be able to run the business and transform at the same time and one of the constraints is having the people with enough bandwidth and enough expertise to be able to do both. So we're addressing that in two ways for our customers. One is by helping them confidently deploy new solutions which we have engineered, leveraging decades of expertise and experience in engineering to deliver those workload optimized portfolios that take the risk and the complexity out of assembling some of these solutions and give them a prepackaged validated supported solution intact that simplifies that work for them. But in other cases we can enhance our customers bandwidth by bringing them HP point Next experts with all of the capabilities we have to help them plan, deliver and support these I. T. Projects and transformations. Organizations can get on a faster track of modernization, getting greater insight and control as they do it. We're a trusted partner to get the most for a business that's on this journey in making these critical computer investments to underpin the transformations and whether that's planning to optimizing to save for retirement at the end of life. We can bring that expertise to bear to help amplify what our customers already have in house and help them accelerate and succeed in executing these transformations. >>Thank you for that. Let's let's talk about some of the other changes that customers see him in the cloud is obviously forced customers and their suppliers to really rethink how technology is packaged, how it's consumed, how it's priced. I mean there's no doubt in that. So take Green Lake, it's obviously leading example of a pay as you scale infrastructure model and it could be applied on prem or hybrid. Can you maybe give us a sense as to where you are today with Green Lake? >>Well, it's really exciting now from our first pay, as you go offering back in 2006, 15 years ago to the introduction of Green Lake. HBs really been paving the way on consumption-based services through innovation and partnership to help meet the exact needs of our customers. Hp Green Lake provides an experience, is the best of both worlds. A simple paper use technology model with the risk management of data that's under our customers direct control and it lets customers shift to everything as a service in order to free up capital and avoid that upfront expense that we talked about. They can do this anywhere at any scale or any size and really HP Greenlee because the cloud that comes to you >>like that. So we've touched a little bit on how customers can maybe overcome some of the barriers to transformation. What about the nature of transformations themselves? I mean historically there was a lot of lip service paid to digital and and there's a lot of complacency, frankly, but you know that covid wrecking ball meme that so well describes that if you're not a digital business, essentially you're gonna be out of business. So, you know, those things have evolved, how is HPV addressed the new requirements? >>Well, the new requirements are really about what customers are trying to achieve. And four very common themes that we see are enabling the productivity of remote workforce. That was never really part of the plan for many organizations being able to develop and deliver new apps and services in order to service customers in a different way or drive new revenue streams, being able to get insights from data so that in these tough times they can optimize their business more thoroughly. And then finally think about the efficiency of an agile hybrid private cloud infrastructure. Especially one that now has to integrate the edge. And we're really thrilled to be helping our customers accelerate all of these and more with HP computer. >>I want to double click on that remote workforce productivity. I mean again the surveys that we see, 46 of the ceo say that productivity improved with the whole work from home remote work trend. And on average those improvements were in the four range which is absolutely enormous. I mean when you think about that how does HP specifically help here? What do you guys do? >>Well every organization in the world has had to adapt to a different style of working and with more remote workers than they had before. And for many organizations that's going to become the new normal. Even post pandemic, many I. T. Shops are not well equipped for the infrastructure to provide that experience because if all your workers are remote the resiliency of that infrastructure, the latency is of that infrastructure, the reliability of are all incredibly important. So we provide comprehensive solutions expertise and as a service options that support that remote work through virtual desktop infrastructure or V. D. I. So that our customers can support that new normal of virtual engagements online everything across industries wherever they are. And that's just one example of many of the workload optimized solutions that we're providing for our customers is about taking out the guesswork and the uncertainty in delivering on these changes that they have to deploy as part of their transformation. And we can deliver that range of workload optimized solutions across all of these different use cases. Because of our broad range of innovation in compute platforms that span from the ruggedized edge to the data center all the way up to exa scale in HPC. >>I mean that's key if you're trying to affect the digital transformation and you don't have to fine tune, you know, basically build your own optimized solutions if I can buy that rather than having to build it and rely on your R and D. You know, that's key. What else is HP doing? You know, to deliver new apps, new services, you your microservices, containers, the whole developer trend, what's going on there? >>Well, that's really key because organizations are all seeking to evolve their mix of business and bring new services and new capabilities, new ways to reach their customers, new way to reach their employees, new ways to interact in their ecosystem all digitally. And that means that development and many organizations of course are embracing container technology to do that today. So with the HP container platform, our customers can realize that agility and efficiency that comes with container ization and use it to provide insight to their data more and more on that data of course is being machine generated or generated the edge or the near edge. And it can be a real challenge to manage that data holistically and not of silos and islands at H. P. S. Moral data fabric speeds the agility and access to data with a unified platform that can span across the data centers, multiple clouds and even the edge. And that enables data analytics that can create insights powering a data driven production oriented cloud enabled analytics and AI available anytime anywhere and at any scale. And it's really exciting to see the kind of impact that that can have in helping businesses optimize their operations in these challenging times. >>You gotta go where the data is and the data is distributed. It's decentralized. I I like the liberal vision and execution there so that all sounds good. But with digital transformation you're gonna see more compute in hybrid deployments. You mentioned edge. So the surface area, it's like the universe its its ever expanding. You mentioned, you know, remote work and work from home before. So I'm curious where are you investing your resources from a cyber security perspective? What can we count on from H P. E there >>Or you can count on continued leadership from hp as the world's most secure industry standard server portfolio. We provide an enhanced and holistic 360° view to security that begins in the manufacturing supply chain and concludes with a safeguarded end of life Decommissioning. And of course we've long set the bar for security with our work on silicon root of trust and we're extending that to the application tier. But in addition to the security customers that are building this modern Khyber or private cloud, including the integration of the Edge need other elements to they need an intelligent software defined control plane so that they can automate their compute fleets from all the way at the edge to the core. And while scale and automation enable efficiency, all private cloud infrastructures are competing with Web scale economics and that's why we're democratizing web scale technologies like Pensando to bring web scale economics and web scale architecture to the private cloud. Our partners are so important in helping us serve our customers needs. >>Yeah. I mean H. P. Is really up to its ecosystem game since the middle of last decade when when you guys reorganized and it became even more partner friendly. So maybe give us a preview of what's coming next in that regard from today's event. >>Well, they were really excited to have HP. Ceo, Antonio Neri speaking with Pat Gelsinger's from Intel and later lisa su from A. M. D. And later I'll have the chance to catch up with john Chambers, the founder and Ceo of J. C. Two ventures to discuss the state of the market today. >>Yeah, I'm jealous. You got, yeah, that's a good interviews coming up, NEal, thanks so much for joining us today on the virtual cube. You've really shared a lot of great insight how HP is is partner with customers. It's, it's always great to catch up with you. Hopefully we can do so face to face, you know, sooner rather than later. >>I look forward to that. And you know, no doubt our world has changed and we're here to help our customers and partners with the technology, the expertise and the economics they need For these digital transformations. And we're going to bring them unmatched workload optimization from the edge to exa scale with that 360° security with the intelligent automation. And we're gonna deliver it all as an as a service experience. We're really excited to be helping our customers accelerate what's next for their businesses. And it's been really great talking with you today about that day. Thanks for having me >>very welcome. It's been super Neil and I actually, you know, I had the opportunity to speak with some of your customers about their digital transformation and the role of that HPV plays there. So let's dive right in. >>Yeah. Mm.

>> Narrator: From around the globe its the Cube, covering HPE Discover Virtual Experience brought to you by HPE. >> Hi everybody this is Dave Vellante and welcome back to the Cube's coverage of HPE's Discover 2020 the Virtual Experience the Cube. The Cube has been virtualized We like to say Am very happy to welcome in Neil McDonalds, he's the General Manager for Compute at HPE. Great to see you again Neil, wish we were face to face, but this will have to do. >> Very well, it's great to see you Dave. Next time we'll do this face to face. >> Next time we have hopefully next year. We'll see how things are going, but I hope you're safe and your family's all good and I say it's good to talk to you, you know we've talked before many times you know, it's interesting just to know the whole parlance in our industry is changing even you know Compute in your title, and no longer do we think about it as just sort of servers or a box you guys are moving to this as a service notion, really it's kind of fundamental or, poignant that we see this really entering this next decade. It's not going to be the same as last decade, is it? >> No, I think our customers are increasingly looking at delivering outcomes to their customers in their lines of business, and Compute can take many forms to do that and it's exciting to see the evolution and the technologies that we're delivering and the consumption models that our customers are increasingly taking advantage of such as GreenLake. >> Yes so Antonio obviously in his Keynote made a big deal in housing previous Keynotes about GreenLake, a lot of themes on you know, the cloud economy and as a service, I wonder if you could share with our audience, you know what are the critical aspects that we should know really around GreenLake? >> Well, GreenLake is growing tremendously for us we have around a thousand customers, delivering infrastructure through the GreenLake offerings and that's backed by 5,000 people in the company around the world who are tuning an optimizing and taking care of that infrastructure for those customers. There's billions of dollars of total contract value under GreenLake right now, and it's accelerating in the current climate because really what GreenLake is all about is flexibility. The flexibility to scale up, to scale down, the ability to pay as you use the infrastructure, which in the current environment, is incredibly helpful for conserving cash and boosting both operational flexibility with the technology, but also financial flexibility, in our customer's operations. The other big advantage of course at GreenLake is it frees up talent most companies are in the world of challenges in freeing up their talent to work on really impactful business transformation initiatives, we've seen in the last couple of quarters, an even greater acceleration of digital transformation work for example and if all of your talent is tied up in managing the existing infrastructure, then that's a drain on your ability to transform and in some industries even survive right now, so GreenLake can help with all of those elements and, with all of the pressure from COVID, it's actually becoming even more consumed, by more and more customers around the world it's- >> Yeah right I mean that definitely ties into the whole as a service conversation as well I mean to your point, you know, digital transformation you know, the last couple of years has really accelerated, but I feel yeah, I feel like in the last 90 days, it's accelerated more than it has in the last three years, because if you weren't digital, you really had no way to do business and as a service has really played into that so I wonder if you could talk about yours as a service, you know, posture and thinking. >> Well you're absolutely right Dave organizations that had not already embarked on a digital transformation, have rapidly learned in our current situation that it's not an optional activity. Those that were already on that path are having to move faster, and those that weren't are having to develop those strategies very rapidly in order to transform their business and to survive. And the really new thing about GreenLake and the other service offerings that we provide in that context is how it can accelerate the deployment. Many companies for example, have had to deal with VDI deployments in order to enable many more of their workforce to be productive when they can't be in the office or in the facility and a solution like GreenLake can really help enable very rapid deployment and build up but not just VDI many other workloads in high performance Compute or in SAP HANA for example, are all areas that we're bringing value to customers through that kind of as a service offering. Yeah, a couple of examples Nokia software is using GreenLake to accelerate their research and development as they drive the leadership and the 5G revolution, and they're doing that at a fraction of the cost of the public cloud. We've got Zanotti, which has built a private cloud for artificial intelligence and HPC is being used to develop the next generation of autonomous software for cars. And finally, we've got also Portion from Arctic who have built a fully managed hybrid cloud environment to accelerate all the application development without having to bear the traditional costs of an over-provisioned complex infrastructure. So all of our customers are relying on that because Compute and Innovation is just at the core of the digital transformations that everybody is embarked on as they modernize their businesses right now and it's exciting to be able to be part of that and to be able to do there, to help. >> So of course in the tech business innovation is the you know the main spring of growth and change, which is constant in our industry and I have a panel this week with Doctor Go talking about swarm learning in AI, and that's some organic innovation that HPE is doing, but as well, you've done some, M&A as well. Recently, you guys announced and we covered it a pretty major investment in Pensando Systems. I wonder if you could talk a little bit about what, that means to the Compute business specifically in, HPE customers generally. >> So that partnership with Pensando was really exciting, and it's great to see the momentum that its building in delivering value to our customers, at the end of the day we've been successful with Pensando in building that momentum in very highly regulated industries and the value that is really intrinsic to Pensando is the simplifying of the network architecture. Traditionally, when you would manage an enterprise network environment, you would create centralized devices for services like load balancing or firewalls and other security functionality and all the traffic in the data center would be going back and forth, tromboning across the infrastructure as you sought to secure your underlying Compute. The beauty of the Pensando technology is that we actually push that functionality all the way out to the edge at the server so whether those servers are in a data center, whether they're in a colocation facility, whether they're on the edge, we can deliver all of that security service that would traditionally be required in centralized expensive, complex, unique devices that were specific to each individual purpose, and essentially make that a software defined set of services running in each node of your infrastructure, which means that as you scale your infrastructure, you don't have a bottleneck. You're just scaling that security capability with the scaling of your computer infrastructure. It takes traffic off your core networks, which gives you some benefits there, but fundamentally it's about a much more scalable, responsive cost-efficient approach to managing the security of the traffic in your networks and securing the Compute end points within your infrastructure. And it's really exciting to see that being picked up, in financial services and healthcare, and other segments that have you know, very high standards, with respect to security and infrastructure management, which is a great complement to the technology from Pensando and the partnership that we have with Pensando and HPE. >> And it's compact too we should share with our audience it's basically a card, that you stick inside of a server correct Neil? >> That's exactly right. Pensando's PCIe card together with HPE servers, puts that security functionality in the server, exactly where your data is being processed and the power of that is several fold, it avoids the tromboning that we talked about back across the whole network every time you've got to go to a centralized security appliance, it eliminates those complex single purpose appliances from the infrastructure, and that of course means that the failure domain is much smaller cause your failure demands a single server, but it also means that as you scale your infrastructure, your security infrastructure scales with the servers. So you have a much simpler network architecture, and as I say, that's being delivered in environments with very high standards for security, which is a really a great endorsement of the Pensando technology and the partnership that HPE and Pensando will have in bringing that technology to market for our customers. >> So if I understand it correctly, the Pensando is qualified for Pro-Lite, Appollo and in Edgelines. My question is, so if I'm one of those customers today, what's in it for me? Are they sort of hopping on this for existing infrastructure, or is it part of, sort of new digital initiatives, I wonder if you could explain. >> So if you were looking to build out infrastructure for the future, then you would ask yourself, why would you continue to carry forward legacy architectures in your network with these very expensive custom appliances for each security function? Why not embrace a software defined approach that pushes that to the edge of your network whether the edge are in course or are actually out on the edge or in your data centers, you can have that security functionality embedded within your Compute infrastructure, taking advantage of Pensandos technologies. >> So obviously things have changed is specifically in the security space, people are talking about this work from home, and this remote access being a permanent or even a quasi-permanent situation. So I wonder if we could talk about the edge and specifically where Aruba fits in the edge, how Pensando compliments. What's HPE's vision with regard to how this evolves and maybe how it's been supercharged with the COVID pandemic. >> So we're very fortunate to have the Aruba intelligent edge technology in the HPE portfolio. And the power of that technology is its focus on the analysis of data and the development of solutions at the site of the data generated. Increasingly the data volumes are such that they're going to have to be dealt with at the edge and given that, you need to be building edge infrastructure that is capable enough and secure enough for that to be the case. And so we've got a great compliment between the, intelligent edge technology within the Aruba portfolio, with all of the incredible management capabilities that are in those platforms combined with technologies like Pensando and our HPE Compute platforms, bring the ability to build a very cohesive, secure, scalable infrastructure that tackles the challenges of having to do this computer at the edge, but still being able to do it in both a secure and easily managed way and that's the power of the combination of Aruba, HPE Compute and Pensando. >> Well, with the expanded threat surface with people working from home organizations are obviously very concerned about compliance, and being able to enforce consistent policies across this sort of new network, so I think what you're talking about is it's very important that you have a cohesive system from a security standpoint you're not just bolting on some solution at the tail end, your comments. >> Well security, always depends on all the links in the chain and one of the most critical links in the chain is the security of the actual Compute itself. And within the HPE compliant platforms, we've done a lot of work to build very differentiated and exclusive capability with our hardware, a Silicon Root of Trust, which is built directly into Silicon. And that enables us to ensure the integrity of the entire boot chain on the security of the platform, drones up in ways that can't be done with some of the other hardware approaches that are prevalent in the industry, and that's actually brought some benefit, in financial terms to our customers because of the certifications that are enabled in the, Cyber Catalyst designations that we've earned for the platforms. >> So we also know from listening to your announcements with Pensando just observing security in general, that this notion of micro-segmentation is very important being able to have increased granularity as opposed to kind of a blob, maybe you could explain why that's important you know, the so what behind micro-segmentation if you will. >> Well it's all about minimizing the threat perimeter on any given device and if you can minimize the vectors through which your infrastructure will interact on the network, then you can provide additional layers of security and that's the power of having your security functionality right down at the edge, because you can have a security processor sitting right in the server and providing great security of the node level you're no longer relying on the network management and getting all of that right and you also have much greater flexibility because you can easily in a software defined environment, push the policies that are relevant for the individual pieces of infrastructure in an automated policy driven way, rather than having to rely on someone in network security, getting the manual configuration of that infrastructure, correct to protect the individual notes. And if you take that kind of approach, and you embed that kind of technology in servers, which are fundamentally robust in terms of security because of the Silicon Root of Trust that we've embedded across our platform portfolio whether that's Pro-line or Synergy or BladeSystem or Edgeline, you get a tremendous combination, as a result of these technologies, and as I mentioned, the being Cyber Catalyst designation is a proof point of that. Last year there we're over 150 security products, put forward for the Sovereign Capitalist designation, and the only a handful were actually awarded I think 17, of which two were HPE Compute and Aruba. And the power of is that many organizations are not having to deal with insurance for Cybersecurity events. And the Catalyst designation can actually lead to lower premiums for the choice of the infrastructure that you've made to such as HPE Compute, has actually enabled you to have a lower cost of insuring your organization against cybersecurity issues, because infrastructure matters and the choice of infrastructure with the right innovation in it is a really critical choice for organizations moving forward in security and in so many other ways. >> Yeah, you mentioned a lot of things there software defined, that's going to enable automation and scale, you talked about the perimeter you know, the perimeter of the traditional moat around the castle that's gone the perimeter, there is no perimeter anymore, it's everywhere so that whole you know, weakest link in the chain and the chain of events. And then the other thing you talked about was the layers you know very important when you're talking to security practitioners you know, building layers in so all of this really is factoring in security in particular, is factoring into customer buying decisions. Isn't it? >> Well security is incredibly important for so many of our customers across many industries. And having the ability to meet those security needs head on is really critical. We've been very successful in leveraging these technologies for many customers in many different industries, you know, one example is we've recently won multiple deals with the Defense Intelligence Systems Agency, who you will imagine have very high standards for security, worth hundreds of millions of dollars of that infrastructure so there's a great endorsement, from the customer set who are taking advantage of these technologies and finding that they deliver great benefits for them in the operational security of their infrastructure. >> Yeah what if I could ask you a question on the edge. I mean, as somebody who is you know, with a company that is really at the heart of technology, and I'm sure you're constantly looking at new companies, M&A you know et cetera, you know inventing tech, but I want to ask you about the architectures for the edge and just in thinking about a lot of data at the edge, not all the data is going to come back to the data center or the cloud, there's going to be a lot of AI influencing going on in real time or near real time. Do you guys see different architectures emerging to support that edge? I mean from a Compute standpoint or is it going to be traditional architectures that support that. >> It's clearly an evolving architectural approach because for the longest time, infrastructure was built with some kind of hub you know, whether or not some data center or in the cloud, around all of the devices at the edge would be essentially calling home, so edge devices historically have been very focused on connectivity on acquisition of data, and then sending that data back for some kind of processing and action at some centralized location. And the reality is that given the amount of data being generated at the edge now given the capability even of the most modern networks, it's simply not possible to be moving those kinds of data volumes all the way back to some remote processing environment, and then communicating a decision for action all the way back up to the edge. First of all, the networks kind of handle the volume data's involved if every device in the world was doing that, and secondly, the latencies are too slow. They're not fast enough in order to be able to take the action needed at the edge. So that means that you have to countenance systems at the edge that are not actually storing data, that are not actually computing upon data, and in a lot of edge systems historically, they would evolve from very proprietary, very vertically integrated systems to Brax PC controller based systems with some form of IP connectivity back to, some central processing environment. And the reality is that if you build your infrastructure that way, you finish up with a very unmanageable fleet, you finish up with a very fragmented, disjointed infrastructure and our perspective is that companies that are going to be successful in the future have to think themselves as an edge to cloud approach. They have to be pursuing this in a way that views, the edge, the data center, and the cloud as part of an integrated continuum, which enables the movement of data when needed you heard about the swarm learning that you talked about with my colleague Doctor Go, where there's a balance of what is computed, where in the infrastructure, and so many other examples, but you need to be able to move Compute to where the data is, and you need to be able to do that efficiently with a unified approach to the architecture. And that's where assets like the HPE Data Fabric come into play, which enable that kind of unification across the different locations of equipment. It also means you need to think differently about the actual building blocks themselves, in a lot of edge environments, if you take a Classic 19 interact mode Compute device, that was originally designed for the data center it's simply not the right kind of infrastructure. So that's why we have offerings like the Edgeline portfolio and the HPE products there, because they're designed to operate in those environments with different environmentals than you find the data center with different interfaces to systems of action and systems of control, than you'd typically find in a data center environment yet still bringing many of the security benefits and the manageability benefits that we've talked about earlier in our conversation today Dave. So it's definitely going to be an evolving, a new architectural approach at the edge, and companies that are thoughtful about their choice of infrastructure, are going to be much more successful than those that take a more incremental approach, and we were excited to be there to help our customers on that journey. >> Yeah Neil it's a very exciting time I mean you know, much of the innovation in the last decade was found inside the data center and in your world a lot of times you know, inside the server itself but what you're describing is this, end-to-end system across the network and that systems view, and then there's going to be a ton of innovation there and we're very excited for you thanks so much for coming on the Cube it was great to see you again. >> It is great to be here and we're just excited to be here to help our customers, and giving them the best volume for the workloads whether that's taking advantage of GreenLake, taking advantage of the innovative security technologies that we've talked about, or being the edge to cloud platform as a service company that can help our customers transform in this distributed world from the edge to the data center to the cloud. Thanks for having me Dave. >> You very welcome, awesome summary and its always good to see you Neil. Thank you for watching everybody this David Vellante, for the Cube our coverage of the HPE Discover 2020 Virtual Experience, will be right back to the short break. (soft upbeat music)

>> Announcer: Live, from San Diego, California it's the Cube, covering CISCO Live US 2019. Brought to you by CISCO and its ecosystem partners. >> Good morning from sunny San Diego. Lisa Martin with Stew Menaman. This is Day three of the Cube's coverage of CISCO Live. You can hear all of the buzz behind us. Day three is just as jammed as days one and two. We're pleased to welcome, for the first time a couple of guests. We've go Muninder Sambi, VP of Product Management, Routing and SD-WAN & Switching and Neil Anderson, Practice Director of Network Solutions, WWT to my right. Gentlemen, welcome to the Cube. >> Thanks, thank you. >> So before we went live, Neil and Muninder, we were talking about the 20 year relationship CISCO WWT, each other's largest partners. As we look at the transformation that CISCO has undergone and all of the transformation of the network, there's so many expectations with 5G, with WiFi six, speed, et cetera, but security. Talk to us about how the relationship has evolved and what you guys are doing together with SD-WAN. >> I think, you know we've definitely had a consultative relationship where we saw the SD-WAN market emerging pretty early, for example. And we immediately talked with our CISCO counterparts, with Muninder and his team about what are the things we're seeing developing in our customer base and how do their products need to evolve to adapt to that? And so I think its been a really good relationship. >> Well actually, I mean it's 20 years of relationship. But we've known Neil for a very long time. And I think the SD-WAN market is evolving so fast, with cloud applications with applications moving to the cloud, with work loads that are changing. Customers expecting a very different branch experience. And Office 365 is an example, that is leading their experience. So much of the innovations that we have done so far has been towards the branch. We have enhanced like multi-layered security. We have enhanced application quality of experience. But recently what we have also announced, is the ability to extend SD-WAN beyond the branch. So, we just announced the secured cloud-scale SD-WAN, where you can now take the same orchestration platform, the same policy that you define. You can extend it from the branch all the way into your core location into the cloud. And this architecture that we talked about, could not have been done with the partnership with WWT. >> Yeah, that's absolutely what we're seeing in our customer base. As customers are adopting the public cloud more, adopting SaaS applications more in the cloud, there's a real need to extend the WAN fabric out to the cloud. And that's, historically its been more of a branch-to-branch, branch-to-headquarters technology, but we're really seeing that as branch-to-cloud is becoming almost the core part of the conversation for SD-WAN now. >> Yeah, Neil, wondering if you could expand on that a little bit for us. Give us that customer viewpoint because, you know for a bunch of years it was like well, SD-fying everything out there, what does that really mean? WAN's always been a complicated space. And it, what I've heard the last couple years, is SD-WAN is one of the critical components of customers when they do multi-cloud. But what I've heard a lot this week is more than just some of that networking piece, there's a lot of security aspects of it and there's a lot nuance and other features that are coming into the SD-WAN portfolio. >> Yeah and that's absolutely what we're seeing as customers are, you know, they need to find that comfort level I need to extend my connectivity out to the cloud, but how do I do that in a secure way? And SD-WAN makes it just very, very easy to do that. Whereas before it was tougher to manage. But with SD-WAN, especially with the CISCO V-Managed portfolio, being able to manage my security out there as well as the SD-WAN productivity. It just makes it easier for customers to finally extend their fabric out to the cloud. >> And we've also given choices. Traditionally, customers would have implemented security and WAN, they come together in the branch. But many customers are looking at regional hubs. You know, regional hubs where they can now have best-in-breed, the SD-WAN stack with security. Stitch it with other L4, L7 services. And we can offer this as a cookie-cutter part-type approach that they can buy. Or they can actually go and get it procured from WTT. >> So, walk us through, Muninder we'll start with you, for customers that have really nailed the branch from the networking perspective, but now you're offering this capability beyond the branch. What is that network transformation extension process like for customers to go through? >> What does, sorry I didn't hear the end part. >> Oh sorry, it's loud in here. What is that process for a customer who's got phenomenal networking within their branch, to now work with CISCO and WWT to go beyond the branch. What's that upgrade process like? >> So, the first process would be obviously getting with our partners, with our many services partners, getting your SD-WAN infrastructure in the branch. Deploying multi-layer security, applying application quality of experience. As they look at more and more cloud connectivity. They look at applications and workloads going to the cloud, they start to create these regional hubs or, and they want to be able to centralize many of the branch security capabilities in that place. And be able to do L4, L7 stitching. And for that capability that we're announcing is what we call internally is cloud on-ramp for core location. We also have cloud ramp for infrastructure as a service, which means you can extend that same, same technology, same solution into the multi-cloud environment. >> Is the on-ramp a set of services, consultant services or an actual product suite that customers can use or deploy? >> It is actually a product suite that they can consume directly from CISCO, or they can partner with WWT to consume it as a service. >> And the nice part about the capabilities that Muninder is talking about is that, it's built into the V-Manage platform. So its another, to the customer it looks like another SD-WAN note out there, it looks like another branch. Essentially through V-Manage. Makes it super easy for customers to figure that out because it is new to them. This concept of regional codal hubs, is very new. A little bit of a different skill-set required to understand and how to architect that, but what we're looking at is what the V-Manage platform and the capabilities they've put in with cloud on-ramp, it's just going to make it a very natural way for customers to turn that on and consume it that way. Because they're already familiar with V-Manage and SD-WAN. So we think its actually a brilliant move and it's going to simplify things for our customer base. >> It's a fully automated stack that's multi-talent. So for Neil, he can offer it not just to one customer, he can offer the same infrastructure to multiple customers. While providing security. >> Yeah, absolutely. If customers are not comfortable with that concept, we can manage it for them and offer it as a managed service as well. >> Yeah, so Neil you've got some long history with CISCO in, we've talked about simplicity a little bit. Can you walk through a little bit about kind of the role of a partner like WWT, today and maybe versus what it might have been five or 10 years ago? >> Yeah, I would say its definitely evolving, right? I mean, I think in the past we were a little bit more of the fulfillment side, right? We would come in and help the customer, they kind of knew what they wanted to purchase. We would help them figure out how they were going to deploy that across their 3000 branch sites. And we were very, very good at that. I think where its evolved to today is that, we're doing a lot more of that upfront consulting and design architecture work, alongside our partner CISCO to help customers figure out what is that next generation WAN need to look like from the start? And that's a new aspect of our business. Is really that upfront consulting and designing of the network itself. >> Yeah, I mean, if I could, I think before it was, a lot of it was, you know, boxes. How many ports and what do I need? And therefore, you needed to do more of the configuration when it got there. And rack it and stack it and do all that, as oppose to today, there's so many choices out there. Once we've chosen it and architected it, you've pre-built it, the roll-outs a little bit easier than it might have been in the past. Is that a fair statement? >> Absolutely and that's where really our services are shifting from that downstream service to more of that upfront service. The other thing we're doing is, my being able to consume to APIs from the platform. We can add new things on there that are specific to that customer that maybe aren't out of the box from CISCO. >> More software led sales motion as well. >> I was going to ask you about that. >> This has been a journey for all of us. I think we've also evolved, transformed as a company. Much more towards SDX stack, both on the campus, on the branch and the data center. And I mean, having partners with Neil, I mean, we were very used to, he has a new innovation and WWT, lets go position this with our customers. Now, it's more about what does the customer want to achieve? It's tying it back to their application workload. It's tying it back to their cloud-first strategy. Understanding that and up leveling how software can enable it, that's a big learning for all of us. And it doesn't go, it goes with code development. We have to code develop together, because the number of customers that Neil has access to, we get tons and tons of use cases and new information from it and we develop on top of those. >> Yeah, that's what I would say, Muninder is, you used to deliver products. Now you're actually delivering a platform, that partners like us can take that platform, actually layer software on top of it, if it's needed to deliver what the customer's really looking for, for their outcome. >> Yeah, so, Neil when I look at the SD-WAN space, there's still, it's not one market, there's the bunch of different pieces out there. Why CISCO for SD-WAN, what's kind of the killer use case for them and what differentiates them in the marketplace. >> Well, that's interesting. We had a relationship with the Viptela team prior to CISCO's acquisition. We felt very early that they had a lead on the market and they were going to do some very disruptive things, and we were very happy when CISCO acquired them. And the speed with which CISCO's integrated them into the portfolio is actually pretty amazing. But what we saw in them was, they were accomplishing a lot of things, right. They were able to have this balance of being able to support the deep-routing features that our big customers were looking for, but at the same time making that simpler to turn on and consume with the V-Manage platform. So, we had picked them pretty early as a big player in the market and we're really happy that, you know CISCO has integrated them into the portfolio, 'cause it's made it even better. CISCO's doing things with them that they could have never done on their own. >> Well, we'll be excited to see how the Beyond The Branch manifests with WWT and CISCO. Gentlemen, thank you for joining Stew and me on the Cube this morning on day three. >> Absolutely. >> Thank you very much. >> Oh, our pleasure. For Stew Minamen, I'm Lisa Martin. You're watching the Cube live from San Diego CISCO Live Day three. We'll be right back. (upbeat electronic music)

from the Hard Rock Hotel in Las Vegas it's the queue recovering the Hojo Kahn 2018 to you by Osho hello everyone welcome back to the cubes exclusive coverage here live in Las Vegas for the first ever security conference around blockchains called Osho con it's put on by host show and industry participants small but intimate and the smartest people in in the industry kind of coming together trying to solve and understand the future for security as it relates to blockchain I'm John furrow your host of the cube next guys anneal keelson who's the CEO of encrypt formerly the NSA's variety experience with security across the board from early days many waves of technology innovation had a panel here talking about you know securing the blockchain and the nuclear codes some basically implying that do you know if you had to secure it the nuclear it's welcome to the cube well thanks thanks John it's great to talk to you um that's exactly it right so the blockchain is is meant to really provide high assurance for a lot of really big transactions right so the internet evolved over time to to hold information to to share information who has ever meant to conduct transactions now we do a lot of e-commerce commerce on it but it wasn't meant to be unchanging right but the blockchain is it said that so the idea is is if we lose control of that if we don't secure it in a way that we can protect our most important digital assets and it's not good enough for anything and so that's why I compared it to you know what would it take to secure something like the nuclear launch codes on it clearly we wouldn't you know there's no reason to but some mindset it's my shift shared focus on okay think that level of impact absolutely money right these people are putting you know it doesn't matter whether you're you're 16 and you're putting your only 500 dollars in crypto or whether you're an institutional investor with five hundred million dollars in it right that that's catastrophic if you lose it right and yet we don't always treat it that way we haven't made the systems easy enough to use for the general user right yeah so we talked about adoption right I mean let's let's talk so if you don't mind let's talk about adoption Yeah right that's why we're here is we're trying to figure out what's it gonna take to get to the next billion users and crypto well it has to be easy and we don't make it easy today in a secure enough way it has to be baked in from the beginning can't be like okay I built an app I built some architecture do some blockchain well by the way security is really hard because we have to make it so complex right for users because it's complex in general right if we build the app first and we get it deployed to say even 50,000 people and then we go back and say you know what we need to build this tree it's more expensive right it's harder to do it's a lays deployment and it confuses users because now they're changing the way that they're interactive let's talk about the adoption in context to architecture it's one of the things that we've been covering certainly the cube folks know in our audience cloud computing has changed the architecture of how people deploy IT and technologies get DevOps horizontally scalable you've had a lot experience over the years and generations of computing evolving through the trend lines here the architecture is interesting so if you think about the architecture of security and blotching in general the security paradigm has to be compatible with a new architecture so it's kind of a moving train at multiple levels so what is the preferred architecture what are some of the blockchain architects and or if you're gonna have token economics you have to have certain business model and our workflows that ties into the technology enablement how should people think about an architectural view to make the adoption or user interface or user experience or where the expectation is kind of new has it all come together so I'm challenging people to think about it differently right so so the blockchain in itself is really pretty secure right it creates an immutable ledger a mutable record where we're going to get in trouble and where we do get in trouble is when you start to transact with it right where you start to actually use a device right whether it's your own phone or it's a computer right you're transacting with it and people don't have the security mechanisms built in there you know and it goes back to what we've talked about for the last 20 years whether it was with the trust computing group the global platform right they've designed the standards so you've got probably in this PC you've got the waltz I guess it's a MacBook Cermak yes yes and your phone right in most computers you've got the security primitives that you need to use hardware to secure those transactions but we're not using them yeah we've been waiting for that kind of killer app to use hardware to secure transactions and blockchain might just be that it's talked about the hard work is doesn't that conversation of kids coming up a lot here in the hallways I was the custodial services today these are two kind of the the business conversation that converts them to technology which is okay hardware is actually a good time to actually implement this Google's doing a lot of stuff with their two-factor authentication with a hardware component you hear Stephan spray get rivets talking about a solution he has it is it the time it's like the perfect storm for just a simple hardware solution I think it is and it and you're right it has to be simple right hardware solutions can get complex we can make them too difficult to use but they don't have to be we like I said we have the firm that was built into most these devices I mean in the billions of devices yeah if you thought to Steven you've heard him talking about the number of devices that are there carrying the primitives he needs needs to use for his his hardware um but if we don't make it simple enough then users won't adopt if they won't use it you know have you used a hardware wallet I'm sure you probably have it yet right it's it's not a simple process today because it requires external pieces external components it's it's it's not a workflow that we understand it's not something we can train to and grown up with it's interesting when I was also talking to Steve off-camera because he had the interviews over but we're talking about the supply chain compromise honestly Bloomberg kind of had the story they had the facts wrong but we kind of understand that that's this hack has been out there for a while around modifying and or a rootkit on the boards you have an brach cat Adam demo live demo on stage and 2015 where they actually showed malware that could not be removed from from memory so I mean it's not this is not new right so but the supply chain has always been and you've been the government you got to know where all the components are right so the old days oh hey outsourced manufacture in China build it the cheapest way possible commodity and D Ram was went down this rip path years and years ago and Japan dominated that and it was low commodity low margin or high Kimani low margin and then Pentium comes out so you're starting to see that hardware supply chain changing what's different now what do people got to do to make sure that the hardware is better what's your opinion on that I don't know if it needs to be better but wouldn't what we need to know is is where the hard work came from we need to know that the hardware is what we expected it to be right that's a really unique question you know we all buy Hardware all the time and you just expect it if it came from vendor that it's what you expected and and and let's talk about something even simpler it's not talking about maliciousness most computers you buy are built to order today right you order you order all the different components yet when you get that at home you don't check to make sure you got the actual RAM that you asked for you have no idea none of us do that right and and likely the vendor doesn't really have a great record to know that absolutely they put in there what you specifically wanted now they intend to write but there's no there's a lot of room in that for changes to be made that aren't expected I guess that for good or bad from malicious or non malicious intent so what that means is that we really need to get used to saying you know what I got this new piece of hardware I got to conduct transactions with that are really critical to my financial survival my my personal privacy and we can't trust them until we know we should be able to trust them so that's where hard work comes into play what sort of trans you're seeing in the hallway conversations you had here and your talk I see people grab you after and talk to you two hallways what are some of the hallway conversations that you've been having here at Osho con I you know the most common question has been how do you convince people that security is important I mean that which is a really really basic way and you know right now life just point them to to news after news article you know to say you know you've got the hardware were reported tax yeah you've got the privacy attacks with with a lot of social media and and and internet companies um if summary this today doesn't believe that security is important I don't know you'll have to convince them so then it becomes a question of how do you get them to adopt it and you know getting getting your your family members to adopt two-factor authentication when it's not as as easy as not adopting it yeah it's sometimes a hard place yeah one things I worry about just kind of just because I'm paranoid sometimes is that yeah what is going on in my with my kids I got four kids 16 to 23 you know I got a Wi-Fi in my house they've got a password on it I'm sure it's been hacked but they're downloading music what the movies I don't know what they're doing at gaming mean there's a service area in my house is pretty much who knows what's going on right I don't even know what's going on in my network this is kind of this in my mind will paranoid but that's what average people think about these days it's like okay I got my own home network at these things going on I'm out in the wild is it a device centric security model that we're moving to do you see it where you know hey my phone you know I don't I know when I leave my phone at home and it takes me three seconds to realize I got to turn the car right so yeah and I leave my wallet at the restaurant when I'm done my meal so these are kind of device centric philosophy is that a better direction you think so I don't know that you can yes and no right for the personal devices but now you know if you go to most networks right with IOT you may have 40 or 50 devices on your network yeah things that don't move you know you may have a light bulb that's got a key to it right it's really about making sure that you own it and then you own the keys I mean that's what it okay that's what security all comes down to you right is key ownership so when you take a look at how you do that we need the systems in place that help us understand where those keys are what they're doing and how we how we cut them off if we need to that's awesome well I was I want to get into what your company's doing but I also wanna I talked about trip I had Middle East general Keith Alexander was with us on at with Amazon almost new region I know you worked with him at the NSA and you know one of the things he's doing at his new startup is a crowdsourcing we're hearing some of that in here as well where people are using crowdsourcing as a way of the security mechanism is that something that you think is viable do you think that this crowd sourcing idea is gonna be helpful or it's just a small piece of the puzzle I think it's I think it's a small piece of the puzzle I think it's the opposite end of the spectrum then a device centric hardware component I think it takes both pieces right it's a matter of making sure you you you know what you have and they use only what you trust and that you're able to connect to the network in a way that you're comfortable and then that crowdsource piece comes in to make sure that you're monitoring kind of all those transactions so so you're a big believer I'm assuming based on the conversation that hardware and software combination is gonna be the preferred user interface I think work it has to be I think we've proven that over the last 20 years I mean cell phones are a good example of that yeah right although we do get some spoofing today and that's been a big talker this cost it's not as prevalent as it was in 1994 yeah yeah I mean I like the idea too of we mean hey if we have we want to know what's in my computer I'd love to go look at a blockchain ledger and say here's what's in my Mac right now wouldn't you that's a good use case of blockchain but but what if you didn't even have to go look at it right what if every time you booted it up it checked it against a a record that was on the blockchain that said you know this is what your Mac should look like and it said you know what you can go ahead and connect to the internet go ahead and conduct that transaction that's the great Act go ahead and that's a great use case all right so what encrypt your company what do you guys doing what's the main focus of your opportunity that you're pursuing so we formed it in May of this year to focus on blockchain security when I left the agency I realized there was this really big gap in the conversation people are having around it I think it's a transformational technology as a skills gap technology gap all the above what are you saying it's both right you've got computer science graduates that come out without a good understanding of hardware security you know it's not being taught in most curriculums it's a it's a it's a general understanding of how to apply the hardware against it it's a general under Sun derp standing of what you can trust right yeah we've got generate a generation now that have grown up with with iPhones in their hands they just assume it's it's okay to use it's just thing you mentioned the computer science programs but I would agree interview started in the 80s so we had to learn computer architectures EE class actually right and you know as gates and all that you know the hard core component stuff as well as coding systems a systems kind of programming model now it's a little bit different more diverse it'll ease a lot of you know new opportunities within computer science so it's broad and certainly in a skill gap that's what comes up a lot we hear obviously more cyber security jobs are open and ever before automation is a term that's been coming known in the cloud business where you starting to see that now a security host shows got this automation component that they're adding in for tooling is the tooling and for developers who actually building stuff out there's it early innings how would you put the progress of some of the tooling that that's reliable I mean this is you know you still got people trying to build products and companies I need help what's the status in your mind the ecosystem around platforms and tooling and open source so over the last ten years there's been a great push to to create better tools I'm a lot of it was done in the open source a lot of those done around Linux because it work Windows honestly Microsoft has done a great job in getting secure boot implemented on every on every PC they supply you know Apple does a great job with their boot security but it they're not making available and mobile is probably the worst example right that the TE the trusted execution environment which is the secure space in a mobile phone isn't open for most developers to access right so you know that hardware component isn't there it's not available so yeah I know I always get this updates when I go to China Hey Apple has an update for you it's like the download mmm is this really Apple right I mean no turn off my iPhone right I mean but this is kind of the the interception of you know the the the fraudulent some of the some of malicious things are going on and that that still is concern but I think generally speaking you got entrepreneurs here not noticed at this conference and some of the earlier investor conferences we've been to there's a ton of alpha entrepreneur activity real smart people trying to build durable technology and solutions this is the main focus so it's kind of like and the capital Mars as we know is pretty much in the toilet right now but you know it's still growth and so we're trying to unpack that what's your opinion on entrepreneurship because it every trough is always an OP tick and we'll probably see some growth and those company that survive and thrive will probably be the leaders right what are you seeing what's your opinion of the landscape event ventures out there so so the crypto markets been really interesting it's all been focused on consumer and crypto there's there and even on the floor today there's a big push into the enterprise market for blockchain and deployments you know Simba is a company that's got a great toolset here today you had to help see how big enterprises understand how to deploy smart contracts into a blockchain in the enterprise you know to me the exciting part is the use case is outside of cryptocurrency and tokens the blockchain brings two to the marketplace I think that's where we'll see the next wave entrepreneurship I'm coming to fundraise that on stage at a comments like hey you know when one of the Q&A sessions substance you think your best proposal and substitute database with blockchain if it means the same is probably not Neri absolutely I'm teasing out essentially that the you know the old guard being replaced with the new guard same same models two new faces you know taking over the industries that not only mean changing them so to speak and security kind of hence to the same way where if you're going to have a distributed and decentralized architecture with IOT with all these things connected with digital assets and digital devices this crews gonna be thought differently what's what's your current take on how to tackle that that world I mean is there a certain approach you found so so so there's I'm not sure going to answer your actual question but but there's there's this really interesting debate like you said aundrea said you know if you can replace database with with blockchain is probably not the right fit and a lot of early crypto adopters have made that argument jimmy song says that publicly all the time right there's no place for blockchain in the enterprise essentially right and and you know you can you can swing both ways but the blockchain offers something to to an enterprise that doesn't require the distribution it offers the ability to create immutability right now the inability to change that record which we don't have in most cases today yeah you know and it's fairly simple and easy to deploy and are not for smart contracts so if we go back to the the use case we talked about where every time a machine boots up and it creates a record of that machine and writes it we've never had that capability we've tried we you know when I was at the agency we built a system that sort of did that but it didn't have the same sort of underlying strength of mechanism yeah it would allow us to trust it forensic way almost you know I interviewed Jimmy song and to have consensus event and you know I don't necessarily agree with him on that point it's like I think there's use cases in the enterprise that actually make blockchain very viable and it's almost like the cloud world you have public and private hybrid coming I mean so that's kind of my take on it and because it's interesting me iBM has been advertising heavily and others are looking at supply chain is low-hanging fruit opportunities right let me talk about the computer and supply chain so supply chain is a chain it's with valued change right than value chains now are changing so you can track it in a way that's efficient that's why wouldn't that be a use case so that's kind of mind dude do you agree with that absolutely I mean I think the distributed nature for a crypto makes a lot of sense but the blockchain in a non distributed manner right in a permission to blockchain makes a lot of sense for a lot of different use cases in big organizations I I agree I've talked to different different people that have just tried to replace databases with blockchain because it sounded cool yeah raising money or want to get some attention get some momentum I want to ask you a question on your new venture and Cripps because you talk to a lot of folks out there you certainly you're historic and pedigree is amazing and security and you've seen a lot of things I'm sure what have you learn what's your observation what's the the learnings that you can take away and share from your conversations is there any patterns that you're seeing emerging that's that's that could help people either navigate understand orientate towards something that they might want to use with the what have you learned so I think the biggest thing I've learned is that this community is the most diverse community I've ever worked with in in technology right you've got people from all walks of life and it's absolutely amazing I mean just walking around the show here walking around consensus I mean it just drives diversity like you've never seen before in tech conferences and that diversity is his driven a thirst for knowledge so the people are completely open to to discussions about security that they've never had before in other realms right so when I talked to him about Harbor based security they get excited and want to learn more and and honestly in the PC community over the last 15 years I got a little pushback on that right there's a while we've heard about that we don't want to right it works the way it is people here realize they're building something brand-new yeah and it's time to build it right and that they really want this to succeed for their own reasons right whether it's a corporate enterprise or whether it's a almost a crypto anarchist right they've all got the same sorts of goals and it's and if there's a cultural thing to I think the Bitcoin money aspect of it pretty much anyone on the age of three that I kind of take a straw poll on it's like they all this is gonna change the world like rabbit knows but it's great right oh I actually heard that in the hallway earlier yes and then the phone just traveling somebody that never heard of Bitcoin how does get a revolution coming on I want to ask you a final question five years where are we in your mind shoot the arrow forward what's happening in five years how does this these dots connect in next couple years or so so I think that if we were able to lay in the groundwork today to make user accessibility to the blockchain easy enough and secure enough I think you'll see that it grows in ways that we that we really can't imagine right you know I can't predict the crypto markets but I think you'll see people starting to use tokens in different ways and I think there's some incredible use cases for tokenization for rewards programs things like that I think enterprises in the next five years are gonna start to figure out what use cases make sense I think they're gonna see great efficiency I think they'll see you know much greater scalability and ease of use the use cases really are gonna be driving all this absolutely well I want to final question since just popped in my head I want to get this out there one trend I'm hearing here at this conference and seeing it kind of boil in into this community is the conversation not just about cryptography and and security cyber security on a global scales now come in because of the hacks gives the nation-states because of the geopolitical landscape you know cyber security is a big conversation now but always probably in the wheelhouse a lot of these guys but a lot of these guys are also kind of adjacent involved with cybersecurity your view of the impact the cybersecurity pressure is gonna have on the industry this industry so I think that that you're hearing the conversation because suddenly security became really really important to people personally right in the past if if you lost money with your bank account it was refunded to you now if somebody steals your private key you're out whatever money was attached to that private key recourse right so it's very personal so people have started to think about all the different things that they need to do to really protect those keys I mean it's it's it's almost an organic conversation that we've been trying to drive for you know 40 years in the space yeah and one of things I worry about is the whole regulatory dry aspect is because it can be a driver or an enabler and a driver or it could be dampening innovation and that's always something to watch out for I think there's a Senate discussion today about it I think there's some great work going on in that space both its senior levels in the Congress as well as the regulatory commissions but it's going to take a lot of Education there's a lot of fear around this space well thanks for come on looking forward to having more conversation with you great to have you on the cube and sharing your insight give a quick plug for n Crypt what do you guys doing what's the update status of the company how do people get ahold of you why do they why should they call you what's what's the update well so like I said we formed in May we've we've grown faster than we would have expected to because there's a thirst for the sorts of things that we're doing them we're we're always happy to talk to talk to any enterprise or a consumer about the use cases around the products that they have how did it fit into the blockchain environment and how to do it securely properly so encrypt calm and kr ypt die here in Maryland we're in Maryland DC area so cool great absolutely basic appreciated live from Toshio con us two cubes coverage of the first security conference John for you watching the Q stay with us for more coverage after this short break

(upbeat music) >> Hi I'm Peter Burris. Welcome to another CUBE Conversation from our wonderful studios in beautiful Palo Alto, CA. Today we are going to be talking about new architectures, new disciplines required to really make possible the opportunities associated with digital business. And to do that, we've got Neil Vachharajani, who is the Technical Director at Pure Storage. Neil welcome to theCUBE. >> Thank you for having me, Peter. >> So Neil, we have spent a fair amount of time within Wikibon and within the CUBE community, talking a lot about what is digital business. So, give me a second, run something by ya, tell me if you agree. So we think that there is a difference between business and digital business. And specifically, we think that difference is, a digital business uses data assets differently, than a business does. Walmart beat Sears 'cause it used data differently. AWS is putting the pressure on Walmart, because it uses data differently. Or Amazon is putting the pressure on Walmart, because it uses data differently. So, that is at the centerpiece of a lot of these digital transformations. How are you using data to re-institutionalize your work, realign your resources, reestablish a new engagement model with your marketplace. Would you agree with that? >> Yeah, absolutely agree with that and I think a lot of it has to do with the volume of data, where the data is coming from. If you look at traditional business, it really was about just putting into computers what we used to do on paper. And digital business today I think is about generating huge volumes of data by really looking at every interaction we have no matter how small or how big. >> So, putting telemetry on as many things. So, IoT for machines, mobile for human beings, but it used to be as you said. It was a process, known process, unknown technology world for a long time. And now, these are data driven processes. We're actually using data to describe what their next best action should be, what the recommendation should be. >> That's right. >> So, as we think about this, you know, businesses has been around for a long time. There's this notion of evidence based management, which is the idea that we use data differently, from the boardroom all the way down to the drivers. How does a business start to bring forward the discipline required to really make possible this data driven world. >> Well you know I think the first thing is, to really recognize why does this new paradigm shift changes things? And I think in the old world, if you looked at a piece of data, you actually could articulate all the way from the boardroom down to the stockroom every use of the data. And that meant that you could build a lot of siloed applications and that wasn't a big deal. You got your money's worth out of the data. So for example, recording transactions in store number 17. >> That's right. But in the new world, you actually don't know what the value of the data is ahead of time. Right. You're, in some sense, you're trying to capture a lot of data and then use technology to correlate it with things, mix and mash, mix and match, mash it up, and then drive business decisions that you didn't even know you were making a decision a few weeks ago and that means that you can't really lock up your data, you can't constrain it, because that's going to limit your possibilities. It's going to limit your ROI on that data. >> Yeah, we like to say that data as an asset is different from all other assets, because it is inherently sharable, reusable, it doesn't follow the laws of scarcity. And so, in many respects what the IT organization has had to do is find new ways to privatize that data through things like security, but as you're saying, they don't want to introduce technologies that artificially constrain derivative and future uses of that data. >> And I think, that's where, really the big architectural shift is happening in the data center. Because if you look traditionally, we have siloed the data and it wasn't like this intentional thing that we want to put it into a silo. But that's how we packaged our applications and that's how we deployed our applications. And now, we need a new discipline inside the data center, that makes the data available, lets people put policies on it. Like security policies. But then also makes it available for the innovators all throughout the company to get access to that data. You know, we're trying to crystallize this whole philosophy into something we refer to as the data-centric architecture. Where data is at the center, people have access to the data, and then there's just applications all around it that are all hitting this common pool of data and doing different things, driving new business processes. >> Now, you're talking not about a physical pool of data, but rather a logical pool of data. Data is stil going to be very distributed, right? >> Well you know, data gets generated in a distributed way, data is very large. I think it would be a bit naive to be able to point to one rack and one data center and say all your data center is going to be right here in this one rack. >> Or in one cloud. >> Or in one cloud for that matter. But just from a philosophical perspective, you do want to pull your data out of anything that is, like you said a minute ago, that's constraining it. So, I think, one really good example of this is when we went, quote unquote, web scale, we saw a lot of applications move into direct attached storage, to dive deep into a technology. And that was great if you wanted to only come in the front door and access the data through the application that was managing that das. But, if you wanted to do anything else, you were kind of stuck. >> So as to summarize this point, we're moving from a world in which data is a place to data is a service. >> That's right. >> Have I got that right? >> That's absolutely right. I mean, the way I like to think about it is that data and storage need to really be different things and storage's job is to give you access to the data. Storage in its own right, you know, doesn't solve a business problem. It's the data that solves the business problem. Storage is the vehicle that gets you there. And so I think it's pretty exciting that there's new technologies that are coming out, or that honestly are here, that are enabling that. Things like Flash and NVMe, and you know, it's futures. >> Well let's talk about that because what, the observation that I made to clients for quite some time is that if you go back, disk, was a great technology for persisting data. So again, Store number 17, transaction at a certain time. It's already occurred, we have to record it. So, we record it, we persisted on disk. Now what we are trying to do is we're utilizing technologies that are inherently structured to deliver data so that we can have the data be very distributed, but still look at it from a logical standpoint. And have that data be delivered to a lot of applications whether that is local and as long as we don't undermine basic physics perhaps further away. But even more importantly, deliver it to different roles, different, same day of being delivered to developers, same day to being different, delivered to a new application. What are some of those core technologies that are going to be necessary to do this? You mentioned NVMe, let's start there. >> Yeah, if I just back up a little bit right, that in some sense, even that recording the data workflow that you talked about, we made disk work. But it was actually a pretty challenging media and so we put in a lot of optimizations and things in place, because we said, we know the usage pattern. And if we know the usage pattern, we know how to organize our data. And so as a step one, like the transformation that I think is, in pretty full swing these days was moving from disk to flash. And that was a huge transformation, because it meant that random access to the data was just as performant as this carefully crafted sequential access. That meant you could start accepting unknown workloads into your applications, but you were still stuck behind this very serial, very antiquated SCSI protocol. And NVMe is now bringing a lot more parallels, to play. And that's going to help us to drive things like just simple, plain old data center. Stuff like density, and performance density, and power, and that kind of thing. So, that's sort of step one in terms of the technology that you can package all of this stuff in a pretty dense package and put petabytes of storage with enough I/O to actually access that data. If that's the key that you can have pedabytes, but you can only have one I out for each gig, well you're not going to get a lot out of that data. >> So, just to stop right there, and that leads to a world, in which as long as your disciplined and architected, you do not have to know what workloads are going to access that data near term. >> Well, you know, that's only step one, right. >> Right. >> Because the other challenge is that very few people access storage directly, right. We hide this behind databases, and we hide this behind a whole bunch of other technologies. Now, those technologies might have have their own limitations in place. But we have a lot or really rich things we can do at the storage level to present the same data out multiple frontends. And so the simplest idea is, we don't have one copy of a database, we often will have the transactional database that's using, recording those transactions, but then we'll have an analytics copy of the database and now we need to keep the two of those things in sync. And this is where the discipline and the architecture really comes into place. And we kind of have a lot of that figured out for things like relational databases and best practices there. But in the meantime, the world also moved over to the new world of Node-SQL databases, Queue's, Kafka. Things of that nature. And those, brought direct attached storage as the best practice. And so I think where the discipline comes in and where some of the new technologies that we're talking about right now are: How do you bring those old disciplines that we figured out, on let's say the relational world, how you bring that to bear on the new technologies that are meeting the scale requirements that we have today? >> Well one of the more important workloads that are going to require scale is, for example, AI. So, how are we going to organize some of these technologies, add them to these new disciplines, to be able to make some of these AI workloads run really, really fast. >> You know, I think a lot of this really comes down to pulling the storage out and putting it into it's own tier. And so, Pure Storage has an offering which is called AIRI, which is packaging DGX and Video DGX boxes with FlashBlades. And we say, hey you don't need a whole bunch of direct attached storage which is siloing your data, you can go put it into this common shared pool. And I think that on, you know, the other side the house, our FlashArray business is doing something really similar with NVMe, the FlashArray/X is essentially commoditizing NVMe. It's saying, everybody has access to this high performance density. And looking into the future with technologies like NVMe over Fabric, what we're really saying is your apps that used to use direct attached storage, there's no reason why they can't go to a sand based architecture that offers rich data services and not compromise one iota on latency. >> Or access or any other number of activities as well. So we've got NVMe, NVMe over Fabric, Flash, new approaches for thinking about packaging some of these things. Are there any other technologies that you envision on the horizon that are going to be really important to customers and that Pure is going to take advantage of. >> Yeah, you know, I really think that the other thing is once you collect all this stuff, you need a way to tame the beast. You need a way to deploy your applications. You need a way to catalog everything. And honestly, things like Kubernetes and container orchestration is becoming this platform where you deploy all of this stuff. And some of the assumptions that are baked into that, really go back and tie in nicely with those other technologies. In particular, they assume that I can schedule this compute wherever I want and I have access to the data. So in that way of having a fabric if you will between your compute and your data is essential. And it's just another reason why siloing things off into particular units of compute is just really the architecture of the past. And the architecture going forward is going to be to logically centralize. And maybe put some smarts at that other layer, saying, hey if this data is in the public cloud, let me schedule up there. But if this data is in my data center, let me schedule the compute down there. But then not having to worry about the micro decisions about, does it have to be in this rack or, you know, or on this particular physical node. All your data is accessible. >> But increasingly, we're going to do things that move the compute both physically as well as logically closer to the data. >> You know, 100%. Right. But it's at what scale? That you really want to get the data center right. Your compute should be running in the correct data center. >> Or the center of data right? >> Or the center of data, right, you know. Get it in the right spot, but then you don't want to have to worry about all the other micro constraints. You don't want, you know, if you look on the networking side of the world, Leaf Spy networks are all about say, hey look they're really is a uniform fabric for networking. We're trying to do the same thing in storage and just say, look, the storage is so performant, there's no reason to silo. You can run your compute where ever you want. If you've got a good networking fabric and you've got a good storage fabric, the end of the day, all your data is accessible, to whatever new application you envision. And you just, there's no reason why you have to lock it up. You mentioned security before. You know, you should absolutely be able to orchestrate things like taking a snapshot of your data, putting it through, masking, or whatever anonymization you need to make it safely accessible to new applications and innovators inside of your company to drive that digital business. >> Yes, and we like to talk about moving from a world that is focused on infrastructure, taking cost out, making it static, by removing all uncertainty to a world where we've no workloads, and elastic capacity, or elastic scale to a plastic world. Where plastic, using of the physicals, you know, the physic sense is unknown workload, unknown scale. And just making sure that we have the option to use data any way we want as much as possible in the future. >> And I think that that's why you see the rise of service catalogs and self service coming up in IT, it's that plasticity that you have the brightest minds in your company trying to figure out what to do, and you don't want to have infrastructure be this bottleneck that's causing everything to go slower. Or for people to say no. You just always want to say, yes. And that's where I think it's always exciting to see, see these technologies, NVMe, come out and say, we've now got the performance to say yes. NVMe over Fabric to say there's no compromise over latency. And then honestly, having this stuff packaged in things like FlashArray/X, where the CIO or the CFO, doesn't complain about breaking the bank as well. Because now these technologies are the status quo. They're the standard. There's no premium for them. And if anyone is trying to charge you that premium, you should really, you know, ask them why. This is the new architecture, this should be, this should be, what, the only thing you offer >> Right. >> In some sense >> Yeah, we're bringing all these new technologies into economic envelope that IT has to be in for business today. >> That's right, and you know, you look at something like flash memory, right. It's not a new technology. I remember in college having a flash card to put into like a digital camera in the early days of digital cameras. But for it to make it into the data center, the thing that was critical was that economic aspect of it. So it's not just about being on the bleeding edge of technology, but it's packaging that in a way that's actually palatable for the entire C-Suite to consume inside your organization. >> And I remember my disk pack that I carried around in college from the PDP system that we had to use. (laughter) Alright, Neil Vachharajani, Technical Director of Pure Storage talking about the relationship between new technologies, data centeric architectures, and digital business. Thanks very much for being on theCUBE. >> Thanks so much Peter. >> And once again, I'm Peter Burris, you've been participating in another CUBE conversation. 'Til we talk again. (upbeat music)

hi I'm Peter Burroughs welcome to a wiki bond action item quick take Neal Raiden Terry data announced earnings this week what does it tell us about Terry data and the overall market for analytics well tear date announced their first quarter earnings and they beat estimates for both earnings than revenues but they but lo they announced lower guidance for the fiscal year which I guess you know failed to impress Wall Street but recurring quarter one revenue was up 11% nearly a year to three hundred and two million dollars but perpetual revenue was down 23% from quarter one seventeen consulting was up to 135 million for the quarter you know not not altogether shabby for a company in transition but I think what it shows is that Teradata is executing this transitional program and there are some pluses and minuses but they're making progress jury's out but I think overall I'd consider it a good quarter what does it tell us about the market anything we can glean from their daters results about the market overall Neal it's hard to say there's a lot of you know at the ATW conference last week I listened to the keynote from Mike Ferguson I've known Mike for years and I think I always think that Mike's the real deal because he spends all of his time doing consulting and when he speaks he's there to tell us what's happening it he gave a great presentation about datawarehouse versus data Lake and if if he's correct there is still a market for a company like Terra data so you know we'll just have to see excellent Neil Raiden thanks very much this has been a wiki bond critique or actually it's been a wiki bond action item quick-take talk to you again

(upbeat music) >> Hi, I'm Peter Burris with another Wikibon Action Item Quick Take. Neil Raden. What's going on with Tableau? >> Well, you know, Tableau software has been a huge success story over the years. Ten years or more. But in the last couple of years they've really exploded. What they did is they allowed in users to take data, analytical data, build some models and generate all sorts of beautiful visualizations from it. Problem was, the people who use Tableau had no tools to work with to prep the data, and that was causing the problem. They work with partners and so forth. But that's all changing. Last year they announced Project Maestro, which is their own data prep product. It's built on a in-memory collinder-oriented data base called Hyper that they bought, and my information, coming from developers who are using the data is that Maestro is going to be a huge success for them. >> Excellent. >> And one other thing, I think it points out that a pure play visualization vendor can't survive. They have to expand horizontally. And it will remain to be seen what Tableau will do after this. This is clearly not its last act. >> Great. Neil Raden talking about Tableau and Project Maestro and expectations for it. This is Peter Burris. Thanks again for watching another Wikibon Action Item Quick Take. (upbeat music)

(upbeat electronic music) >> Hi, I'm Peter Burress with another Wikibon Action Item Quick Take. Neil Raden, you've been out visiting clients this week. What's the buzz about data and big data and related stuff? >> Well, the first thing about big data is the product development cadence is so fast now that organizations can't absorb it. Every week something new comes out, and their decisions process is longer than that. Not one person decides to bring in Plume. It's a committee decision. So that's part of the problem. The other part of the problem is they still run on their legacy systems and having a hard time figuring out how to make the two work together. The third thing, though, is I want to disagree with something Dave Vellante said about the insurance industry. Insurance tech is exploding. That industry is in the midst of a huge digital transformation, and perhaps Dave and I could work together on that and do some research and show some of the very, very interesting things that are happening there. But oh, GDPR. I'm sorry, GDPR is like a runaway train. It reminds me of Y2K without the lead time. Everybody is freaked out about it because it infests every system they have, and they don't even know where to start. So we'll need to keep an eye on that. >> Alright, this is Peter Burress, Neil Raden, another Wikibon Action Item Quick Take. (upbeat electronic music)

(downtempo beats) >> Hi, I'm Peter Burris. Welcome to The Cube. We're having a conversation with Oracle about how to create business value out of data. This is the second segment that we're going to be looking at the first segment focused on, "what is data value "and how does a business "think about generating value with data?" This section is going to focus more on and what path do you follow? What journey do you take, to actually achieve the outcomes that you want using data to generate overall better business working with customers, with operations, whatever else it might be. Now to have that conversation, we've got Neil Mendelson with us today. >> Hey Peter. >> Neil is the vice president of big data advance analytics in Oracle. Welcome to The Cube. >> Thank you, good to be here. >> So Neil, in the first section, in the first segment that we talked about, the idea of "what is data value?" How do we think about data capital, how we think about how business uses data capital to generate business. No we're going to get practical and talk about the journey once the business is thinking about using data differently to differentiate itself, it then has to undertake a journey to do something. So, what's the first step that a business has to think about as it starts to conceive of the role that data's going to play in their business differently? >> Well I think, you know, you correctly tagged it as being a journey and starting with the business. I think part of where sometimes this goes awry is when we start with the technology first, right? It really begins with the business, right? So we're starting really with business analysts, people within the line of business, and what we're looking for is things that we can actually measure, right? Things that we can measure and quantify that drive a real value to the business. >> But those things are specific outcomes and have a consequence to the business right? >> They are specific, right? So it's not like, "Oh, we're interested in improving our overall business." That's not specific enough, right? You can't give a data scientist the charter to go build an algorithm for improving the overall business, right? It's got to be much more specific. So, let's say we're going to pick something like churn, right? And even down to churn to a particular segment, right? So you want to specific measurable outcome and then you want to be able to understand which executive in the business actually owns that outcome. Because if you can't find the executive that owns the outcome, then it may never really matter, right? >> Now that's all the business analysts job, is try to make sure that the question's being framed properly and that the right people are participating in the process of answering the question. Do I got that right? >> Correct, and that the outcome that you hope to achieve is material enough to make a difference in the business, and the key executive that's responsible for that cares and knows about the endeavor that you're embarking upon. >> So a material outcome that's not so abstract, like the business, but also not so pedantic as, change the air filter on time. That is then, has clear measures associated with it where you can test whether or not you have achieved the outcome, and an executive identified that ultimately has responsibility for improving those metrics in the business. >> Exactly. >> Okay, what's the next step? >> So the next step on the journey is to look at how you can pull together the data necessary to begin to answer that question. So, that brings in the data engineer, we used to call them "data wranglers," and you're beginning to look at, "what kind of data, right, can I obtain "from inside of the business or outside "that is material to answering that question?" Now sometimes what happens is that you end up finding out that we're not capturing that key information. And you've got to go back to the business analyst again and say, "Hey, we could begin a process "to begin capturing that information." But you know, is there something else you know, what's priority number two? What's the next thing on the list, in an agile-type method, that we could go to, let's see if that data is readily available, because one of the things you want to do, obviously, is create as much success early in the process as possible so things that will elongate this whole process, right, like, now I have to invent a whole way to collect data in order to actually examine it, maybe we ought to move on to the next material measurable outcome to the business and then go examine that. >> So we're really tryin' to develop habits here and habits don't form if the process of getting even started is just too difficult and there is no success. So, identify the outcome but then the data engineers response look for, "what's the data "and can we economically gather it and acquire it?" >> Right, and not just economically gather it, but can we legally, alright, gather it. Because, just because we have it doesn't necessarily mean the intended use that we look to put for it is one that either would pass regulatory control or policy of the company. So, that's important as well, you don't want to get too far down the line only to find out that what you're pursuing is something that your company is not comfortable yet doing. Even if there's an adjacent company that's doing exactly the same thing. >> Right, so we've got the outcome, we've got the measures, we got the executive support, we've also got the data, we've determined we can economically and legally, and ethically acquire it, what's next? >> So, next we're going to, the business analyst is going to collaborate together with both the data wrangler, we got the data, and now the data scientist or the mathematician, alright, gets involved. And what you're beginning to do is to begin to look at the data that's been derived and for the business analyst, looking at it is more of a visual metaphor, and for the data scientist, looking at it is more from a quantitative point of view. And you want to spend enough time to understand that you're now looking at the data and some of your original assumptions about the data and about your business are actually holding true, because it's possible at that point that you find out that your original assumption that you're working toward, toward changing this outcome, needs to actually shift a little bit because what you thought was happening is actually different, right? We're working with a Japanese financial services company and they thought that a lot of their business was essentially coming from younger people that are comfortable using computers and it turned out that there was a much older demographic that was actually using their systems than they thought. So, sometimes you have to rejigger, and you have to be open to being agile not to be so fixed on that particular outcome. You know, the data itself and being able to initially examine the data might shift you a little bit left or a little bit right. You got to be open to that. >> So this process has allowed us to, started putting in place in the habits to be empirical, iterative, optimistic, around data. We've actually now got the data scientists has started building out the data models, we've even started the process of training those models getting them up to creating some value, and improving and refining them over time. But where the industry sometimes falls down, is now you get a bunch of technology people involved who say, "Oh, I want to do this without anybody else knowing about it, "I'm going to download a bunch of open-source software "I'll go secure some stuff over here, some capacity, "maybe in the cloud or "maybe I'll just borrow some cycles somewhere." And we end up in this 12, 15, this long process of trying to implement a technology. Let's now talk about how we take the habits that are being formed, the outcomes we want to achieve, this working group that's actually making progress, and then turn that into a practical solution in the business. >> So just as you said, what we're starting with is trying to become, specific in terms of our outcome, is to be able to make sure that it's measurable and to be agile in our process. Where time, right, is an important factor. Costs is an important factor, time is a factor, and so for is risk, right? And when it comes to building the technology platform necessary to enable all this, time, cost, and risk are still factors, right? So starting off with trying to build everything yourself, from a technological point of view, doesn't make a lot of sense anymore, right? The value that you're going to get from the business is not by assembling computers into racks, right? People've done that stuff for you, right? It's not about taking, you know, any kind of software and integrating it together to the extent that you can get higher level components and begin working with those, that will give you the ability to turn that data into actual monetary value faster, right? So don't take the time necessarily, all the extra time necessary to assemble the stuff, see if you can already get it in a prepackaged form. >> So timed value becomes a primary criteria overall, 'cause in many respects, and certainly to what our research has shown, is that costs go up as you take longer, and risk goes up, at least in these complex kinds of initiatives, as you take longer because more people get involved and there's all kinds of crazy things happen, so the ability to stay agile and make things happen in a valuable way is crucial. Another thing we've seen Neil, I want to ask you about this, is we've talked to a number of CIOs who were making the observation that while there's a lot things, a lot of ways that they could procure stuff, that their shop itself has to go through some transformation and they are looking at how they can buy options on some of these changes right now and deliver value while setting themselves up for the future. What's the right way of thinking about that process? >> So it's easy for us sitting here in Silicon Valley to immediately jump to the conclusion that everybody just ought to move to the public cloud, right? And we're very much a huge proponent of that ourselves, right? In fact, we've transformed our business to essentially you know, to heavily weight entirely toward the cloud, right? And you know, there are real benefits in obviously doing that, right? When you're getting infrastructure in the cloud it's immediately available to you, you know, you don't have to pay for it all up front you can scale it over time, it has all those obvious benefits, right? But there are times when, either because of a governmental regulation, or because of a policy, your company policy, or because of just latency issues, it's not really possible to go to the public cloud. In which case you need to do that work behind your firewall. >> You need to bring the cloud to the data. >> Exactly, right? And as you said, even when that option is available, and in fact Oracle does have that option now available to customers, with this notion of cloud and customer, where we're literally taking a piece of the Oracle cloud and putting it behind your firewall. But, for some companies, that in and of itself, may be a leap too far. So, you know, being able to consolidate systems together, being able to move a more simplistic option, that gives you still that open ability to move to the cloud either on premises or in the public cloud over time is important to people. So, what we find is that, companies are looking for different paths, right? They may be looking to go directly to the public cloud, if they're comfortable to doing so, and if they're the kind of use case that they're working on is capable of doing that. Or, they may need to stay behind their firewall and entertain the notion of cloud a customer, or depending upon where they are in terms of their organizational readiness, they also may find that they'd rather move toward an engineered system or and appliance model which gives them the ability to move to the cloud when they're ready but doesn't force that seat-change on an organization that may not yet be ready for it. >> Right, so we're looking at a couple of different options predicated on the characteristics of the problem that we're trying to solve, the maturity of the shop that's trying to solve it, or the combination of the shop and the business, and then obviously, where we want to put our time and energy? Do we want to put it into the infrastructure? Or do we want to put it in solving the problem? And increasingly, people want to solve the problem. >> Well, in the end, that's what we're expected to do as a business. And that's the, some of the key differences, there's shifts that's happening in the IT or technology segment. Today, we have to be focused from a technologists point of view, and understand how we can help the business solve the problem. And technology is a means to that end, not a thing unto itself. >> So Neil, as you think form your perspective, in big data, in analytics, as you think about what the world's going to look like differently in three years, what is the one or two things you would focus your attention on if you were a CIO, and about to undertake this journey of finding new and better ways of turning data into value within the business? >> Well I think we mentioned a few, right? One, we want to make sure that we're driving it from a business perspective. We want to make sure that we have tangible outcomes that we've identified. We want to make sure that the data is more readily available for those use cases we want to pursue. And we want to make sure that the infrastructure that we put into play is appropriate, not only from a regulatory and policy point of view, but is good fit for where the organization happens to be at that time. >> And doesn't cut us off from future options. >> Exactly, it's important not to be able to invest in something that will become a dead end. And we're really working hard to ensure that at whatever place the customers are at in this journey that we can on-board them, right, in a place that they're comfortable with, but still allow them to move through the different stages as they see fit. >> Right, so, overall we've talked about the value of data, we've talked about some of the practical things that an IT shop with the business can do to achieve value in data, it doesn't diminish the role that the cause going to play, it positions it in the context of the nature of the problem, the nature of the shop. You know, this has been a great discussion. >> Neil: I've enjoyed it, thank you. >> So, once again, Peter Burris from The Cube, talking about the journey to creating value, business value, out of data with the appropriate combination of agile data methods, and an infrastructure approach that allows businesses to stay focus in the problem and not the infrastructure. Once again, thank you for joining us from The Cube, and we hope to see you again soon.

(dynamic music) >> Hi, I'm Peter Burris, welcome to The Cube. We're having a conversation with Oracle about how to create business value out of data. This is the second segment that we're going to be looking at, the first segment focused on what is data value and how does a business think about generating value with data. This section is going to focus more on what path do you follow, what journey do you take to actually achieve the outcomes, that you want, using data to generate overall better business working with customers, with operators, whatever else it might be. Now, to have that conversation, we've got Neil Mendelson with us today >> Thank you. >> Neil is the Vice President of Big Data and Advanced Analytics at Oracle, welcome to The Cube. >> Thank you, good to be here. >> So Neil, in the first segment that we talked about the idea of what is data value, how do we think about data capital, how we think about how business uses data capital to generate business. Now we're going to get practical and talk about the journey. Once the business is thinking about using data differently, to differentiate itself it then has to undertake a journey to do something. So, what's the first step that a business has to think about as it starts to conceive of the role that data's going to play in their business differently. >> Well, I think you correctly tagged it as being a journey and starting with the business. I think part of where sometimes this goes awry is when we start with it technology first, right? It really begins with the business, right? So, we're starting really with business analysts, people within the line of business. Now, what we're looking for is things that we can actually measure, right, things that we can measure and quantify that drive a real value to the business. >> But, those things are specific outcomes that have a consequence to the business, right? >> They are specific, right? So, it's not like, "Oh, we're interested in "improving our overall business." That's not specific enough, right? You can't give a data scientist the charter to go build an algorithm for improving the overall business, right? It's got to be much more specific. So, let's say we're going to pick something like churn, right, even down to churn to a particular segment, right? So, you want a specific measurable outcome and then you want to be able to understand which executive in the business actually owns that outcome. Because if you can't find the executive that owns the outcome then it may never really matter, right? >> Now that's all the business analyst's job is to try to make sure that the question is being framed properly and that the right people are participating in the process of answering that question. Have I got that right? >> Correct and that the outcome that you hope to achieve is material enough to make a difference in the business and that th key executive that's responsible for that cares and knows about the endeavor that you're embarking upon. >> So, a material outcome that's not so abstract like the business, but also not so pedantic as change the air filter on time that is then, has clear measures associated with it where you can test whether or not you have achieved the outcome and an executive identified that ultimately has responsibility for improving those measure in the business. >> Exactly. >> Okay. What's the next step? >> So, the next step on the journey is to look at how you can pull together the data necessary to begin to answer that question. So, that brings in the data engineer, we used to call them data wranglers. And, you're beginning to look at what kind of data, right, can I obtain from the inside of the business or outside that is material to answering that question. Now, sometimes what happens is that you end up finding out that we're not capturing that key information. And, you've got to go back to the business analyst again and say, "Hey, we can begin a process to being "capturing that information, but is there something else? "What's priority number two? "What's the next thing on the list "in an agile type method that we could go to? "Let's see if that data is readily available." Because, one of the things that you want to do, obviously, is create as much success early in the process as possible. So, things that will elongate this whole process, right? Like, now I have to invent a whole way to collect data in order to actually examine it. Maybe we ought to move on to the next material measurable outcome to the business and then go examine that. >> So, we're really trying to develop habits here. And, habits don't form if the process of getting even started is just too difficult and there is no success. So, identify the outcome, but then the data engineer is responsible for what's the data and can we economically gather it and acquire it. >> Right, and not just economically gather it. But, can be legally gather it because just because we have it doesn't necessarily mean that the intended use that we looked to put forward is one either would pass regulatory control or policy of the company. So, that's important as well. You don't want to get too far down the line only to find out that what you're pursuing is something that your company is not comfortable yet doing. Even if there's an adjacent company that's doing exactly the same thing. >> Right, so we've got the outcome, we've got the measures, we've got the executive support. We've also got the data and we've determined that we can economically and legally and ethically acquire it. What's next? >> So, next the business analyst is going to collaborate together with both the data wrangler, we've got the data, and now the data scientist or the mathematician, right, gets involved. And, what you're beginning to do is to begin to look at the data that's been derived and for the business analysts looking at it it's more of a visual metaphor and for the data scientist looking at it is more from a quantitative point of view. And, you want to spend enough time to understand that you're now looking at the data and some of your original assumptions about the data and about your business are actually holding true. Because, it's possible at that point that you find out that your original assumption that you're working toward, toward changing this outcome needs to actually shift a little bit because what you thought was happening was actually different, right? We were working with a Japanese financial services company and they thought that a lot of their business was essentially coming from younger people that are comfortable using computers. And, it turned out that there was a much older demographic that was actually using their systems than they thought. So, sometimes you have to rejigger and you have to be open to being agile, not to be so fixed on that particular outcome. The data itself and being able to initially examine the data might shift you a little bit left or a little bit right. You got to be open to that. >> So, this process has allowed us to, started to putting in place some of the habits to be empirical, iterative, opportunistic around data. We've actually, now got the data scientists have started building out the data models. We've even started the process of training those models, get them up to creating some value and improving and refining them over time. But, where the industry sometimes falls down is now you get a bunch of technology people involved who say, "Oh, I want to do this without anybody else "knowing about it. "I'm going to download a bunch of open source software. "I'll go secure some stuff over here, "some capacity, maybe in the cloud or maybe "I'll just borrow some cycles somewhere." And, we end up in this 12, 15 this long process of trying to implement the technology. Let's now talk about how we take the habits that are being formed, the outcomes we want to achieve, this working group that's actually making progress and then turn that into a practical solution in the business. >> So, just as you said what we're starting with is trying to become specific in terms of our outcomes, to be able to make sure that it's measurable and to be agile in our process where time, right, is an important factor, cost is an important factor, time is factor and so for is risk, right? And, when it comes to building that technology platform necessary to enable all this time, cost, and risk are still factors, right? So, starting off with trying to build everything yourself from a technological point of view doesn't make a lot of sense, anymore, right? The value that you're going to get from the business is not by assembling computers into racks, right? People have done this stuff for you, right? It's not about taking any kind of software and integrating it together to the extent that you can get higher level components and begin working with those that will give you the ability to turn that data into actual monetary value faster, right? So, don't take the time, necessarily, all the extra time necessary to assemble the stuff. See if you can already get it in a prepackaged form. >> So, time to value becomes a primary criteria overall. 'Cause in many respects, certainly what our research has shown, is that costs go up as you take longer and risk goes up, at least in these complex kinds of initiatives as you take longer, because more people get involved and there's all kinds of crazy things happening. So, the ability to stay agile and make things happen in a valuable away is crucial. Another thing we've seen here, I want to ask you about this, is we've talked to a number of CIOs who were making the observation that while there's a lot of things, a lot of ways they could procure stuff that their shop, itself, has to go through some transformation. And, they are looking at how they can buy options on some of these changes right now and deliver value while setting themselves up for the future. What's the right way of thinking about that process? >> So, it's easy for us sitting here in Silicon Valley to immediately jump to the conclusion that everybody just ought to move to the public cloud, right? And, we're very much a huge proponent of that ourselves, right? In fact, we've transformed our business to essentially heavily weight entirely toward the cloud, right? And, there are real benefits in obviously doing that, right? When you're getting infrastructure in the cloud it's immediately available to you. You don't have to pay for it all up front. You can scale it over time. It has all those obvious benefits, right? But, there are times when either because of a governmental regulation or because of a policy, your company policy or because of just latency issues, it's not really possible to go to the public cloud. In which case you need to do that work behind your firewall. >> You need to bring the cloud to the data. >> Exactly right? And, as you said, even when that option is available and in fact Oracle does have that option now available to customers with this notion of cloud a customer where we're literally taking a piece of the Oracle cloud and putting it behind your firewall. But, for some companies, that in and of itself may be a leap too far. So, being able to consolidate systems together being able to move to a more simplistic option that gives you still that open ability to move to the cloud either on premises or in the public cloud over time is important to people. So, what we find is companies are looking for different paths, right? They may be looking to go directly to the public cloud if they're comfortable doing so and if the kind of use case that they're working on is capable of doing that. Or, they may need to stay behind their firewall and entertain the notion of cloud a customer. Or, depending upon where they are in terms of their organizational readiness they also may find that they'd rather move toward an engineered system or an appliance model which gives them the ability to move to the cloud when they're ready but doesn't force that sea change on an organization that may not yet be ready for it. >> Right, so we're looking at a couple of different options predicated on the characteristics of the problem that we're trying to solve, the maturity of the shop that's trying to solve it or the combination of the shop and the business, and then obviously, where we want to put our time and energy. Do we want to put it into the infrastructure or do we want to put it into solving the problem? And increasingly, people want to solve the problem. >> Well, in the end that's what we're expected to do as a business. And, that's some of the key differences or shifts that's happening in IT or technology segment. Today, we have to be focused, from a technologists point of view and understand how we can help the business solve the problem and technology is a means to that end not a thing unto itself. >> So Neil, as you think from your perspective in big data and analytics, as you think about what the world's going to look like differently in three years what is the one or two things that you would focus your attention on if you were a CIO and about to undertake this journey of finding new and better ways of turning data into value within the business? >> I think we mentioned a few, right? One, we want to make sure that we're driving it from a business perspective. We want to make sure that we have tangible outcomes that we've identified. We want to make sure that the data is more readily available for those use cases that we want to pursue. And, we want to make sure that the infrastructure that put into play is appropriate not only from a regulatory and policy point of view but is a good fit for where the organization happens to be at that time. >> And, doesn't cut us off from options. >> Exactly, it's important not to be able to invest in something that will become a dead end, right? We're really working hard to ensure that at whatever place the customers are at in this journey, right, that we can on board them, right, in a place that they're comfortable with but still allow them to move through the different stages as they see fit. >> Right, so over all we've talked about the value of data. We've talked about some of the practical things that an IT shop with the business can do to achieve valued data. It doesn't diminish the role that the cloud is going to play. It positions it in the context of the nature of the problem, the nature of the shop. Neil, this has been a great discussion. >> I've enjoyed it, thank you. >> So, once again Peter Burris from The Cube talking about the journey to creating value, business value out of data with the appropriate combination of agile data methods and an infrastructure approach that allows business to stay focused on the problem and not the infrastructure. Once again, thank you for joining us from The Cube and we hope to see you again soon. (dynamic music)

>> Announcer: theCUBE presents "On the Ground." (light techno music) >> Hello there and welcome to SiliconANGLE's theCUBE, On the Ground, here at Oracle's Headquarters. I'm John Furrier, the host of theCUBE, and I'm here with Neil Mendelson, the Vice President of Product Management for the Big Data Team at Oracle. Welcome to On the Ground, thanks for having us here, at Headquarters. >> Good to be here. >> So big data, obviously a big focus of Oracle OpenWorld, is right around the corner but in general, big data breadth of products from Oracle, has been around for awhile. What's your take on this? Because Oracle is doing very well with this new Cloud storing. My interview with Mark Hurd, 100% of the code has been cloudified. Big data now is a big part of the Cloud dynamic. What are some of the things that you're seeing out in the marketplace around big data, and where does Oracle fit? >> Well, you know, when this whole big data thing started years ago, I mean Hadoop just hit its 10th anniversary, right? Everybody was talking about throwing everything out that they had and there was no reason for SQL anymore and you're just going to throw a bunch of stuff together yourself and put it together and off you go, right? And now I think people have realized that to get the real value out of these new technologies, it's not a question of just the new technologies alone, but how do you integrate those with your existing estates. >> So Oracle obviously is a big database business, you know, I mean Tom Curry, with "Hey the database, take your swim lane", but what's interesting is with Hadoop and some of these other ecosystems, what customers are looking for is to not just use Oracle database but to use whatever they might see as a feature of some use case. >> Neil: Absolutely. >> Hadoop for batch. So you guys have been connecting these systems, so could you just quickly explain for a minute how you guys look at this choice factor from a customer standpoint because there's a role for Hadoop, but Hadoop isn't going to take over the whole world as we see in the ecosystem. What's your role, vis-a-vis the database choice? >> Yeah, so we very much believe when Oracle started, it was all about Database, and it was all about SQL. And we believe now that the new normal is really one that includes both Hadoop, NoSQL, and Relational, right? SQL is of course still a factor, but so are the ability to interface, in via rest interfaces and scripting languages. So for us, it's really a big tent, and we've been taking what we had done previously in Database and really extending that to Data Management over Hadoop and NoSQL. >> We had a great chat at Oracle OpenWorld last year, and you talked about your history at Oracle before you did you run with start-ups. You've seen this movie go on early days with data warehousing, so I got to ask you, big data's not new to Oracle, obviously the database business has been thriving and changing with the Cloud around the corner and certainly here on the doorstep but could you explain Oracle's Database, I mean, big data product offerings? >> Sure. >> What was the first product? Take us through the lineage of where it is, because you guys have products. >> We do. >> And a slew of stuff is coming, I can imagine, I'm sure you can't share much about that but talk about the lineage right now. >> Okay, so we started about three years ago on the Hadoop side by making an appliance made for Hadoop and then in the future, which followed on with Spark. And that appliance has been doing well on the marketplace for a number of years and we've obviously continued to enhance that. We then took what we perfected on premises and we moved that up to the Cloud, so we have a big data cloud service for customers that offer them high-performance access to Hadoop and Spark and without necessarily the need to actually manage security and all the things with it. At OpenWorld, we'll be making a series of announcements, we'll be creating yet another big data Cloud service. This one will be fully managed, fully elastic for customers who only want to take advantage of a Hadoop or Sparks service, as an example, and don't want to deal with the ability to specifically tweak the environment, right? We also announced a little while ago, our family of Cloud Machines, right? So you'll see, a, the first Cloud Machine is one that provides Oracle IaaS and PaaS services and then we'll add to the family. >> John: That's shipping already, though. >> That's shipping already, right? And then we'll add to the family, an Exadata Cloud Machine and a big data Cloud Machine and the Cloud Machines are really kind of a cool concept. They're cool because for a lot of customers from a regulatory point of view or otherwise, they're just not ready for the public Cloud, but everybody wants to take advantage of what the Cloud provides. So how do you do that behind your firewall, right? How do you provide IT as a service? So what Oracle has done essentially, is to package up its Cloud services and able to deliver that to customers behind the firewall and they get the exact same technology that they have on the public Cloud, they build to one architecture and then deploy it wherever they choose. They get the advantages of the Cloud, it's a subscription service, right, but they can deal with but they can adhere to whatever data sovereignty or issues that they might have. >> So let's get to that regulatory dynamic in a second but I just want to back up, so Big Data Appliance, B-D-A you guys call it, Big Data Appliance, that's been out. Big data service... >> Neil: Cloud service started about a year ago. >> Done a year, that's out there. Those laces that connect Appliance that's on-pem with the Cloud. >> Neil: Right. >> And then now you have the cloud machine series of enhancements coming in Oracle Openworld. >> Right, as well as a fully elastic, fully managed cloud service that will add to the mix as well >> Okay, so let's get down, so that's going to bring us fully cloud-enabled. >> Yep. >> Cloud on-premise, >> Both. >> All that kind of dynamic flexibility and an option for cloud configurations and depressuring. Okay, back to the regulatory thing. So what's the big deal about that, because you mentioned that most companies we talk to love the cloud, they love the economics, but there's a lot of fund and fear internally amongst their own team about getting sued, losing data, you know, certain industries that they might have to play, is that a fact and can you explain that for someone and what's important about that. >> Yeah I mean, for some customers it's a real concern, right, and the world is dynamically shifting, I mean, look at what happened a few months ago with you know the Brexit, right, I mean all of a sudden it was OK to have, you know, the data as long as it was in the EU, well the EU is now shifting, so where does the data go, right? So from a regulatory point of view we haven't fully settled in terms of where customer data can be held, exactly how its treated, and you know those things are evolving. So for a number of companies, they want the advantages of the cloud but they don't necessarily want it on the public cloud and that's why we're offering these new cloud machines because they can essentially have their cake and eat it too. >> So interesting, the dynamic then is is that this whole regulatory thing is a moving train. >> Right. >> Relative to the whole global landscape. >> Right. >> Who knows what's going to happen with China and other things, right? >> Right and I think that's what's really terrific is that our history is, of course, were a company that's been around for a while so we started on premises and we moved up to the cloud and our customers are ones that are going to have, kind of, this hybrid kind of a system, right. Other companies started much later and their cloud only and you know while that's great for companies that want the public cloud. What do you do if you're in a regulatory environment that isn't ready to boot public cloud? Now you have to have two architectures, one for on-premises and one for cloud and then how do you deal with a moving landscape where a year from now things that are on premises can move to the cloud and other things that are in the cloud may have to move to back on premises, right? How do you deal with that dynamic going forward and not get stuck. >> So, is it fair to say that Oracle is a big data player in the cloud and on-premise? >> Absolutely, and not just for data management. I think that you know while we started at that core, that's our heritage, we've so much built out our portfolio, we have big data products in the data integration space, in the machine learning space, we have big data products that connect up with our IoT strategy, with data visualization, we've really blossomed as the marketplace has matured bringing additional technology for customers to utilize. >> Okay, so let's get down to the reality and get into the weeds with customer deployments. How do you guys compare vis-a-vis the competition now you got the on-prem with the BDA, Big Data Appliance with the cloud service, cloud machines to create some provisioning, flexibility on whether architectures the customers may choose. >> Yeah. For whatever reason that they would have. >> Okay. How does that compare to the competition? >> On the on-premises side, if we start there, there was a recent Forrester Wave that looked at various Hadoop appliances and we took the number one category or the number one position across all the three categories that they looked at, they looked at the strategy, they looked at the market presence and they looked at the capability of what we offered and we ended up number one in that space. On the cloud side, of course, we're maturing in terms of that offering as well but you know we're really the only company out there that can offer the same architecture both on cloud and on-premises, where you don't necessarily have to go all in on one or the other, and for many companies that's exactly what they're, you know, what they need right. They can't necessarily go all in one way or the other. >> So I got to ask you kind of a, put your Oracle historian tech historian hat on as well as your Oracle executive hat on and talk about some of the technologies that have come and gone over the years and how does that relate to some of the things that are hyped up now? I mean certainly Hadoop, what's supposed to be this new industry, it's going to disrupt the database and Oracle's going to be put out of business and this is how people are going to store stuff, MapReduce. Now people are saying, why even have Hadoop in the cloud when you got object store. So, things come and go, I'm not saying Hadoop is going to come and go but it's good for batch but so, what's your comments on it can you point to industry technology, say okay, that's going to be a feature of something else, that's a real deal? What are some of the things that you look at that you can say... >> So you know we're seeing exactly as you described, a few years ago you go to a conference and it was all about MapReduce. Right now, a seminar in MapReduce, nobody goes, right. Everybody's going to Spark, right, and there's already things that potentially will replace Spark, things like Flink, and we're going to see that continual change and a lot of what we focused on is to be able to provide some level of abstraction between the customers architecture and these moving technology. So, I'll give an example. Our data integration technology, historically that was, you know, you're able to visually describe a set of transformations and then we generated code in SQL or PL/SQL. Now we generate code, not only in SQL and PL/SQL but we generate that same code in Spark. If tomorrow Spark gets replaced with Flink or something else, we simply replace the code generator underneath and all of what the customers built gets preserved and moved into the future. I think a lot of people are now becoming concerned that as they take advantage of open source really really at the very low levels they have the potential to essentially get stuck in a technology which has essentially become obsoleted, right? >> Yeah. >> As any new technology evolves we move from people who just code, right, with all the lower level stuff up to a set of tools and you know we talk to companies now that have huge amounts of now legacy MapReduce code, right, you think only a few years ago... >> It's kinds like cobalt. >> Neil: Yeah. (John laughing) >> Neil: So... >> I's going to be around but not really pervasive. >> Right. So how can you take advantage of these technologies, without necessarily having to get stuck to any one of them. >> So, I'm going to ask you the philosophical question, so Oracle database business has been the star over the years since the founding but even now it seems to me that the role of the database becomes even more important as you connect subsystems, call it, Hadoop, Spark, whatever technology's going to evolve as a feature of an integrated system, if you will, software-based and or engineered system coming together. So that seems to be obvious that you can connect in an open way and give customers choice but that's kind of different from the old Oracle. I have a database everything runs on Oracle, Oracle on Oracle's grade, certainly it runs well but what's the philosophy internally obviously the database team's sitting there it must be like, wow big data is an opportunity for Oracle. >> That's right. Or do they go, no the database business is different. How do you guys talk about that internally and then how do customers take away from that dynamic between the database crown jewel and the opening it up and being more big data driven? >> I think it's ironic because, externally, when you talk to people, they just assume that we're going to be like "Oh my god this is a threat" and we're going to just double down on what we're doing on the database side and we're just going to hunker down and I don't know try to hide, right? But that's exactly the opposite of what we're really been doing internally. We really have embraced these technologies of Hadoop and Spark and NoSQL, and we're essentially seeing data management evolve, that is the new normal. So rather than looking at, not only what we might have said, we did say when we introduced Oracle in the data warehousing market back in '95, We said "Put all your data in the Oracle database." We're not saying that anymore because there are reasons to put data in Hadoop, there are reasons to put data in graph databases, in NoSQL databases, we need to be able to provide those choice while still integrating that data management platform as one integrated entity. >> Would you say then it was fair to say that, from a customer standpoint, by having that open approach gives more faster access to different data types in real time? >> Absolutely. >> John: Then isn't that the core value proposition of big data. >> Yeah, again when the Hadoop new craze first started it was all about unload and put everything in this one store and for a lot of companies today, they still are faced with the this conundrum which says, in order to analyze data, I have to put it all in one place. So that means that you have to move your operational data into one place, you have to move your data warehousing stuff into one place, but then at the same time you mentioned real time. How do you get into the business of moving data from Place A to Place B on a constant basis while still being able to offer real-time access and real-time analytics? The answer is you can't. >> And the value of the data, the data capital, as we've been talking about, McGee bond is an IoT piece of data from a turbine could have really big relevance to the system of record in another database and that has to be exposed and integrated quickly to surface some insight about the quality of that... >> It's the thing that gives you context, right. Today what's going on is that we are getting all access to all these rich data sources and rich data types that we didn't have before, whether that's text information or information coming off sensors and alike, and the relevance of that information is, when we combined it together with the corporate information, the stuff that we have in our existing systems to really reap the true benefit. How do you know, when you get a log file the log file doesn't have anything about the customer in it, the log file just has a, a number associating itself to a customer. You have to tie that together with the customer profile which data which might not exist in Hadoop, maybe it's in a NoSQL store. >> And certainly the Open Source is booming with Oracle. You guys are actively involved in all the different open source ecosystems. >> Sure, we drive a number of open source projects whether it's MySQL or Java or, the list goes on and on. Many people don't think of, you know, they're not even aware that Oracle's behind my MySQL. As an example, right, I mean, I remember talking to my son recently he says, "Do you know anything about MySQL" and I'm like well a little bit. And then as we're talking and were looking through his code, finally I say, "You know this is Ooracle product," He's like no it's not. You know cause... >> It's too cool to be Oracle. >> That's right. That's not a bad thing, right. >> Yeah. I mean the reality of it is, is that you know we've invested a whole lot of time and energy in these technologies and we're really looking to commercialize them to mainstream them, to make them less scary for more people to be able to get value from. Well your son's example's a great illustration of the new Oracle that's out there now this whole new philosophy. Final, give you the last word real quick, for folks watching, what's one thing you'd want to share with them that they may or may not know about Oracle and it's big data strategy? >> Give us a look. Right, I mean I think that when you think of big data and you think of these new technologies, you may not think of Oracle, right. You may think of the new companies that you're more familiar with in the light. The reality of is, is that Oracle has an extraordinarily rich portfolio of technology and services on the cloud as well as like cloud machines. So give us a look, I think you'll be surprised at how open we are, how much of the open source technology we've embedded in our products and how fast were essentially evolving into, what is the new normal. >> Neil thanks so much for spending the with me here On the Ground. I'm john Furrier, you're watching exclusive "On the Ground" coverage here at Oracle Headquarters. Thanks for watching. >> Neil: Thank you.

>>Welcome to this Q conversation. I'm Dave Nicholson. And today we are joined by Andrew ish and Chris Y Moran, both from Gentech. Andrew is the vice president of marketing. Chris John is the, uh, vice president of product engineering, gentlemen, welcome to the cube. >>Welcome David. Thanks for having us. Hey, >>David, thanks for having us on your show. >>Absolutely. Give us just, let's start out by, uh, giving us some background on, on Gentech. How would you describe to a relative coming over and asking you what you do for a living? What Genotech does? >>Well, I'll take a shot at that. I'm the marketing guy, David, but, uh, I think the best way to think of Genotech first and foremost is a software company. We, uh, we do a really good job of bringing together all of that physical security sensor network onto a platform. So people can make sense out of the data that comes from video surveillance, cameras, access control, reads, license plate recognition, cameras, and from a whole host of different sensors that can live out there in the world. Temperature, sensors, microwaves, all sorts of stuff. So we're a company that's really good at making sense of complex data from sensors. That's kind of, I think that's kind of what we >>Do and, and, and we focus specifically on like larger, complex, critical infrastructure type projects, whether they be airports, uh, large enterprise campuses and whatnot. So we're not necessarily your well known consumer type brand. >>So you mentioned physical, you mentioned physical security. Um, what about the intersection between physical security and, and cyber security who are, who are the folks that you work with directly as customers and where do they, where do they sit in that spectrum of cyber versus physical? >>So we predominantly work with physical security professionals and, uh, they typically are responsible for the security of a facility, a campus, a certain area. And we'll talk about security cameras. We'll talk about access control devices with card readers and, and, and locks, uh, intrusion detection, systems, fences, and whatnot. So anything that you would see that physically protects a facility. And, uh, what's actually quite interesting is that, you know, cybersecurity, we, we hear about cybersecurity and depressed all the time, right. And who's been hacked this week is typically like, uh, a headline that we're all like looking at, uh, we're looking for in the news. Um, so we actually do quite a lot of, I would say education work with the physical security professional as it pertains to the importance of cyber security in the physical security system, which in and of itself is an information system. Right. Um, so you don't wanna put a system in place to protect your facility that is full of cybersecurity holes because at that point, you know, your physical security systems becomes, uh, your weakest link in your security chain. Uh, the way I like to say it is, you know, there's no such thing as physical security versus cyber security, it's just security. Uh, really just the concept or a context of what threat vectors does this specific control or mechanism actually protects against >>Those seem to be words to live by, but are, are they aspirational? I mean, do you, do you see gaps today, uh, between the worlds of cyber and physical security? >>I mean, for sure, right? Like we, physical security evolved from a different part of the enterprise, uh, structure then did it or cyber security. So they, they come at things from a different angle. Um, so, you know, for a long time, the two worlds didn't really meet. Uh, but now what we're seeing, I would say in the last 10 years, Christian, about that, there's a huge convergence of cyber security with physical security. It, so information technology with operation technology really coming together quite tightly in the industry. And I think leading companies and sophisticated CISOs are really giving a big pitcher thought to what's going on across the organization, not just in cybersecurity. >>Yeah. I think we've come a long way from CCTV, which stands for closed circuit television, uh, which was typically like literally separated from the rest of the organization, often managed by the facilities, uh, part of any organization. Uh, and now we're seeing more and more organizations where this is converging together, but there's still ways to go, uh, to get this proper convergence in place. But, you know, we're getting there. >>How, how does Gentech approach its addressable market? Is this, is this a direct model? Uh, do you work with partners? What, what does that look like in your world? >>Well, we're a, we're a partner led company Gentech, you know, model on many friends is all about our partners. So we go to market through our integration channel. So we work with really great integrators all around the world. Um, and they bring together our software platform, which is usually forms the nucleus of sort of any O T security network. Uh, they bring that together with all sorts of other things, such as the sensor network, the cabling, all of that. It's a very complex multiplayer world. And also in that, you know, partnership ecosystem and Christian, this is more your world. We have to build deep integrations with all of these companies that build sensors, whether that's access, Bosch, Canon, uh, Hanoi, you know, we're, we're really working with them them. And of course with our storage and server partners >>Like Dell >>Mm-hmm <affirmative>. Yeah. So we have, we have like hundreds of, I would say ecosystem partners, right? Camera manufacturers, uh, access control reader, controller manufacturers, intrusion detection, manufacturers, late LIDAR radar, you know, the list goes on and on and on. And, and basically we bring this all together. The system integrator really is going to pick best of breed based on a specific end customer's I would say requirements and then roll out the system. According >>That's very interesting, you know, at, at Silicon angle on the cube, um, we've initiated coverage of this subject of the question, does hardware still matter? And, and you know, of course we're, we're approaching that primarily from kind of the traditional it, uh, perspective, but you said at the outset, you you're a software company mm-hmm <affirmative>, but clearly correct me if I'm wrong, your software depends upon all of these hardware components and as they improve, I imagine you can do things that maybe you couldn't do before those improvements. The first thing that comes to mind is just camera resolution. Um, you know, sort of default today is 4k, uh, go back five years, 10 years. I imagine that some of the sophisticated things that you can do today weren't possible because the hardware was lagging. Is that, is that a, is that a fair assessment? >>Oh, that's a fair assessment. Just going back 20 years ago. Uh, just VGA resolution on a security camera was like out of this world resolution, uh, even more so if it was like full motion, 30 images per second. So you typically have like, probably even like three 20 by 2 44 images per second, like really lousy resolution, just from a resolution perspective, the, the imagery sensors have, have really increased in terms of what they can provide, but even more so is the horsepower of these devices. Mm-hmm, <affirmative> now it's not uncommon to have, uh, pretty, pretty powerful Silicon in those devices now that can actually run machine learning models and you can actually do computer vision and analytics straight into the device. Uh, as you know, in some of the initial years, you would actually run this on kind of racks of servers in this data center. >>Now you can actually distribute those workloads across on the edge. And what we're seeing is, you know, the power that the edge provides is us as a software company, we have the opportunity to actually bring our workloads where it makes most sense. And in some cases we'll actually also have a ground station kind of in between the sensors and potentially the cloud, uh, because the use case just, uh, calls for it. Uh, just looking from a, from a, from a video security perspective, you know, when you have hundreds or thousands of cameras on an airport, it's just not economical or not even feasible in some cases to bring all that footage to the cloud even more so when 99% of that footage is never watched by anybody. So what's the point. Uh, so you just wanna provide the clips that, that actually do matter to the cloud and for longer term retention, you also want to be able to have sometimes more resilient systems, right? So what happens if the cloud disconnects, you can stop the operations of that airport or stop that operations of that, of that prison, right? It needs to continue to operate and therefore you need higher levels of resiliency. So you do need that hardware. So it's really a question of what it calls for and having the right size type of hardware so that you don't overly complexify the installation, uh, and, and actually get the job done. Are >>You comparing airports to prisons >>Christian? Well, nowadays they're pretty much prepared <laugh>, >>But I mean, this is exactly it, David, but I mean, this payload, especially from the video surveillance, like the, the workload that's going through to the, these ground stations really demands flexible deployment, right? So like we think about it as edge to cloud and, uh, you know, that's, what's really getting us excited because it, it gives so much more flexibility to the, you know, the C I S O and security professionals in places like prisons, airports, also large scale retail and banking, and, uh, other places, >>Universities, the list goes on and on and on, and >>On the flexibility of deployment just becomes so much easier because these are lightweight, you usually word deploying on a Linux box and it can connect seamlessly with like large scale head end storage or directly to, uh, cloud providers. It's, it's really a sophisticated new way of looking at how you architect out these networks. >>You've just given, you've just given a textbook example of why, uh, folks in the it world have been talking about hybrid cloud for, for, for such a long time, and some have scoffed at the idea, but you just, you just present a perfect use case for that combination of leveraging cloud with, uh, on-premises hardware and tracking with hardware advances, um, uh, on, on the subject of camera resolution. I don't know if you've seen this meme, but there's a great one with the, the first deep field image from the, from the, I was gonna say humble, the James web space telescope, uh, in contrast with a security camera F photo, which is really blurry of someone in your driveway <laugh>, uh, which is, which is, uh, sort of funny. The reality though, is I've seen some of these latest generation security cameras, uh, you know, beyond 4k resolution. And it's amazing just, you know, the kind of detail that you can get into, but talk about what what's, what's exciting in your world. What's, what's Gentech doing, you know, over the next, uh, several quarters that's, uh, particularly interesting what's on the leading edge of your, of your world. >>Well, I think right now what's on the leading edges is being driven by our end users. So the, so the, the companies, the governments, the organizations that are implementing our software into these complex IOT networks, they wanna do more with that data, right? It's not just about, you know, monitoring surveillance. It's not just about opening and closing doors or reading license plates, but more and more we're seeing organizations taking this bigger picture view of the data that is generated in their organizations and how they can take value out of existing investments that they've made in sensor networks, uh, and to take greater insight into operations, whether that can be asset utilization, customer service efficiency, it becomes about way more than just, you know, either physical security or cyber security. It becomes really an enterprise shaping O T network. And to us, that is like a massive, massive opportunity, uh, in the, in the industry today. >>Yeah. >>Now you're you're you're oh, go ahead. I'm sorry, Christian, go ahead. Yeah, >>No, it's, it's, it's good. But, you know, going back to a comment that I mentioned earlier about how it was initially siloed and now, you know, we're kind of discovering this diamond in the rough, in terms of all these sensors that are out there, which a lot of organizations didn't even know existed or didn't even know they had. And how can you bring that on kind of across the organizations for non-security related applications? So that's kind of one very interesting kind of, uh, direction that we're, that we've been undergoing for the last few years, and then, you know, security, uh, and physical security for that matter often is kind of the bastard step child. Doesn't get all the budget and, you know, there's lots of opportunities for, to help them increase and improve their operations, uh, as, as Andrew pointed out and really help bringing them into the 21st century. >>Yeah. >>And you're, you're headquartered in Montreal, correct? >>Yes. >>Yeah. So, so the reason, the reason why that's interesting is because, um, and, you know, correct me if I'm, if I'm off base here, but, but you're sort of the bridge between north America and Europe. Uh, and, and, uh, and so you sit at that nexus where, uh, you probably have more of an awareness of, uh, trends in security, which overlap with issues of privacy. Yeah. Where Europe has led in a lot of cases. Um, some of those European like rules are coming to north America. Um, is there anything in your world that is particularly relevant or that concerns you about north America catching up, um, or, or do those worlds of privacy and security not overlap as much as I might think they do? >>Ah, thank you. Any >>Thoughts? >>Absolutely not. No, no. <laugh> joking aside. This is, this is, this is, >>Leave me hanging >><laugh>, uh, this is actually core to our DNA. And, and, and we, we often say out loud how, like Europe has really paved the way for a different way, uh, of, of looking at privacy from a security setting, right. And they're not mutually exclusive. Right. You can have high security all while protecting people's privacy. And it's all of a question of ensuring that, you know, how you kind of, I would say, uh, ethically, uh, use said technology and we can actually put some safeguards in it. So to minimize the likelihood of there being abuse, right? There's, there's something that we do, which we call the privacy protector, which, you know, for all intents and purposes, it's not that complex of an idea. It's, it's really the concept of you have security cameras in a public space or a more sensitive location. And you have your security guards that can actually watch that footage when nothing really happens. >>You, you want to protect people's privacy in these situations. Uh, however, you still want to be able to provide a view to the security guard so they can still make out that, you know, there there's actually people walking around or there's a fight that broke out. And in the likelihood that something did happen, then you can actually view the overall footage. So, and with, with the details that the cameras that you had, you know, the super high mega pixel cameras that you have will provide. So we blur the images of the individuals. We still keep the background. And once you have the proper authorization, and this is based on the governance of the organization, so it can be a four I principle where it could be the chief security officer with the chief privacy officer need to authorize this footage to be kind of UN blurred. And at that point you can UN blur the footage and provide it to law enforcement for the investigation, for example. >>Excellent. I've got Andrew, if you wanted, then I, then I'm. Well, so I, I've a, I have a final question for you. And this comes out of a game that, uh, some friends and I, some friends of mine and I devised over the years, primarily this is played with strangers that you meet on airplanes as you're traveling. But the question you ask is in your career, what you're doing now and over the course of your careers, um, what's the most shocking thing <laugh> that people would learn from what, you know, what do you, what do you find? What's the craziest thing. When you go in to look at these environments that you see that people should maybe address, um, well, go ahead and start with you, Andrew. >>I, >>The most shocking thing you see every day in your world, >>It's very interesting. The most shocking thing I think we've seen in the industry is how willing, uh, some professionals are in our industry to install any kind of device on their networks without actually taking the time to do due diligence on what kind of security risks these devices can have on a network. Because I think a lot of people don't think about a security camera as first and foremost, a computer, and it's a computer with an IP address on a network, and it has a visual sensor, but we always get pulled in by that visual sensor. Right. And it's like, oh, it's a camera. No, it's a computer. And, you know, over the last, I would say eight years in the industry, we've spent a lot of time trying to sensitize the industry to the fact that, you know, you can't just put devices on your, your network without understanding the supply chain, without understanding the motives behind who's put these together and their track record of cybersecurity. So probably the weirdest thing that I've seen in my, um, you know, career in this industry is just the willingness of people not to take time to do due diligence before they hook something up on onto their corporate network where, you know, data can start leaking out, being exfiltrated by those devices and malevolent actors behind them. So gotta ask questions about what you put on your network. >>Christian, did he steal your, did he steal your thunder? Do you have any other, any other thoughts? >>Well, so first of all, there's things I just cannot say on TV. Okay. But you can't OK. >>You can't. Yeah, yeah, yeah. Saying that you're shocked that not everyone speaks French doesn't count. Okay. Let's just get, let's get past that, but, but go, but yeah, go ahead. Any thoughts? >>So, uh, you know, I, I would say something that I I've seen a lot and, and specifically with customers sometimes that were starting to shop for a new system is you'd be surprised by first of all, there's a camera, the likelihood of actually somebody watching it live while you're actually in the field of view of that camera is close to Neil first and foremost, second, there's also a good likelihood that that camera doesn't even record. It actually is not even functional. And, and I would say a lot of organizations often realize that, you know, that camera was not functioning when they actually knew do need to get the footage. And we've seen this with some large incidents, uh, very, uh, bad incidents that happened, uh, whether in the UK or in Boston or whatnot, uh, when they're, when law enforcement is trying to get footage and they realize that a lot of cameras actually weren't recording and, and, and goes back to Andrew's point in terms of the selection process of these devices. >>Yeah. Image resolution is important, like, because you need an, an image that it actually usable so that you can actually do something with it forensically, but you know, these cameras need to be recorded by a reliable system and, and should something happen with the device. And there's always going to be something, you know, power, uh, uh, a bird ate the lens. I don't know what it might be, or squirrel ate the wire. Um, and the camera doesn't work anymore. So you have to replace it. So having a system that provides, you know, you with like health insights in terms of, of, of if it's working or not is, is actually quite important. It needs to be managed like any it environment, right? Yeah. You have all these devices and if one of them goes down, you need to manage it. And most organizations it's fire and forget, I sign a purchase order. I bought my security system, I installed it. It's done. We move on to the next one and seven years later, something bad happens. And like, uhoh, >>It's not a CCTV system. It's a network. Yeah. Life cycle management counts. >>Well, uh, I have to say on that, uh, I'm gonna be doing some research on Canadian birds and squirrels. I, I had no idea, >>Very hungry. >>Andrew, Chris, John, thank you so much. Great conversation, uh, from all of us here at the cube. Thanks for tuning in. Stay tuned. The cube from Silicon angle media, we are your leader in tech coverage.

>>The cube presents HPE discover 2022 brought to you by HPE. >>Welcome back to the Venetian convention center. You're watching the Cube's coverage of HPE discover 2022. The first discover live discover in three years, 2019 was the last one. The cube we were just talking about. This has been at H HP discover. Now HPE since 2011, my co-host John furrier. We're pleased to welcome Phil Maru. Who's the executive vice president and general manager of HPE Aruba. And he's joined by David Hughes, the chief product and technology officer at HPE Aruba gentleman. Welcome to the cube. Good to see you. Thank you. Thank >>You. >>Okay, so you guys talk a lot, Phil, about the intelligent edge. Yep. Okay. What do you, what do you mean by that? >>Yeah, so we, well, we're kind of focused on, is providing technology to customers that sits out at the edge and typically the edge would be, uh, any location out of the data center or out of the cloud. So for the most part, our customers would deploy our technology either in their office premises or maybe retail premises shops, uh, maybe deploying out of the home where their employees are on a factory floor. And we're really talking about technology to connect both people and devices back to, um, systems and technology throughout an organization. So, but >>I, I, you know, sometimes I call it the near edge and the far edge yeah. Near, near edge. Maybe as we saw home Depot up on the stage yesterday far, Edge's like space. Right. You're including all of that. Right. That's >>Edge. >>Yeah. And actually we, we, we, you know, we've got a broad range of technology that actually works within the data center as well. So, you know, what we are focused on is providing, uh, network technology, software and services. And, you know, for the most part, our heritage is at the edge, but it's more pervasive than that. So >>If you have the edge, you got connectivity and power, that's an edge. How much, um, is the physical world being connected now you're seeing robotics automation. Yeah. Ex and with machine learning specifically in compute, really driving a new acceleration at the edge. What you, how do you guys view that? What's your reaction? Yeah. >>I think, look, it, I think as connectivity is improving and that's both in terms of wifi connectivity, so, you know, wifi technology continues to, uh, advance and also you've got this new kind of private 5g area, just generally connectivity is becoming more pervasive and that's helping some industries that haven't previously embraced it. And I think industrial is, is one of the big ones. So, you know, historically it was difficult for kind of car manufacturers to really enable a factory floor. But now the connectivity is connectivity is better. That gives them the opportunity to be able to really change how they do things. So >>David, if you do take an outside in view, mm-hmm <affirmative>, uh, and, and, and when you talk to customers, what are they telling you and how is that informing your product strategy? >>Yeah, well, you >>Know, I think there's, there's several themes we hear. One is, you know, it's really important, better work from anywhere they wanna enable their employees, um, to get the same experience, whether they're at home or on the road or in their branch office or at headquarters. Um, you know, people are also concerned that as they deploy, deploy all of this IOT and pursuit of digital transformation, they don't want those devices to be a weak point where someone breaks into one device and moves naturally, um, across the network. So they want to have this great experience for their customers and their users, but they wanna make sure that they're not compromising security, um, in any way. And so it's about getting that balance between ease of use and, and security. That's one of the primary things we hear, >>You know, Dave, one of the things we talked about many, many years ago was when hybrid and was starting to come out multi-cloud was on the, on the table early on. Uh, we were, we were saying, Hey, the data center is just a big edge, right? I mean, if you have cloud operations and you see what's going on with GreenLake here now, the momentum hybrid cloud is cloud operations, right? An edge off data centers to a big edge on premises. And you got the edge as you have cloud operations, like say GreenLake, plugging in partners and diverse environments. You're connecting, not just branch offices that are per perimeter based. You have no perimeter and you have now other companies connecting mm-hmm <affirmative> so you got data and you got network. How do you guys see that transition as GreenLake has a very big ecosystem part of it, partners and whatnot. >>Yeah. So, you know, I think for us, um, the ecosystem of partners that we have is critical in terms of delivering what our customers need. And, you know, I think one of the really important areas is around verticals. So, um, you know, when you think about different verticals, they have similar problems, but you need to tailor the solutions. Um, to each of those, you know, we are talking a bit about devices and people. When you look at say a healthcare environment, there can be 30 devices there for each patient. And, um, so there's connecting all those devices securely, but we have partners that will help pull all of that together that may be focused on, um, you know, medical environment that may focused on stadiums. They may be focused on industrial. Um, so having partners that understand those verticals and working closely with them to deliver solutions is important in our go to market. >>So another kind of product question and related to what you just said, David, I got connectivity, speed, reliability, cost security, or maybe a missing something. But you, you said earlier, you gonna gotta balance those. How do you do that? And do you do that for the specific use cases? Like for instance, you just mentioned stadiums and 81 and how do you balance those and, and do you tailor those for the use cases? >>Yeah, well, I think it depends on the customer and different people have different views about where they need to be. So some people are, are so afraid about security. They wanna be air gapped and completely separate than the internet. That would be one extreme mm-hmm <affirmative> other people, you know, look at it and see what's happening with COVID with everyone working from home with people being able to work from Starbucks or the airport. And they're beginning to think, well, why is the branch that much different? And so what I think we are seeing is, you know, a reevaluation of how people connect to, um, the apps they're using and, uh, you know, you, you, you've probably for sure heard people talking about zero trust, talking about micro segmentation. You know, I think what we we see is that people wanna be able to build a network in a way where rather than any device being able to talk to any device or any person, which is where the internet started, we wanna build to build networks where people or devices can only talk to the destinations that are necessary for them to do their job. >>And so a lot of the technology that we are building into the network is really about making security intrinsic by limiting what can talk to what that's >>Actually micro, micro segmentations, zero trust, um, these all point to a modern, the modern network, as you say, Antonio Neri was just on the cube, talking about programmability, substrate, the words like that come to mind, what is the modern network look like? I mean, you have to be agile. You have to be programmable. You have to have security. Can you describe in your words, what does the modern network these days need to look like? How should customers think about architecting them? What are some of the table stakes and what are some of the differentiators that customers need to do to have a modern network? >>Yeah, well, you covered off a coup a few quarter, one there with clarity and so on. So let me pick one that you didn't mention. And, and I, you know, I think we are seeing, you know, a lot of interest around network as a service. And, you know, when we think about network as a service, we think about it broadly, um, you know, for consumers, we're getting more and more used to buying things as a service versus buying a thing. When you, when you get Alexa, you care about how well she answers your questions, you don't care about what CPU is or how much Ram Alexa has. And likewise with networking, people are caring about the outcomes of keeping their employees connected, keeping their, their devices and systems running. And so what for us, what NASA is all about is that shift of thinking about a network as being a collection of devices that get managed to being a framework for connectivity and running it from the point of view of those outcomes. >>And so whether, you know, it's about CapEx versus OPEX or about do it yourself, managing the network yourself versus outsourcing that, um, or it's about the, you know, Greenfield versus brownfield, each of our customers has got a different starting point, but they're all getting heading towards this destination of being able to treat their network as a service. And so that is, you know, a key area of innovation for us and whether it's big customers like home Depot that you heard about yesterday, um, where we kind of manage everything for them on a, as on a store basis, um, for connectivity, um, or, you know, the recent, um, skew based nest that we launched, which is a really scalable foundation for our partners to build nest offerings around. Um, we see this as a key part of network modernization. Yeah. >>And one of the things, again, that's great stuff. Uh, infrastructure is code, which was really kind of pioneer the DevOps movement in cloud kind of as platform level. And you got data ops now and AI at the top of the stack, we were always wondering when network as code was gonna come, uh, and where you actually have it, where it's programmable. I mean, we all know what policies do do. They're good. That's all great network as code. >>Yeah. >>And that's the concept that's like DevOps, it's like, make it work just seamlessly, just be always on. And >>Yeah. And smart, you know, people are always looking for the, for the easy button. Um, and so they want, they want things to operate easily. They want it to be easy to manage. And, you know, I actually think there's a little bit of a, um, a conflict between networkers code and the easy button, right? So it depends on the class of customers. Some customers like financials, for instance, have a huge software development organizations that are extremely capable that could, that can go with program ability that want things as code. But the majority of the, of, of the verticals that we deal with, um, don't have those big captive software organizations. And so they're really looking for automation and simplicity and they wanna outsource that problem. So in Aruba central, we have invested a lot to make it really easy for our customers to, um, get what they need, you know, is that movement of zero code. It's more like zero code. They want, they want something packaged now >>The headless networks. Yeah. Low code, no code >>Kind of thing. Yeah, that's right. And, you know, obviously for people that have the sophistication that want to, um, do the most advanced things, we have APIs. And so we support that kind of programmable way of doing things. But I'd say that that's that's, those are more specialized customers. So >>Phil, yeah. Uh, is that the strategy? I mean, David listed off a number of, of factors here is that Aruba's strategy to modernize networks to actually create the easy button through network as a service is as simple as dial tone. Is that how we >>Should think? I mean, the way I think about the strategy is I think about it as a triangle, really, along the bottom, we've got the products and services that we offer and we continue to add more products and services. We either buy companies such as silver peak a couple of years ago, or we build, uh, additional products and by, and by the way, that's in response to customers who are frustrated with some other suppliers and wanna move on mass over to, uh, companies like ourselves. So at the bottom layer of the product and services, and then the other side of the triangle one would be NAS, which we talked about, which is kind of move to buying network and as a service. And then the other side of the triangle is the platform, which for us is river central, which is part of HP GreenLake. And that's really all about, you know, kind of making it easy for customers to manage networks and Aruba central right now has got about 120,000 live customers on it. It connects to about 2 million devices and it's collecting a lot of data as well. So we anonymously collect data from all of our customers. We've got one and a half billion data points in the platform. And what we do is we let that data kind of look for anomalies and spot problems on the network before they happen for customers. >>So Aruba central predated, uh, uh, GreenLake GreenLake. Yeah. And, and so did you write to GreenLake through GreenLake APIs? How, what was the engineering work to accomplish that? >>Yeah, so really, um, Aruba central is kind of the Genesis of the GreenLake platform. So we took Aruba central and made it more generic okay. To build the GreenLake cloud platform. And you know, what we've done very recently is bring, bring Aruba into that unified infrastructure, along with storage and compute. So the same sign-on applies across all of HP's, um, products, the same way of managing licenses, managing devices. And so it provides us, uh, great foundation going forwards to, um, solve more comprehensively. Our customers automation requires. >>So, so just a quick follow. So Aruba actually was the main spring of GreenLake from the standpoint of okay. Sing, like you said, single sign on a platform that could evolve and become more, more generic. Yes. So, okay. So that was a nice little, um, bonus of the acquisition, you know, it's now the whole company >><laugh> Aruba taking over. >>Yeah. There's been a lot of work to, to, uh, you know, make it generic and, and widely applicable. Right. Yeah. Um, so, but >>You were purpose >>Built for yeah. Well it's foundational. Yes. So foundational for GreenLake, they built on top of it. Yeah. So you mentioned the data points, billions of data points. So I gotta ask you, cuz we're seeing this, um, copy more and more with machine learning, driving a lot of acceleration, cuz you can do simulations with machine learning and compute. We had Neil McDonal done earlier. He's a compute guy, you got networking. So with all this, um, these services and devices being put on and off the network humans, can't actually figure this out. You can discover what's on the network. How are you guys viewing the discovery and monitoring because there's no perimeter okay. On the network anymore. So I want to know what's out there. Um, how do you get through it? How does machine learning and AI play into this? >>Yeah. I mean, what we are trying to do is obviously flag trends for customers and say, Hey look, you know, we can either see something happening with your network. So there's a particular issue over here and we need to, I dunno, free up more capacity to solve that. Or we're looking at how their network is running and then comparing that with anonymized data from all of our other customers as well. So we're just helping find those problems. But yeah, you're right. I mean, I think it is becoming more of an issue for organizations, you know, how do you manage the network, >>But you see machine learning and AI playing a big part. >>Yeah, yeah. Yeah. I think, uh, AI massively and, and other technology advances as well that we make. So recently we, uh, also announced the availability of location awareness within our access points. And that might sound like a simple thing. But when network, when companies build out their networks, they often lose or they potentially could lose the records as to, well, where were the access points that we laid out and actually where are they not within, you know, 20 feet, but where actually are they? So we introduced kind of location, finding technology as well into our, uh, access points to make it easy for >>Customers. So Aruba one of the best, if not the best acquisition. I think that HP E has made, um, it's made by three par was, you know, good. It saved the storage business. Okay. That was more of a defensive play. Uh, but to see Aruba, it's a growth business. You guys report on it every quarter. Yeah. It's obviously a key ingredient to enable uh, uh, GreenLake and, and a that's another example, nimble was similar. We're much smaller sort of more narrow, but taking the AI ops piece and bringing it over. So it's, it was great to see HPE executing on some of its M and a as opposed to just leaving them alone and not really leveraging 'em. So guys, yeah. Congratulations really appreciate you guys coming on and explaining that. Congratulations on all the, all the great work and thanks for coming on the cube. Okay. >>Thank you guys. Yeah. Thanks for having us. >>All right, John, and I'll be back right after this short break. You're watching the cube, the leader in enterprise tech coverage from HPE Las Vegas, 2022. We'll be right back.

>>Everyone welcome back to the cubes, unstoppable domains partner showcase. I'm John furrier, host of the cube. This segment, this session is about expansion into Asia, Pacific and Europe for unstoppable domains. It's a hot start-up in the web three area, really creating a new innovation around NFTs crypto, single sign-on and digital identity giving users the power like they should. We've got two great guests, the Jod ramen head of Europe and Neil Katz on is Neil I, our head of Asia. So John Neil, welcome to this cube and let's talk about the expansion. It's not really expansion. The global economy is global, but showcase here about unstoppable was going to Europe. Thanks for coming on. >>Thanks John. >>So we're living in a global world, obviously crypto blockchain, decentralized applications. You're starting to see mainstream adoption, which means the shift is happening. There are more apps coming and it means more infrastructure and things got to get easier, right? So, you know, reduce the steps it takes to do stuff makes the Wallace better. Give people more secure. Access can control the day. This is what unstoppable is all about. You guys are in the middle of it. You're on this wave. What is the potential of web three with unstoppable and in general in Asia and in Europe, >>I can go first. So now let's look at the Asia market. I mean, typically we see the us market, the Europe markets for typical web two.zero software and infrastructure is definitely the larger markets with us, typically accounting for about 60% and you know, Europe about 20 to 30% and Asia has always been small, but we see in this whole world of blockchain, crypto web three.zero Asia already has about 116 million users. They have more than 35 local exchanges. And if you really look at the number of countries in terms of the rate of adoption of many of the Asian countries, which probably would have never even heard of like Vietnam actually topping the list, right? One of the reasons that this is happening again, if you go through the Asian development banks, latest report, you have these gen Z's and millennials of that's 50% of the Asian population. >>And if you really look at 50% of the Asian population, that's 1.1 billion people out of the total, 1.8 billion gen Z and millennials that you have in the world. And these folks are digital native they're people. In fact, our mobile first and millennials. Many of us like myself at least are people who are digital. And 20% of the world's economy is currently digital and the rest 40 to 50%, which is going to happen. It's going to happen in the web three dot four world. And that's going to be driven by millennials and gen Zs. I think that's why this whole space is so exciting because it's being driven by the users by the new generation. I mean, that's my broad thought on this little thing. >>I want to just comment on Asia also in the other areas where mobile first came, you had the end, the younger demographics, absolutely driving the change because they're like, well, I don't want the old way. They've got, they can write, write from scratch at the beginning, they're using the technologies that has propelled the crypto world. I mean, that is absolutely true. Everyone's kind of seeing that. And that's now influencing some of these developer nations, like say in Europe, for instance, and even north America, I think years more advanced than north America in my opinion, but we'll get to that. Oh, so potential in Europe. So John could take us through your thoughts on as head of Europe for >>Absolutely so news, right? I think the issue is way ahead in terms of gen Z user golfing, critical Jordan was actually a distant second, but it's a rising tool that actually has the highest transaction. Like they will be retro or last year and a half. And you know, if you dig a bit deeper, I'd say, arguably, I think the opportunity in web three is perhaps the largest and perhaps it can mean the most withdrawal Jora for the last decade has been trailing behind Asia and north America when it comes to. But I think unicorns and I think that we can provide a step change opportunity. This belief for me, stems from the fact that Jordan on a seat, right? Like for example, GDPR is focused on enabling real data ownership. And I think I recently read a paper out of Stanford by Patrick Henson speaks about being the best bot paper, enabling patient sovereign. >>So what that means is you just spend tool the data they've been to the internet and they harness the value from it. And on one hand while, you know, verb is enabling that regulation that could bring that forward when she actually brings it into action. So I think with what enablement better regulation, and we'll see more hubs like the crypto valley in Switzerland popup that we're bring, I think normal regulation, the right regulation. We can expect what info capital for builder talent that then drives more adoption. So I think the prospects for Europe in terms of usage, as well as builders are quite right. >>Yeah. And I think also you guys are in areas where the cultural shift is so dramatic. You mentioned Asia that they have demographics. Even the entrepreneurial culture in Europe right now is booming. You look at all the venture back startups and the young generation building companies. And again, cloud computing is a big part of that as obviously. But look at compared to the United States, you go back 15 years ago, Europe was way behind on, on the startup scene. Now it's booming and pumping on all cylinders and kind of points at this cultural shift. It's almost like a generational, you know, it's like the digital hippies changing the world. You know, they're web three. It's kinda, I don't want to be web to web two is so old. You know, I don't want to do that. And it's all because it's changing, right? And there are things that inadequate with web two on the naming system, also the arbitrage around fake information, bots users being manipulated, and also, you know, merchandise and monetize through these portals. And that's, that's kind of ending. So talk about the dynamic of web two, three at those areas. You've got users and you've got companies who build applications, they're going to shift and be forced in our opinion, and want to get a reaction to that. Do you think applications are going to have to be web three or users will reject them? >>Yeah, I think I jumped in and I'm not Neil's sport. I think the, the back is built on Q principles, right? Decentralization or ship and compostability. And I think these are binary. So, you know, if, if I look far down the future, I don't see a future where you have just whipped V I think there's gonna be a coexistence or cooperation between bamboo companies. I think there's going to be a sliding scale to decentralization versus PlayStation similarity, you know, ownership. And I think users will find what works best for them in different contexts. I think what installed this link is potentially providing the identity system correctly and that's, we were powerful that account being better on blockchains, then the naming system we had for web, right? The, the identity system serve focus, Paul, taking that you as a personal identifier that, so blockchain to me mean they're attaching all kinds of attributes that define who you are, the physical and digital world, and then filling out information that you can transact on the basis of. And I think that users would as the or future, right with, you know, InBev to more of the users were essentially consumers or readers of the internet and in bed with more technology platforms taking shape and getting proliferation that you would see more than just being actually writers, publishers, and developers on the internet. And they were value owning the data and to harness the most model valuable. So I think a basketball with bonds, and I think that's the future. I see that >>Well, I think you put it very, very nicely. So the other thing you've covered most of the points, I think, but I'm seeing a lot of different things that are happening in the ground. I think a lot of the garments, a lot of the web two.zero players, the traditional banks, these guys are not sitting quiet on the blockchain space. There's a lot of pilots happening in the blockchain space, right? I'm mean I can give you real life examples. I mean, one of the biggest example is in my home state of Maharashtra and Mumbai is they actually partnered with the polygon MarTech, right? Actually built a private blockchain based capability to, you know, kind of deliver your COVID vaccination certificates with the QR code it. And that's the only way they could deliver that kind of volumes in that shorter time. But the kind of user control the user control the user has on the data that could only be possible because of blockchain. >>Of course, it's still private because it's healthcare data. Now, they still want to keep it, or, you know, something that's not fully on a blockchain, but that is something, a similarly view. There is a consortium of about nine banks who have actually been trying to work on making things like remittances or trade finance, much, much easier. I mean, remittances through a traditional web two.zero world is very, very costly. And especially in the Asian countries, but a lot of people from Southeast Asia work across the world and send back money home. It's a very costly and a time taking affair. So they have actually partnered and built a blockchain based capability. Again, in a pilot stage, we kind of reduce the transaction costs. Like for example, if we just look at the trade finance space where there are 14 million traders who do 2.4, $5 trillion of transaction, now they were able to actually reduce the time that it takes from eight to nine days to about two to three days. So to add onto what you're saying, I think these two worlds are going to meet and meet very soon. And when they meet what they need is a single digital identity, a human readable way of being able to send and receive and do commerce. I think that's where I see unstoppable domains, very nicely positioned to be able to integrate these two worlds. So that's, that's my thought on >>Great point. I was going to get into which industries and kind of what areas you see in your air and geographies, but it's a good point about saving time. I liked how you brought that up because in these new waves, you either got to reduce the steps. It takes to do something or save time, make it easy. And these are the, this is the successful formula in anything, whether it's an app or UI or whatever, but what specifically are they doing in your areas? And, and what about unstoppable? Are they attracted to, is it because of the identity? Is it because of the, the apps is because of the single sign on what is that? What is the reason that they're leaning in and unpacking this further into their pilots? >>Do you want to take that because >>I am having these dumping it'd be warranted. So I think, and let me clarify the question, John you're, you're talking about companies looking at departments of our production partner. >>Yeah. What are they seeing and what are they seeing as the value that these pilots we heard from Neil Canada around the, the, the financial industry and obviously gaming gaming's one it's obvious, huge financial healthcare. I mean, these are obviously verticals that are going to be heavily impacted in a positive way. Where, what are they seeing as the value what's getting them motivated to do these pilots? Why they, why they jumping in with, with both feet, if you will, on these projects, is it because it's saving money? Is it time? What, or, or both, is it ease of use? Is it the, is it the user's expectations trying to tease out how you guys see that evolving? >>Yeah. Yeah. I think, I think the, the, this is still spaces. The movement is going very fast, but I think the space has been young. And right now a lot of these companies are seeing the potential that, that few offers. And I think the key dimensions, like the possibility isn't leadership ownership. So I think the key thing I'm seeing in you is these web companies seeing the momentum and looking to harness that book by enabling bridges web. One of the key trends in water has been FinTech. I think over the last five to six years, we'll have the Revolut and 26 platforms, new banks and super finance. So perhaps rising to the forefront and they are all enabling or connecting a page with them in some shape and form either any of them creating a crypto, some are launching their own native wallets. And these are essentially ways that they can one crack users. >>So the gen Z who are looking for war with finance to get them on board, but also to look to, you know, enable more adoption by data on users, one, not using these services that potentially create new revenue streams and, and create allocation of capital that they could not access to have access to otherwise. So I think that's one brand I'm seeing over here. I think the other key trend is in your use has been games. And again, that links are damaged. We have to, that is called the MetAware. So a lot of game companies are looking to step into game five, which is again, completely different. This is more work traditional game companies use use similarly metal versus we, again, worship creates a different business model and they see that users and gamers of the future were born to engage with that versus just being more eyes on the business of question or our ads. And I think that's something that they're, you know, becoming a bit off and quickly the space launching the one better versus, or are gained by applications or creating a comfortability with these, these, these, >>You know, I wanted to get it to this point, but I was going to ask about the community empowerment piece of this equation because she's identity is about the user's identity, which implies they're part of a community. Web three is very convenient community centric, but you mentioned gaming. I mean, people who have been watching the gaming world like ourselves, know that communities and marketplaces have been very active for years, many years, you know, over 15 years community, you know, games, currency in game activity has been out there. Right. But siloed within the games themselves. So now it seems that that paradigm is coming in and empowering all communities. Is this something that you guys see and agree with? And if so, what's different about that? What, how are our, how our communities being empowered? I guess that's the question. >>Yeah. I can maybe take that too. So, I mean, I've also heard of vaccine I'm in a 40% of their user base in Vietnam. And the average earning that a person makes in a month out of playing this game is more than the, you know, national daily or, you know, minimum wage that is there. Right. So that's the kind of potential actually going back as a combination of actually answering your earlier question, I think, or, and about what Sadat said, what's really unique in Asia is we still have a lot of unbanked people, right? So if you really look at the total unbanked population of the world, it's 1.6 billion and 24% of that as a nation, almost 375 million people are an issue. So these are people who do not have access to finance or credit. So the whole idea is how do we get these people on to a banking system on to peer peer, to peer lending out kind of peer to peer finance kind of capabilities? >>I think, you know, again, unstoppable domains kind of helps in that, right? If you just look@thepurethatthree.zero world and the complex, you know, technical way in which, you know, money or other crypto is transferred from one wallet to the other, it's very difficult for an un-banked person who probably cannot even do basic communication, cannot read and write, but actually be able to do it, but something that's very human readable, something that's very easy for him to understand something that's visual, something that he can see on his mobile with, you know, two G network. We are not talking of the world is talking about 5g, but there are parts of Asia which are still using two G and you know, two point 5g kind of network. Right? So I think that's one key use case. I think the banks are trying to solve because for them, this is a whole new customer segment. >>And sorry, I actually went back a little bit to your earlier question, but you know, coming back to this whole community building, right? So on March 8th, we're launching something called us women of web 3.0, that is three. This is basically to again, empower. So if you, again, look at Asia, you know, women, you know, need a lot of training. They need a lot of enablement for them to be able to leverage the power of that three.zero. I can talk about India because being from India, a lot of the women do not, you know, they, they do all the, you know, small businesses, but the money is not taken by middlemen or taken by their husbands, but fundamentally the money comes to them because that's what they use to educate their children. And it's the same thing in a lot of other, Southeast Asian countries as well. I think it's very important to build those communities or communities of women entrepreneurs. I think this is a big opportunity to really get the section of society, which probably, you know, will take 10 more years. If we go for the normal one to web two.zero progression where the power is with corporations and not with the individual. >>And that's a great announcement, by the way, you mentioned the $10 million worth of domains being issued out for this is democratization is what it's all about. Again, this is, you know, a new revolution. I mean, this is a new thing, so great stuff, more education, more learning, and can get the banks up and running, get those people banking because once they're banking, they get wallets, right? So they need the wallet. So let's get to the real meat here. You guys are in the territory, Europe and Asia, where there's a lot of wallets. There's a lot of exchanges because that's, they're not in the United States is few of them there, but most of them outside the United States and you got a lot of di apps developing, you know, decentralized applications. Okay. So you've got all this coming together and your territory, what's the strategy is that what's the strategy. How are you gonna attack that? You've got the wallets, you've got the exchanges and you've got D applications. You, >>Yeah. so I think just quickly there, I think one point is the Neil very expressive, beautifully is the final conclusion that that is something that has been inspired me, how better we can make it more inclusive that inspired mine. Yeah. I think for us, I think when a bit at the base star, when it comes to your right and the, the key focus in, in, in terms of our approach would be that the more do two dates, one, we want increase the utility of these domains. And the second thing is we weren't via proliferation with, with, with our partners. So when I speak on utility, I think utility is when you have a universe like depart, which is a domain name, and then you have these attributes around it, right? What, what that defines your identity. So in, in the context in Europe, we would look to find partners to help us enrich that identity around the domain name. >>And that adds value for users in terms of acquiring new leads and new blinds. And all the other element comes proliferation. I think it's about working with all those crypto and participants, as well as the adjacent companies, parents services who can help us educate current and future upcoming three users about the utility of domain names and help us onboard them to the, the. So I think that's going to be the general focus. I think the key is that as well, and hopefully it will be having watch regulation, you that allow us to do this at a visual level, but at the outset, I think it's going to be tackling it. Can't be by, can't be identified on this where there's deeper, better patient for and then making sure that we are partnering with local project partners that are demanding for local communities there. So, yeah, that's my view in, >>Oh, I think, yeah. So again, in Asia, once you have a significant part of Manatee living in Asia, right? So obviously I know obviously all the other challenges and the opportunities that we talk about, I think the first area of focus would be educating the people on the massive opportunity that they can not, they have, and if you're able to get them in early, I think it's great for them as well, right? Because by the time, you know, governments regulations and a large banking financial companies move, but if we can get the larger population or, you know, into this whole space, it's, it's good for them. So they are first movers in that space. I think we're doing a lot of things on this worldwide. I think we have done more than a hundred Pasco podcast, just educating people on water's web feed or, or, you know, waters, what are NFP domains, what is defy and, you know, so on and so forth. >>I think it would need some bit of localization customization in Asia, given that, you know, India itself has about 22 languages. And then there are the other countries which each of them have their own local languages and, you know, syntax, semantics and all those things. So I think that that is very important to be able to disseminate the knowledge or though it's it's global. But I think to get the grassroot people to understand the opportunity, I think it would need some amount of work that I think also building communities. I think John, you talked about communities so that such I'd talk about communities. I think it's very important to build communities because communities create ideation. It talks about people share their challenges so that people don't repeat the same mistakes. Also. I think it's very important to build communities based on impressed. I think we all know in the technology world, you can build communities and on telegram, telegram, discard, Twitter spaces and all those things. >>But, you know, again, when we're talking about financial inclusion, we're talking of a different kind of community building. I think that that would be important. And then of course I will, you know, kind of primarily from a company perspective, I think getting the 35 odd exchanges in Asia, the wallets to partner with us, just as an example, you know, they hired till September of last year, about 3,500 apps in just one quarter at double two, 7,000 tabs on their platform. But that is the pace or the speed of innovation that we are seeing on this whole, you know, three dot old space. I think it's very important to get those key partners. We're developing those dots or see the power of single sign on having a human readable, digital identity, being able to seamlessly transfer your assets, digital assets across multiple crypto's across multiple NFT when the market places and so on. So >>Yeah, and I think the whole community thing too is also you seeing the communities being part of certainly in the entertainment area and the artistry creator world, the users are part of the community own it too. So it goes both ways, but this brings up the marketplace too, as well, because you ha you guys have the opportunity to have trust built into the software layer, right? So now you can keep the reputation data. You don't, you can be anonymous, but it's trustworthy versus bots, which we all know bots can be killed and then started again with, and no one knows what the timeline has been around. So, you know, the whole inadequacy of web too, which is just growing pains, right? This is what it'll evolution looks like, you know, next to them, traction layer. So I love that vibe. How advanced do you think that thinking is where people are saying, Hey, we need this abstraction layer. We need this digital identity. We need to start expanding our applications so that the users can move across these and break down those silos where the data is cause that's, this is like the problem, right? It's the data silos that are holding it back. What'd you guys' reaction to that? The, the killing the silos and making it horizontally scalable. >>Yeah, I think it's, it's not problem. It is a problem of people who understand technology. It's a problem of a lot of the people in the business who want to compete effectively against those giants, which are holding all the data. So I think those are the people who will innovate and move again, coming back to financial inclusion, coming back to the unbanked and those guys just want to do their business. They want to live their daily life. I think that's not where you'll see, you will see innovation in a different form, but they're not going to disrupt the disruptors. I think that would be the people that are fintechs. I think they would be the first to move on to something like that. I mean, that's my humble opinion. >>Absolutely. I, I got you on creators, right? So like I said earlier, right, we are heading for a future where more creators on the internet, whether you're publishing, writing something, you're creating video content. And that means that the data they own, because that's their data, they're bringing it to the internet. That's more powerful, more useful, and they should be reprocessed on that basis. So I think people are recognizing that and they've been using the proposal and as they do that, they were warranties systems that enabled them to work permissions with data. They will want to be able to control what the permission and what they want to provide, adapt. And at the end of the day, you know, these applications have to work backwards from customers and keep the customers looking for, but that then, and ask where passport for >>The users want freedom. They want to be able to be connected and not be restricted. They want to freely move around the global internet and do whatever they want with the friends and apps that they want to consume and not feel arbitrage. They don't want to feel like they're kind of nailed into a walled garden and, you know, stuck there and having to come back. It's the new normal. If >>They don't want to be the, they don't want to be the product. They >>Don't want to be the perfect gentlemen. Great to have you on great conversation. We're going to continue this later. Certainly want to keep the updates coming. You guys are in a very hot area in Europe and Asia Pacific. That's where a lot of the action is happening. We see the entrepreneurial activity, the business transformation, certainly with the new paradigm shift and this big wave that's coming. It's here. It's mainstream. Thanks for coming on, sharing your insights. Appreciate it. >>Thanks for the opportunity. >>Great conversation. All the actions moving and happening real fast. This is the cube unstoppable debates partner showcase with I'm John for your host. Thanks for watching.