(upbeat music) >> Hello, fellow cloud nerds and welcome back to AWS re:Invent here in a beautiful sin city. We are theCUBE. My name is Savannah Peterson, joined by my dear colleague and co-host Paul Gillon. Paul, last segment. >> Good thing too. >> Of our first re:Invent. >> A good thing too 'cause I think you're going to lose your voice after this one. >> We are right on the line. (laughter) You can literally hear it struggling to come out right now. But that doesn't mean that the conversation we're going to have is not just as important as our first or our middle interview. Very excited to have Ganesh from Uptycs with us today. Ganesh, welcome to the show. >> Savannah and Paul, thank you for having me here. >> It's a pleasure. I can tell from your smile and your energy. You're like us, you've been having a great time. How has the show been for you so far? >> Tremendous. Two reasons. One, we've had great parties since Monday night. >> Yes. Love that. >> The turnout has been fantastic. >> You know, honestly you're the first guest to bring up the party side of this. But it is such, and obviously there's a self-indulgence component of that. But beyond the hedonism. It is a big part of the networking in the community. And I love that you had a whiskey tasting. Paul and I will definitely be at the next one that you have. In case folks aren't familiar. Give us the Uptycs pitch. >> So we are a Boston based venture. What we provide is cloud infrastructure security. I know if you raise your hand. >> Hot topic. >> Yeah, hot topic obviously in given where we are. But we have a unique way of providing visibility into workloads from inside the workload. As well as by connecting to the AWS control plane. We cover the entire Gartner acronym soup, they call it as CNAP. Which is cloud native application protection platform. That's what we do. >> Now you provide cloud infrastructure security. I thought the cloud providers did that. >> Cloud providers, they provide elements of it because they can only provide visibility from outside in. And if you were to take AWS as an example they give you only at an account level. If you want to do things at an organization where you might have a thousand accounts. You're left to fend to yourself. If you want to span other cloud service providers at the same time. Then you're left to fend to yourself. That's why technologies like us exist. Who can not only span across accounts but go across cloud and get visibility into your workload. >> Now we know that the leading cause of data loss in the cloud or breaches if you'll call them, is misconfiguration. Is that something that you address as well? >> Yes. If you were to look at the majority of the breaches they're due to two reasons. One, due to arguably what you can call as vulnerabilities, misconfigurations, and compliance related issues. Or the second part, things related to like behavioral nature. Which are due to threats. Which then result in like some kind of data loss. But misconfiguration is a top issue and it's called a cloud security posture management. Where once you scope and assess what's the extent of misconfigurations. Maybe there's a chance that you go quickly remediate it. >> So how do you address that? >> Oh, yeah. >> How does that work? So if you were to look at AWS and if you were to think of it as orchestration plane for your workload and services. They provide a API. And this API allows you to get visibility into what's your configuration looking like. And it also allows you to like figure out on an ongoing basis. If there are any changes to your configurations. And usually when you start with a baseline of configuration and as a passage of time. Is where misconfigurations come into play. By understanding the full stream of how it's been configured and how changes are occurring. You get the chance to like go remediate any kind of misconfigure and hence vulnerabilities from that. >> That was a great question Paul. And I'm sure, I mean people want to do that. 23 billion was invested in cybersecurity in 2021 alone, casual dollar amount. I can imagine cybersecurity is a top priority for all of your customers. Probably most of the people on the show floor. How quickly does that mean your team has to scale and adapt given how smart attacks and various things are getting on the dark side of things? >> Great question. The biggest bigger problem than what we are solving for scale is the shortage of people. There's the shortage of people who actually know. >> I was curious about that. Yeah. >> So a shortage of people who understand how to configure it. Let alone people who can secure it like with technology like ours, right? So if you go in that pecking order of pull. It's people and organizations like us exist. Such that at scale you can identify these changes. And help enable those people to quickly scope and assess what's wrong. And potentially help them remediate before it really goes out of control. (metal clinking) >> This is the so-called XDR part of your business, right? >> Yes. So there are two parts. One is around the notion of auditing and compliance and getting visibility. Like the first question that you asked around misconfiguration. And that's one part what we do from the control plane of the cloud. The second part is more behavioral in nature. It results from having visibility into the actual workload. For example, if there's been a misconfiguration. If it's been exploited. You then want to reduce the type well time to figure out like. What really is happening in case there's something potentially nefarious and malicious activity going on. That's the part where XDR (metal clinking) or CWPP comes into play where it's basically called as detection and response of cloud workload protection. >> And how is, it's a fairly new concept, XDR. How is the market taking to it? How popular is this with the customer? >> XDR is extremely popular. So much so that thanks to Gartner and other top analysts. It's become like a catchall for a whole bunch of things. So it's popularity is incredibly on the rise. However, there are elements of XDR the last two part detection and response. Which are like very crucial. X could stand for whatever it is it's extended version. As applied to cloud there's a bunch of things you can do as applied to like laptops. There's a bunch of things it can do. Where we fit into the equation is. Especially from a AWS or a cloud-centric perspective. If the crown jewels of software are developed on a laptop. And the journey of the software is from the laptop to the cloud. That's the arc that we protect. That's where we provide the visibility. >> Mm. >> Wow, that's impressive. So I imagine you get to see quite a few different trends. Working with different customers across the market. What do you think is coming next? How are you and your brilliant team adapting for an ever-changing space? (nails tapping) >> That's a great question. And this is what we are seeing especially with some of our large barrier customers. There's a notion of what's emerging what's called a security as infrastructure. >> Mm. >> Unlike security traditionally being like an operational spend. There's a notion investing in that. Look, if you're going to be procuring technology from AWS as infrastructure. What else will you do to secure it? And that's the notion that that's really taking off. >> Nice. >> You are an advocate of what you call shift up the shift up approach to security. I haven't heard that term before. What is shift? >> Me either. >> I sure have heard of shift left and shift right? >> Yes. >> But what is shift up? >> Great question. So for us, given the breadth of what's possible. And the scale at which one needs to do things. The traditional approach has been shift left where you try to get into like the developer side of laptops. Which is what we do. But if you were to look at it from the perspective that the scale at which these changes occur. And for you to figure out if there is anything malicious in there. You then need to look across it using observability techniques. Which means that you take a step up and look across the complete spectrum. From where the software is developed to where it's deployed. And that's what we call as shift up security. Taking it up like one level notch and looking at it using a telemetry driven approach. >> Yeah, go for it. >> So telemetry driven. So do you integrate with the observability platforms that your customers are using? >> Yeah, so we've taken a lot of cues and IP from observability techniques. Which are traditionally applied to like numerical approaches to figuring out if things are changing. Because there's a number which tells you. And we've applied that to like state related changes. We use similar approach, but we don't look at numbers. We look at what's changing and then the rate of change. And what's actually changing allows us to figure out if there's something malicious. And the only way you can do it at scale by getting the telemetry and not doing it on the actual workload. >> I'm curious, I'm taking, this is maybe your own thought leadership moment. But I as we adapt to nefarious things. Love your use of the word nefarious. Despite folks investing in cybersecurity. I mean the VCs are obviously funding all these startups. But not, but beyond that it is a, it's a huge priority. Breaches still happen. >> Yes. >> And they still happen all the time. They happen every day, every second. There's probably multiple breaches happen. I'm sure there are multiple breaches happening right now. Do you think we'll get to a point where things are truly secure and these breaches don't continue to happen? >> I'd love to say that (crowd cheering) the short answer is no. >> Right? (laughing) >> And this is where there are two schools of thought. You can always try to figure out is there a lead up? With a high degree of conviction that you can say there's something malicious? The second part is you figure out like once you've been breached. How do you reduce the time by like figuring out your dwell time and like meantime to know. >> Nice. So we have a bit of a challenge. I'm going to put his in the middle of this segment. >> Oh, okay. >> I feel like spicing it up for our last one. >> All right. >> I'm feeling a little zesty. >> All right. >> We've been giving everyone a challenge. This is your 30 seconds of thought leadership. Your hot take on the most important theme for, for you coming out of the show and looking towards 2023. >> For us, the most important thing coming out of the show is that you need to get visibility across your cloud from two perspectives. One is from your workload. Second, in terms of protecting your identity. You need to protect your workload. And you need to protect your identity. And then you need to protect the rest of the services. Right? So identity is probably the next perimeter in conjunction with the workload. And that is the most important theme. And we see it consistent in our customer conversations out here. >> Now when you say identity are you referring to down to the individual user level? >> At a cloud level, when you have both bots as well as humans interacting with cloud and you know bringing up workloads and bringing them down. The potential things which can go wrong due to like automated accounts. You know, going haywire. Is really high. And if some privileges are leaked which are meant only for automation. Get into the hands of people they could do inflict a lot of damage, right? So understanding the implications of IAM in the realm of cloud is extremely important. >> Is this, I thought zero trust was supposed to solve for that. How, where does zero trust fall short? >> So zero trust is a bigger thing. It could be in the context of someone trying to access services from their laptop. To like a, you know email exchange or something internal >> Hm. >> on the internet. In a similar way, when you use AWS as a provider. You've got like a role and then you've got like privileges associated with the role. When your identity is asserted. We need to make sure that it's actually indeed you. >> Mm. >> And there's a bunch of analytics that we do today. Allow us to like get that visibility. >> Talk about the internal culture. I'm going to let you get a little recruiting sound bite. >> Yes. >> Out of this interview. What, how big is the team? What's the vibe like? Where are you all based? >> So we are based in Boston. These days we are globally distributed. We've got R and D centers in Boston. We've got in two places in India. And we've got a distributed workforce across the US. Since pre-pandemic to now we've like increased four X or five X from around 60 employees to 300 plus. And it's a very. >> Nicely done. >> We have a very strong ethos and it's very straightforward. We are very engineering product driven when it comes to innovation. Engineering driven when it comes to productivity. But we are borderline maniacal about customer experience. And that's what resulted in our success today. >> Something that you have in common with AWS. >> I would arguably say so, yes. (laughter) Thank you for identifying that. I didn't think of it that way. But now that you put it, yes. >> Yeah, I think. One of the things that I've loved about the whole show. And I am curious if you felt this way too. So much community first, customer first, behavior here. >> Yeah. >> Has that been your take as well? >> Yes, very much so. And that's reflected in the good fortune of our customer engagement. And if you were to look at our. Where has our growth come from? Despite the prevalent macroeconomic conditions. All our large customers have doubled on us because of the experience we provide. >> Ganesh, it has been absolutely fantastic having you on theCUBE. Thank you so much for joining us today. >> Yes, thank you. And if I may say one last thing? >> Of course you can. >> As, a venture, we've put together a new program. Especially for AWS Re:Invent. And it allows people to experience everything that Uptycs has to offer up to a thousand endpoints for a dollar. It's called as the Uptyc Secret menu. >> Woo. >> Go to Uptycsecretmenu.com and you'd be available to avail that until the end of the year. >> I'm signing up right now. >> I know. I was going to say, I feel like that's the best deal of reinvent. That's fantastic Ganesh. >> Yes. >> Well again, thank you so much. We look forward to our next conversation. Can't wait to see how many employees you have then. As a result of this wonderful recruitment video that we've just. >> We hope to nominally double. Thank you for having me here. (laughter) >> Absolutely. And thank all of you for tuning into our over 100 interviews here at AWS re:Invent. We are in Las Vegas, Nevada. Signing off for the last time with Paul Gillon. I'm Savannah Peterson. You're watching theCUBE, the leader in high tech coverage. (upbeat music fading) (upbeat music fading)

>>The Cube Presents UI Path Forward five. Brought to you by UI Path. >>Hi everybody. Welcome back to UI Path Forward at five. You're watching the Cubes coverage. Everybody here is automating everything. Mundane tasks, Enterprisewide Automation Platform Beats product. Dave Nicholson. Dave Ante, Garish Pie is here. He is the Global head of Intelligent Enterprise Automation at Cognizant Global. Si, good to see you. Thanks for coming to the queue. Thank you for having me. Tell us about your role. What are you focused on? So, >>So I lead the enterprise automation practice at Cognizant, and we are focused on three broad segments, right? So we help customers anchor to business outcomes in, in looking at the business outcomes, what we look to do is help them drive transformation at a process level, looking at it from a technology standpoint, and then helping them look at how they're trying to drive change across their entire enterprise and bringing that together, you know, and helping them harmonize both at a technology and at a process level in terms of, you know, the outcomes they're trying to achieve. So >>You guys are a partner, I see your booth over there, and you're also a customer, right? Yes, we are. So are you involved in the both sides? One side, what, what, what's your purpose? >>So we do, so we, we sort of work, So we have a full 360 degree relationship with the i p. So we work with them, you know, in a professional services capacity. They, they support us as a partnership in the marketplace where we go into a number of our customers jointly to drive turnkey transformational engagements from an automation standpoint and second from a, as a, as a, as a customer to UiPath, they've been supporting us, you know, drive a number of automation initiatives across our operations book over the course of the last two years. >>Okay. So tell us more about that. So you started your internal journey, we had you guys on last year. Yep. It were just getting started I think, I think I think you, your head count is what, 60,000 somewhere around? Yeah. 70,000. Yeah, $70,000 growing. I think at the time it was maybe less than 10% of the workforce was kind of automated and the goal was to automate everybody. How are you guys doing along >>The, I think it's starting to in industrialize quite significantly. So over the course of the last year since we last spoke to you, probably, you know, we've doubled the head count in terms of the number of people that are now, you know, officially what we call quote unquote citizen developers. And you know, how they are driving automation at a personal level, we've probably gone about 2.5 x in terms of the number of RS we've saved. So we've done about, I think 450,000 rs, you know, in terms of actual saves at a personal automation level. And look, it's, it's been a great, you know, last 12 months too, right? Because, you know, as we've sort of started to get the message percolated more and more, our teams have started to get energized. They are happy that they are, you know, getting a release in terms of what they're doing on a day to day basis, which is largely repetitive at times, very mundane. And now they have the ability to bring in technology to be able to embrace that and drive that, that you know, much more efficiently. >>Are you talking dozens of bots? Thousands of bots? What's the scope of? >>So I think we've, we've scaled to about 3,500 today in terms of the bots and, and it's, it's a journey that continues to evolve. For me, the number is probably something which I wouldn't anchor to because it's, look, it's end of the day what you end up releasing and what you end up freeing and what the teams are doing. And I think, you know, that's the way we are >>Leading. So you're saying like, we always talk about number of boss, but you're saying it's largely in a relevant metric? Well, and not if it's five versus a thousand. Okay. That's meaningful, right? But, but >>Yeah, I think look a number for me, I think it's not about the number, right? It's about the outcome and it's about what impact you're having in, in terms of, you know, what you're trying to get done at the end of the day, right? Because ultimately you're trying to better, you know, what you do on a day to day basis and you know, whether it's done through 10 or whether that's done through 10,000. >>Yeah. But you pay >>Form, >>Right? Exactly. So, so you better get some value out. Exactly. It's about the value. >>But is there, is there a, is there a curve in terms, you know, an s-curve in terms of scalability though? I mean we, we, we've heard organizations doing, from organizations doing an amazing amount of modernization and automation and they say they've got 15 bots running, you have 3,500. Is there a number where it becomes harder to manage or, or is there scalability involved? >>So look, for me, so let me answer it this way, right? I think, I think there are two aspects to it. I think the, the, the, the more you have, you know, the bigger the challenge in terms of how you run the controls, the governance and the residency in terms of, you know, how you manage the, you know, the, the setup of the bots itself. So I think, yeah, I mean we want to have it to a manageable number, but for us, in the way we've looked at the number of bots, one of the things that we've done is we also look at, you know, what's foundational versus what's nuanced in terms of the kind of use cases that you're trying to deliver. So, so any program of this nature, you need to have a setup, which is, you know, which allows you to sort of orchestrate it in the right manner so that as you sort of scale and you bring more people into that equation, you, it's, you're not just creating bots for the sake of it, but you're actually, you know, trying to look at what you can reuse, what you can orchestrate better. >>And then in the context of that, figuring out where you have the gaps and then hence, you know, sort of taking the delta approach of what else and what more you need to build it. >>So you guys have a big observation space. You work with a lot of customers and, and so what are you seeing as the trends when you look out there? How are you applying it to your own business and your customer's businesses? >>So look, for me, I think the last two years, if anything, the one thing I've taken away is that transformation is now extremely, extremely compressed, right? So, so it's almost, you know, what's true today is probably irrelevant tomorrow. So, which means you have to continually evolve in terms of what needs to be done, right? Second is experiences have become extremely, extremely crucial and critical and experiences of, in, in my mind, you know, two or three kinds, right? One the end customer second from an employee standpoint, and third, in terms of the partner ecosystem that you will have as an enterprise that you have to cater to, right? The other element that you know, which becomes true will always remain true is the whole outcome story in terms of, you know, how we have an anchor to why you're trying to do what you're trying to do. >>And that is, you know, core to what you need to get done. So in the way we've looked at it, as we've said, you know, as you sort of look at how transformation is now evolving and how compressed it's starting to become, the more you are able to orchestrate for what the enterprise is trying to get done in terms of modernization, in terms of digitization, in terms of end goals and end outcomes that they're trying to achieve. And the more you're able to sweat what sits within, you know, the enterprise bring that together as you think about automation is, you know, where the true value lies in terms of being able to create an agile enterprise. >>When you think about digital transformation, digital experiences, if it's, if it's a layer cake, where is automation in that, in that layer? Is it, is it sort of the bottom of the stack? Is it, is it the whole stack? >>So for me it's, I mean it's, it's evolved. If you take today's view, I think what's emerging is a very pervasive view of how you think about automation. It sits across, you know, the entire enterprise. It, it, it, it takes a people process, technology dimension, which is age old. It has to cover, you know, all forms of transformation. You know, whether you're looking at end, how do I say, impact in terms of how you're dealing with customers, whether you're looking at the infrastructure, whether you're looking at the data layer in between, it has to be embedded across the base, right? It, it, you have to take a pervasive approach. And for me, I think automation increasingly in the days ahead is gonna be an enterprise capability. You know, it has to be, you know, all pervasive in the way it needs to be set up. >>The key, the operative word there is pervasive. And that seems to be, you know, the era that we're entering, I don't know what you call it, call it the metaverse, I mean, you know, it's more than cloud and cloud is basically just the infrastructure, right? You're building on top of that, whether it's natural language processing or cryptography or virtual, I mean, there's so many different, you know, technology dimensions, right? But it, but the point about pervasive, okay, it's everywhere. It's sensing, it's anticipatory, it feels like there's this new, you know, construct, emerging of platform that is the basis for digital business, right? And I, and I feel like every 15 years our industry goes through some big transformation. How, how do you see it? You know, do you agree that you, it feels like, okay, something new is happening. It's, it's not gonna be the social media, you know, Facebook's not gonna continue to dominate the world as it does. You already seen some cracks in that armor. We saw Microsoft after the pc, and then of course it came back with cloud Amazon looks, you know, indestructible. But that, that's never the end story, right? In our, in our world, how do you see that? >>No, I think all of what you said, I, I would sort of tend to agree with, for me, look, I don't have a crystal ball to say, you know, what's gonna happen with Facebook or Amazon or >>Otherwise. Yeah. But that's what makes this fun. But >>I, Yeah, but, but I think for me, the, the core is I think you're dictated by, you know, us as end consumers, if you're a B2B or a b2b, b2c, you know, depending upon what business you're in, I think the end customer value dictates, you know, what evolves in terms of, you know, the, the manifestation of, you know, how you will two minutes sort of deliver services, the products that you'll get into. And in that context then, you know, whether you take a, a TikTok view to it or whether you take an Amazon view to it, or whether YouTube becomes relevant in the days ahead, I think it's gonna be dictated by, >>By customer, but it tends to be a technology that's the disruptor, it's the microprocessor or it's the social capability or, or maybe it's ai that, that is the catalyst for that. And then the customer adoption dictates, oh, you're right about that. But there, but the, the match is usually technology. Is that fair or not necessarily? Yeah, >>I still look, I mean you talked about metaverse earlier, right? I think we are, I think we are, it's probably hype more than it is reality right now, at least in my view. And it's, I think we are significantly out in terms of, you know, large scale adoption in terms of what needs to be done. You talk about blockchain, blockchains been around, you know, for at least a decade if not more in, in, right. The way it's being talked about, the adoption, you know, in terms of the, the, the applicability of the, you know, of what is that technology I think is understood, but the actual use cases in terms of how it can be taken into the market and how you can scale it across industries, I think is, you know, is still because >>The economics determine ultimately exactly the outcome. So, Okay, that makes sense. >>Yeah. Now you said you don't have a crystal ball. I, I have one, but when I look into it, it's sort of murky when I try to figure out the answer to the question, Is a platform necessary for this, for automation? I mean, this is really the direction, the question, the existential question in terms of the trajectory of UI path. It seems obvious that automation is critical. It's not as obvious where that automation is going to end up eventually because it's so critical. It feels like it's almost the same as, okay, there's an interface between my keystrokes and filling in a box with text. Well, of course there has to be, there has to be that interface, right? So why wouldn't everyone deliver that by default? So as you gaze into my crystal ball with me, tell me about the things that only a platform can do from your perspective. >>So, >>So, so, so think of it this way, right? I mean, any enterprise probably has hundreds of technologies that they've invested in some platform, some applications that you would've built and evolved over time, which are bespoke custom in nature. So for me, I think when you think about automation, I think it's the balance between the two. What a platform allows you to do is to be able to orchestrate, given the complexity and the, the spa that is any enterprise, you know, that's probably got the burden of, you know, what they've done over the course of the, the previous years. And then in that context then, you know, how do you sort of help get the, the best value out of that in terms of what you want to deliver as the end, end outcomes, if I can call it that, right? So for me, I don't think you can say it's, it's her platform versus the rest. >>I think it's gonna be, it's always gonna be a balance and to the question that you asked earlier. And in terms of saying where does an automation end up at? I think if it's gonna be a pervasive view, look, you know, if, if clients are trying to modernize and get onto the cloud, you can do automation at a cloud level too. Now, you know, do I say then, you know, is it, is it sort of inclusive or it's native to what the cloud providers offer? Or do I then go and say automation needs to be something which I will, you know, sort of overlay on top of what the cloud providers offer. So I think it depends upon what dimension that you come at it. So I don't think you can say it's one or the other. You have a platform, I think it helps you orchestrate quite significantly. But there are gonna be aspects within any enterprise, given the complexity that exists that you will have to balance out, you know, platform versus, you know, how you have to address it maybe in a more individual capacity. >>Garris, gotta go. Thank you so much. Appreciate your perspectives. Good conversation. All right, keep it right there. But trains will back it up. We'll be right back right after this short break. The cube live at UI path forward, five from Las Vegas.

(upbeat rhythmic music) >> Everyone, I'm John Furrier with theCUBE here at Palo Alto on a remote interview for a special video interview. The EC2 15th birthday party celebration event. Raj Pai, who's the Vice President of EC2 Product Management AWS is here with me. Congratulations on Amazon Web Services, EC2 with the compute. What a journey. 15 years old. Soon we got the keys to the car at a couple more years. So Raj, great to see you. You guys have been doing great work. Congratulations. >> Thank you. It's great being here. It's super exciting for me too. I can't believe it's 15 years and you know that big, we're still at the very beginning as you know, that we often say. >> The building blocks that have been there from the beginning really set the table, and it's just been fun to watch the innovation on behalf of customers that you guys have done at AWS and more, and for entrepreneurs and for developers, it just continues to be great and the edge is right on the corner. Wavelength, all the great stuff. But let's talk about the specific topic here that I really want to drill into is that as you look at the 15th year and birthday for EC2, okay? You're looking at the future as well. You're looking at the past, present and future. And one of the things that's most compelling about recent re-invent was the Graviton performance numbers are amazing. You guys have been building custom silicon for a while. You also worked with Intel and AMD. What is it about? What's the huge investment for you guys? Where do you started to see some returns? Are you seeing returns? And then why did AWS decide to build its own processors? >> Yeah, now, that's a really good question. And I mean, like with everything else we do in AWS, it's all about innovating on behalf of our customers. And one of the things our customers are telling us, that they continue to tell us is they want to see better performance at lower prices. And we've been able to deliver that with our hardware partners for the last 15 years. But as we've understood the workloads that run on EC2 and AWS, we saw an opportunity. Like, what if we were going to go and design our own processor that was really optimized for the sort of workload that customers run on the Cloud? And make design decisions when designing the CPU and the system and the chip around the CPU that does things like bring a lot more core local cache and speed up the parts of the operations that really benefit real-world workload. So, this isn't about benchmarks. It's about how do real world workloads perform and how do we build systems that optimize that performance? And with Graviton, we were able to hit the nail on the head. We were also very pleasantly surprised when we got our first chips off the line. And we're seeing that a customer, like about 40% performance improvement at significantly lower cost. And that's super exciting. And that's one of the reasons we're getting so much interest from our customers. >> I got to say as a geek and a tech nerd, I love the silicon development. And there's benefits there, also the performance is there. The thing that also is pretty obvious that's happening is and the world seeing it is the shift towards ARM-based computing. What kinds of customers and use cases are you seeing adopt to Graviton? And what kind of workloads were they running on? What are the things that surprise you guys, that didn't surprise me. Did you guys always talk about the upcheck and how everyone's leveraging it? What are some of the examples? Take us through some of the customers, use cases, workloads. What's surprising you and what's going on with Graviton? >> Yes, so I think that the biggest surprise for us is how broadly applicable it's been. So one of the things we did, we launched with reinvent is like we have different form factors of compute. We have memory-optimized instances that are good for databases and in memory caches. We have compute optimized for HPC and workloads that really take advantage of the performance of the chip and then we have general purpose workloads. And we we introduced Graviton variants of all those instance families And we're actually seeing the same sort of performance benefits across workload. So, and it's one of the reasons why companies like Metrol, and Snap and SmugMug, they move one workload over, they see the performance benefit and before you know it, they're starting to move workloads and mass over across kind of that spectrum. So, I think that's one of the biggest surprises is that Graviton seems to do well across a wide range and we're going to keep on introducing it more and more of instance families, because we've seen this uptick well. >> You're seeing a lot of people move to the Graviton. You mentioned a few of those early adopters who were pushing the envelope, and they're always kind of trotted out there as examples at reinvent, which is always fun to see what they're working on next. And now is that people see the Graviton2 instances, okay, the architecture's different, higher performance. How much effort do our customers typically need to move to Graviton2 instances? And what are some of the benefits they're seeing on performance and price performance? Can you talk about that transition? Because that's natural evolution for them. >> Yeah. It's actually a lot less than they originally think. So, some of the hardest effort is just getting them over the line to try it. So, one of the things that we tell our customers who are considering Graviton is it just takes one or two developers take one workload and go off for a couple of weeks and just try reporting it to Graviton. And more often than not, they come back to us in four or five days. They're like, it works. And we just had to do some testing and verification, but we were able to afford it because, you know, the operating system support was there, the ISP support was there and the tools that they use, and they're using most cases, modern programming languages like Python or Go or Java or PhD where, you know, interpret the language and it just run. And so there's very little lift in comparison to what people think it's going to be. And that's one of the reasons that, you know, one of the big announcements we made in the last few weeks is what we're calling the Graviton challenge, right? So it's a set of blueprints for customers to essentially have best practices on how to in four days take, you know, a piece of code and piece of that workload and execute it and run it and migrate it to the Graviton. And we're seeing a lot of interest in that as people in the community realize how easy that actually is. >> What are some of the cool price performance things that are emerging? Obviously it makes sense if you don't really need it, don't pay for it, but you have that option. A lot of people are going there. Is there a wave you see coming that Graviton2 is going to be really set up for that you kind of see some early signals coming in, Raj? Because, I can see the 64 bit. I can see where Graviton fits today. Obviously, performance is key. Is it certain things that are emerging? What's the main problems that it solves? >> Well, I think anything that's a multi-threaded architecture is going to do really well in Graviton because of the, we have really densely packed 64 course. And so you're going to see things like microservices and containers and workloads that are more, that are able to take advantage of that parallel execution do really, really well. And so, we say 40% performance improvement, but like, when our customers have gone and tried this, they've seen upwards of 50% depending on the workload. So yeah, it's going to be more your multi-threaded application. There's some applications that may not be a fit, like it can give a legacy, you know, for example, like, there's some software that hasn't yet been moved over and we're going to continue to invest super heavily in our whole ecosystem of hardware, for the longterm. So I think that because there's a great option and we just encourage them to try it. And then they'll learn from their experience what works and what doesn't. >> Wow. 15th birthday. Still growing up and it's starting to get more mature. You're the VP of Product Management. You have the keys to the kingdom. So, you have wide-ranging responsibilities. Share with us if you can. I know that you really can't say much, but try to give a little bit of teaser. You got Wavelength. I can see the dots connecting at the edge. You got Outposts, so we see all that emerging. I can almost imagine that this is going to get stronger. What should people think about? Where's the headroom for EC2 with Graviton and Graviton2? >> Yeah, I know. I think like, a new architect (mumbles) yourself. But like, our goal is to have AWS kind of everywhere our customers are. And that means the full power of AWS. So, I think you're going to see more and more of us having EC2 in compute capacity, wherever customers need it. That could be in an Outpost. That could be on their 5G network. That could be in a city right next to them, right? And you're going to see us continue to offer the variety, the selection of instances and platforms in all those locations as well. So, I think the key for us is to be ubiquitous and have compute power everywhere our customers need it, in the form factors they need it. >> That's awesome. Congratulations. I love the power. You can't go wrong with sending computers where the data is, where the customers are. AWS, Amazon Web Services. Building their own custom silicon with Graviton2 processors. This is EC2 continuing to grow up. Raj Pai, Vice President of EC2 Product Management. Thank you for coming on and sharing the update and congratulations on the 15th birthday to EC2. >> Yeah, thanks for having me. It's been great. Have a great Friday. >> All right. Great. I'm Jeffrey with theCUBE. You're watching theCUBE coverage of EC2's 15th birthday event. Thanks for watching. (soft rhythmic music)

>> Announcer: Live from New Orleans, Louisiana, it's the Cube, covering .NEXT Conference 2018. Brought to you by Nutanix. >> Welcome back to the Cube, I'm here with Keith Townsend and I'm Stu Miniman. Happy to have on the program first-time guest Joe Zarb, who's with SAP Labs. He's the Vice President of Global Technology Partners. And welcome back to the Cube, long-time guest, Venugopal Pai, Vice President of Customer Success with Nutanix. Gentlemen, thanks so much for joining us. >> Great to be here, Stu, great to be here, Keith. >> All right, so Venugopal, our audience has seen him a few times. Joe, let's start, your role and inside SAP Labs what your organization does. >> Sure, happy to do that. So Joe Zarb, I head up our global technology partners within our global business development and ecosystems team. Basically helping our customers to respond to their needs and their wants for solutions that span not only SAP, but their whole digital transformation agenda. So we do that with the partners, and we do it with global service providers, we do it with software technology partners, and hardware technology partners. >> And Pai, we talked to Inder earlier today about customer success, but from an application standpoint, tell us why you're here. >> Of course, no thank you, Stu, thank you, Keith. Very good to be here again. So the reason that I'm here with Joe from SAP is we've had a long-standing relationship with SAP. Spanning almost four years. And the reason it's important is as Nutanix becomes the platform that customers start to depend on for the infrastructure, the key elements of what value we provide the customer is to mitigate a lot of the complexity that comes from infrastructure and allow them to focus on the business value of the application. And the predominant application as you start to global enterprises, large customers, SAP tends to be the lifeblood of that company. And the business value of how they drive value. So our partnership with SAP is to really make sure that as we start looking at transforming the data center and moving them to a digital platform that makes it very easy to consume, the ability for transcending the value to an SAP application, making sure that customers have that trust of, if I run SAP on Nutanix, the trust of availability, performance, capability, all the things that they need enterprise vendors to stand up to, we wanted to make sure that our journey with SAP started up early. Our journey with SAP in making sure they understand the concept of hyper-convergence and the impact of what it does for them has been a very fulfilling one and has been a journey that will continue on for a long ways to come. So that's why we're here. >> So, Joe, let's talk about digital transformation and the drivers. You know SAP, rich set of data is, I've heard it called a cash register of the world. So many transactions go through that. With that said, it's also one of those areas that we say, oh thoust dare not touch SAP. It is the system of record. However, it's a rich, rich area for digital transformation. The go fast, break things, part of the IT team, wants access to SAP, they want to get the data from there, they want to update transactions. Talk about that conflicting role that SAP has of, we're steady, rock solid versus go fast and break stuff. >> Right, so that's a great question. And what we're facing at SAP are demands that are coming from our customers around what people term as bimodal IT. They got to run their business, but they also have to innovate. So a big part of our strategy going forward is centered around HANA as you know, which is our real-time database, and it's a translytics database, right? So you could do transactions in it, you could also do analytics with the database within the same data set. So it provides a very powerful platform so that you could do your transactional operations and the analytics in a way where you could innovate. So that bimodal IT, and the relationship with Nutanix and the other hyper-convergent infrastructure players that we work with is really to focus on driving down the total cost of ownership in those operational areas, get to market quicker with those, and free up a technical center of excellence and functional center of excellence resources so that they can help the enterprise innovate. We have an entire platform that's dedicated just to innovation. It's our SAP Leonardo platform with our SAP Cloud platform, with Nutanix, and other hyper-converged players, and our transactional system. So that whole digital transformation really needs to take into account, hey, you got to protect the base, you got to run those core applications, but you can't take your eye off of innovation 'cause digital transformation's all about innovations. Business model reinvention as well as business process reinvention. So I think that's a big part of what we're focused on. >> So talk about Nutanix's role. How do you help customers with that goal of saying, the things that we do before are critically important, you need to keep doin' 'em, we need to do it cheaper, we need to do it faster, and we need to do it more reliably while we look to innovation. >> Absolutely. And I think that's a great story in terms of what Joe talked about in terms of SAP's lead into making sure that the ship is steady as it goes while making sure that the innovation engine is not forgotten, right? Where we start seeing is that the amalgamation between the two saying, I've got the traditional applications running as is, but I got to embrace innovation. And if we look at what Nutanix has done, and continues to do as you saw in some of the announcements at this event, is bringing the innovation in, but making sure that that innovation is brought with the respect of applications running in the data center, and still giving the customer the flexibility of hey, I want to embrace Cloud. I want to embrace the concept of what Cloud means to me, not just taking my data and moving it into the public Cloud, but giving me the way to get the Cloud-like heuristics, the Cloud-like management, Cloud-like flexibility, Cloud-like agility, the consumption of Cloud DevOps capabilities, so the combination of what we delivered in infrastructure layer, become where hardware to software, and tie it to what SAP is doing to drive that innovation from an application level is a very good partnership conversation to have, is hey, how do we now blend this software base in terms of what we're doing in the data center, and tie that to the innovation that SAP's driving at the application level, and together that's when true innovation for customers starts bringing to light. Because they focus the applications, we got the infrastructure, but this partnership then brings the two together. >> So, Pai, let's put some meat on the bone. It takes nine months, 12 months, to deploy SAP infrastructure period. Nutanix rack and stack, I can get a whole cluster up in less than an hour. However, there's still that SAP layer that basis layer that has to be laid out. How are you helping customers get more agile in that so that they wow the business? >> Absolutely. And just to put things in context, our SAP partner who has been around for four years, right? We've been SAP certified for 2 1/2 years, right? Both for SAP NetWeaver running on VMware hypervisors, and then as of a year and a half ago, running on our AHV hypervisor. So we're bringing that hypervisor innovation into the SAP world. Right, so that's one side. When you start looking at our software stack that start disseminating the focus on why things take so long for deploying an application is because the application layer is complex and the infrastructure layer is complex. So what we're doing is with the 40 to 50 customers you already have running on SAP is what we bring is if we can reduce the complexity of the infrastructure layer, the speed to value of deploying an application becomes much, much faster. So that's why customers are gravitating to Nutanix is because the infrastructure complexity has been eliminated as hey, it takes me six months to spin up a infrastructure that's meet variety of where they apply the amount of VM, which server, which storage, and you figure we're networking, and then I spin up the application. When we bring in Nutanix, the ability for us to disaggregate all that layered complexity that comes into play, speeds up the deployment of the application, therefore better time to value for customers saying, hey, I got to spin up the application a few months. I can't wait for nine months because the infrastructure's slowing me down. We start eliminating that complexity. >> Joe, one of the more interesting things to watch in the industry is the change in how customers are purchasing. Especially from software. The days of everything fully shrink-wrapped are long behind us. It's the subscription economy now. Nutanix is going along that journey from buying to software to fully subscription model. Can you touch on what you're seeing in maybe either you or Pai'll connect how that comes together with Nutanix. >> Yeah, I'd be happy to do that. So what we are seeing, and this is implemented in our strategy and our go-to market approach, is really that we live in a hybrid world. And I thought that that was a wonderful quote that I heard here at the conference or driven home in the keynote. So we do. We live in a hybrid world. SAP's strategy recognizes that. That's what our customers want. So we work very closely with Cloud partners like Microsoft Azure and Google, and of course Amazon and others. And of course we have an on-premise suite of solutions. So when we start to look at these business models, it's oftentimes about right-sizing the business model for the workload and the need of that particular customer sometimes for a particular industry. Now where Nutanix comes into play in this hyper-converged infrastructure is, there's some really difficult things that need to get done to make this world a reality. Right if you're going to move workloads and have them run in the Cloud, you might have them run at the edge if it's an IoT solution leveraging our Leonardo platform you might have them running in the core or you might have it running in a branch office. Every time you start adding those layers, you're adding complexity, you're adding cost, and you're adding a requirement for skills. So when we can work with close partners to downgrade the skills, downgrade some of the number of people you might need, create simplicity and create an environment where really it's a Nutanix statement but where our customers have that freedom to move their workload to the right environment to take advantage of it. Those are the partners who we want to work with. >> So SAP Labs, you can't get out of a Labs conversation without talking, well no we can't get out of a SAP Labs conversation without talking mobile and Fiori and all of the great stuff that's happening on just taking advantage of the deep data. Data's the biggest accessor, and mobile and giving that data to mobile, let's talk a little bit about the itch. What's the story between Nutanix, SAP, when it comes to stuff that CIOs care about today and that's Fiori. >> Yeah, so a great question. So if we look at Satyam presented yesterday in terms of our direction around IoT and looking at the edge as a very critical component of the entire operating system, enterprise called operating system model. One of the key things that we are spending a lot of time on is understanding the use cases for verticals and understanding okay when you look at a specific vertical, let's say it's oil and gas, or energy, or manufacturing, right? All of those verticals have a unique perspective on what IoT means to them. So IoT is a good buzzword and a good catchword, but when it comes to use cases and verticals, there's a very specific nomenclature on what they mean by IoT for them, right? So spending a lot of steam and Nutanix making a lot of time in deciphering what IoT means for customers, defining what use cases mean for that vertical and then working with SAP in determining okay, what does Leonardo mean for them because Leonardo is again, is a platform. Within the verticals, we're working with SAP and okay within the Leonardo platform, within the vertical, how do we define what our value prop within the IoT landscape is when it comes to the edge? And so you can see more coming from us, but we truly understand the importance of data like you said, and the creation of data at the edge, and the importance of analyzing the data, maybe in the Cloud. And that transformation of where the edge of data's created and where it needs to be analyzed, that journey is very complex. And if we can make that journey simple, then SAP customers win, SAP application, deployment wins, and we're able to therefore mitigate some of the complexity that comes with making that journey simple. >> You know I might add to that is again, what Pai said is spot on, but if you look at it from a manufacturing point of view, moving to the edge, customers are confronted with the reality of the networking complexity and they're either going to take the processing and move it to the problem or bring the problem to the processing. And so to do that takes hard work. And servers, and so there's a whole new genre of high-performance gateways and hardware that's emerging on the market from players like Fujitsu and Hewlett-Packard Enterprise and Dell, what have you. And you end up having a plethora of these devices at every well head, on every AMI, AMR meter-reading infrastructure in the utility system or in every single plant floor. So how do you take that level of innovation that's happening now at the plant floor and make it part, not only of your operational system, but of your IT and your data center so you could manage it with all the ilities that IT people do. And I think Nutanix and SAP are working to solve that problem. And our Leonardo platform is what we have to drive that edge and with Nutanix it's a very manageable environment. >> Great well, Joe and Pai, really appreciate the update on where you are today, where some of the direction are, we're going to the future. Getting towards the end of two days of live coverage here at Nutanix .NEXT 2018. For Keith Townsend, I'm Stu Miniman. Thanks for watching the Cube. >> Thank you. (upbeat music)

(upbeat electronic music) >> Announcer: Live from Las Vegas. It's theCUBE. Covering VMworld 2017. Brought to you by VMware and it's ecosystem partners. >> Welcome back. We're live here in Las Vegas from VMworld 2017, it's theCUBE's coverage three days wall to wall. On our third day, I'm John Furrier and Dave Vellante. Next guest Pai, who's the Vice President of Alliances and Business Development at Nutanix. Welcome to theCUBE. >> Thank you very much, happy to be here. >> We cover you user conference, but we're here at VMworld, which is VM ware's conference. >> Yes. >> You guys have a relationship, this is multiple years here. Just give a history, you guys are now a public company, congratulations. >> Thank you very much. >> You're doing well. Almost a year now. >> Tell us about the history with VMware and VMworld. >> Absolutely. I think our company was built on the fact that virtualization is going to be the future of the data center. Right? And if you look at the evolution over the last few years, that's been validated. We've been a partner with VMware since almost the inception of the company when we came out in 2010 2011. And in 2011, and we've now been in, this is our the seventh year. And we continue to see great momentum with our customers, and our partners, for that matter. As the seventh year, we are very much aligned with how the world is going. You know, hybrid cloud, in our multi-cloud world, and if you look at what we've done with our platform be it hyper-converge or the evolution of where that's going on with our role as Enterprise Cloud OS, we see a lot of synergy in terms of how VMware's approach to a software designed data center. And where we see the world going, "Hey everything needs "to be software defined. "And the architecture that's underneath that, needs to be invisible to customers. I think that's aligning very well, so it's happy to be here and our customers are very happy to see us here, and see both of us working closer together. >> And it's certainly been interesting to see the evolution of the partnership with VMware. When you guys first came out, I was like, "Wow "hot new company, come on in, infrastructure company." And then people realized, "Wow, this hyper-converged infrastructure thing, is really hot. "We should be doing that too." We remember we had Dheeraj on, right after there was a VxRack announcement, and he was welcoming it in, validation of course. First of all it's true, and that's what any smart CEO would say. But then it got very interesting when you guys announced Acropolis. And when everyone was pivoting to hyper-converge, you were pivoting to cloud. So what's behind that trend? How is that going? What are customers telling you? >> Sure. It's a great analogy of how we see the world. If you look how Nutanix germinated early in 2009, there where a couple of key trends in the market. When a public cloud was trying to become a very, very strong direction of where our customers wanted to go. Right? And if you look at what that direction meant, it was simplicity, so I can transmit through a single API, I can make infrastructure invisible, so I can therefore focus on the business and the business application that drives my business. And that's been the direction that we've taken. How do you make things simple for customers? And hyper-converge is an element of driving that simplicity. At an infrastructure level, we would drive that simplicity. And we've taken that theme and driven that all the way though, where we believe that, if you look at our fundamental team, as a Company (mumbles) cloud OS. Which is customers like cloud, but at the same time the direction they want to go is, "Take my applications, "Take it off premise in to a public cloud, "but the benefits of what public clouds mean. "I want it in my data center. "I can start small, grow at my space, have everything "simple to deploy." And that's been the direction we have continued to focus on. And that directionally has provided the true north of how we build our operating system stack. >> So on the customers side, I want to get your take on somethings. You guys have been very customer focused. First of all, you've been great technology, had a unique thing that no one saw, by the way. When we first interviewed Dheeraj, we're like, "This is going to be big." And just like my conversation with Andy Jassy at Amazon, the big winners are the ones who are misunderstood at the beginning. And then it becomes clear, "Why didn't we think of that?" Well, he did all the work. But you guys have to be customer focused. >> Absolutely. The success of VMware the success of Amazon, the success of you guys is to be customer focused. So I've got to ask you. "What are the VMware customers asking you, Nutanix, "to do for them?" What are some of the use cases? Where are you winning? And what does it mean for their customers? >> That's a great question. I think for us, the fundamental driver, what we try to do for customers, is, "How do we make things simple for them?" By simplicity, if you look at what we do is, for example, I'll give a simple analogy. One of the ways that we help our customers simplify infrastructure deployment, is make it a simple upgrade. So we have this concept of one-click upgrade. So what does that mean? What that means is, if a customers has an ESX running at say five dot five, and wants to move to six dot zero, the ability for them therefore to do that non destructively, so with a one click upgrade at a 3:00 p.m on a Wednesday afternoon, they can now upgrade the infrastructure. It upgrades the hypervisor, upgrades our software stack, upgrades the flash drives inside the system, and that ability to simplify a deployment of a VMware infrastructure becomes very easy for them. When they're running Vserv, they say we can more enable them at stacks. That ability to therefore make that simpler is a direction we want to make. Make go. So how do you make things simpler when they're running VMware environment? How do you make it simple to deploy in the EC application? Which is why, if a customer is running Horizon View and they want to deploy Nutanix, our deploy hyper-converge, we make it extremely simple to do that. So you can start small and still go from 300 to 3,000 to 30,000 with just a plug and play architecture, and the one click upgrade of the software stack that sits on top of the infrastructure. So that is simplicity we want to bring to our customers. >> So Pai, we had an interesting, Stu and I, John, we were at Dot Next, interesting conversation with Sunil Polepalli. >> Yeah. >> He had said at the time ... go back. You guys were doing really well and you could've exited the market, he said. We chose not to. We said, "Let's roll the dice and really go for it." That puts pressure on you and your colleagues, you in particular, as a business development executive For TAM expansion, of course the CEO as well. Very important that you now, if you're really going to go for the next level, you got to expand your TAM. And that took several forms. There was the Acropolis piece that got you into the cloud and multi-cloud business, that's clear. There were also an increased number of partnerships. Obviously the Dell partnership, Lenovo partnership, IBM with Picciano's group, very strategic relationships. And then of course, other go to market activities. >> Absolutely. >> I wonder if you could talk about that TAM expansion strategy as an individual who is at the heart of that. And take us through that and the process. >> Sure. Nobody can do this alone nowadays. It's a league of nations methodology, you have to leave in a cooperative world. You have to find a way to grow your market in a way that you can't do it alone. And we recognized that early on. And Deeraj, with the way he's built the business, it's about you can't do it alone. We were a small company back in 2010,. Yeah, we have the vision, but how do you execute in a way that we can take that vision, deliver it to thousands and thousands of customers. We have a multi-faceted go to market strategy, if you want to call it that. We depend very heavily on our partners to make us successful. Be that channel partners that have built up business on Nutanix. Be that the Sirius's of the four sides of the world, or companies like that. Be that as a segment, a part of our OEM strategy. When you have a software that simplifies customer's lives, you want to get it to them as quickly as possible. And I think Dell was early on in seeing that vision and saying, "Okay, I want to bring "that value to the customers." And Dell and Lenovo jumped on early on. Dell about four years ago almost, I'm thinking about how long it's been. And Lenovo a couple of years ago. And really, it allows us to reach a larger swath of customers globally much earlier. And give them the technology allowing them to differentiate themselves over the other, who receives as them, so that they're competitors. It gives them that differentiating factor. So it's a marriage of equals from a technology perspective and from a distribution perspective. If you look at what we did in terms of our technology partnership ecosystem, customers recognize that we're not the only game in town. They want us to partner with their strategic vendors and technology partners. So we built a very strong technology ecosystem. I think a couple of months you interviewed Laura Padilla on my team, on what the technology of the ecosystem does for our customers. Every customer conversation is less about, "Gee, "I like Nutanix, and here's what I want you to do more of." Which is obviously what they would love to do, but at the same time they respect what we do with VMware. Well what are we doing with >> It's a multi vendor world. No one company will dominate anymore. >> Correct. Correct. Exactly. >> Tell of the channel how you guys distribute, you rely on partners. >> Absolutely. >> On the sales side, is it direct? Indirect? What's the mix of business? >> So we don't sell direct. We only go through our channel partners. We have a strong channel partner ecosystem. >> So no direct sales. No one takes orders direct. >> No. Our sales guys work very closely with the channel partners, and they work very closely both with OEM's, and our channel partners. And both of them, for all of our OEM partners, they need to work with us when they're engage us in to a customer conversation, so that they can provide the best solution possible. So they don't go in rogue and say, "Here's Nutanix." And that creates conflict with the customer. >> This channel conflict is a disaster. >> Absolutely. So we maintain that >> How about professional services? Do you push that out to the partners as well? >> As much as possible. We have our own. So we have a services arm. Because at the same time, customers say, "Look. If I've got "Nutanix who's the best leader in understanding what "a technology is." We also have a services arm that allows us to lead with our conversation, but we train our channel partners with that same enablement technology. Saying, "You know what? "We can do it on our own, but we want you to lead that charge." As you know, channel partners lead a lot on services to drive their revenue. So it's not just about product and market, more it's about services, revenue; they can drive it at annuity level. We try the balancing act where we can lead the charge in technology for our customers, but at the same time lean on our channel partners to take that burden on, and therefore drive value for them as well. >> So while it's a multi vendor world, we certainly recognize that, again I come back to the decision that you guys made to be a leader. We sort of had a similar conversation with Robin Matlock, if you look at VMware, they want to be a leader. You have a particular opinion and point of view in the marketplace. And you're putting that forth. You really want to be the center point of management for multi clouds, from a data management perspective. >> Yes. >> And you're certainly growing from the point of your core customer base. That's a big ambition. >> It is a big ambition. >> Maybe we can talk about that a little bit. >> Absolutely. Our ambition is, if you look at the public cloud, you know five seven years ago, you just brought it up earlier. The ambition is very aggressive. And similarly, if you look at our ambition, we believe that methodology of making things simple for our customers. That does not stop at the hyper-converged world. It starts bleeding in to all the things that make operational complexity a burden for our customers, so they can focus on the business. When you start beating in to what that means, it means addressing some of the layers that make things complex for customers. So if you take your smart phone, all these hundreds of applications you may load on, those are all individual components that make your life easier. But how you bring that simplicity where you one click and you do things. So that's the germination of our methodology of the public cloud is transacted through a single API, but in the world of enterprise, you have hundreds of different vendors that need to work together to deliver the single API. Some of the new technologies we've learned, some of the new products we've launched, Is to bring that simplicity back into light. Be it on an application level. Be at an orchestration level. Or be it an infrastructure level. All those elements need to work together, through a single API for example, to make that simple. So customer's can't say, "I've got Nutanix, but Nutanix "is not the only infrastructure I have. Nutanix "is not just only ... "VMware is not the only hypervisor, I have." So how do I now bring that bridge together, so back to the multi vendor world, I can transact through Dell but I want to buy VMware, but run it on Nutanix, and use this orchestration layer, and go to the public cloud in a hybrid cloud world. And I've offices on oil rigs that need to be treated the same level as someone sitting in a data center. It's a complex world and you need to bring and have an opinionated design at some level, to bring that simplicity in and then diverge outside from that through an API based approach, to say, "You know what? We're not the only game in town." It needs to make sure that other companies can inter-operate, but make thing simple when you are in an opinionated world. >> And let the customer decide. Bringing your simplicity mantra to that world and say, "We think we're the best, here's why, "try it and see for yourself." >> Exactly. Right. So if you look at the new world, the new inner tagline is (mumbles) one OS, one click. That one click drives a lot of our methodology, making things simple. And one OS drives the ability for us to make that simple across the infrastructure stack, which bleeds from the public cloud approach, of what people are starting to like. >> Well Pai, thanks so much for coming on theCUBE, appreciate the insight. >> Thank you very much. >> Great conversation with the time we got. >> It's great to see you again. Of course Nutanix, there's a lot of coverage on SiliconANGLE dot com, and Wikibon dot com, on YouTube a lot of great content from the next conference. >> Big plug for your show in Nice this fall. >> Yes. >> You guys will have the international conference >> Thank you for bringing that up. DotNext Nice. It's our second year in Europe and our third conference. It's in Nice, November 6th through the 9th, we look forward to having all of our customers there, and learn more about Nutanix and where we're going. >> And Stu will be there to cover it. >> Yes. >> And you guys just a plug on for that. You guys do a good job, great content, and nice digs. You always have it in a great place. >> Thank you. Thank you very much. >> Customer or want to be a customer they have a good deal going on there. We're out of time. Thanks, Pai, for coming on. >> Thank you for being part of that journey, as well. >> That's theCUBE coverage of VMworld 2017. Nutanix, a great pioneer in the space, under the great entrepreneurial leader, Dheeraj Pandey. More CUBE coverage, after this short break. >> Thank you very much. (upbeat electronic music)