>>from our studios in the heart of Silicon Valley. Palo ALTO, California It is a cute conversation. >>Hi, and welcome to the Cube studios for another cube conversation where we go in depth with thought leaders driving innovation across the tech industry. I'm your host, Peter Burroughs. The difference between business and digital business is simple. It's the role that data plays in a digital business. It's an asset that drives business innovation that drives customer experience and drives profitability in an otherwise business. It's not. It's something that's just associate with applications, But that's why traditional businesses are transforming to make better use of data. As businesses start to invest in date as an asset, they need to invest in the capabilities that take care of data's an asset. And that's one of the major challenges at all enterprises face today. It's an extremely hot domain, but not all options take full advantage of the cloud. And what does that mean? What does it mean to have a set of data protection data management capabilities be fully embedded with Cloud and Native Cloud Service's To have that conversation, we've got John Kumar, who is the CEO and co founder of clue meal with us today. John. Welcome to the show. >>Thank you. Very nice to be here. >>So give us the update. Include me. Oh, >>so come you. Ah, two year old company, right? We dress recently launched out of stealth. So so far, you know, we we came out with the innovative offering which is a sass solution to go and protect on premises in November and vmc environments. That's what we launch out of style two months ago. We want our best of show. When we came out off Stilton in November 20 >>19. >>But ultimately we started with a vision about protecting data respective off, buried, recites. So it was all about you know, you know, on premises on Cloud and other SAS service is so one single service that protects data introspective about recites So far we executed on on premises VM wear and Vmc Today What we're announcing for the first time is our protection to go and protect applications natively built on aws. So these are application that ineptitude natively built on aws that clue me in as a service will protect respective off. You know them running, you know, in one region or cross region cross accounts and a single service little our customers to protect native AWS applications. The other big announcement we're making is a new round of financing, and that is testament to the interest in the space and the innovative nature off the platform that we have built. So when we came out of still, we announced we had raised two rounds of financing, $51 million in series and Series B round of financing. Today, what we're announcing is a serious see around the financing off $135 million the largest. I would say Siri, see financing for a sass and the price company, especially a company that's a little over two years >>old. Look, graduations that's gonna buy a lot of new technology and a lot of customer engagement. >>But what customers is a set up from where customers are really looking for is they're looking for >>tooling and methods and capabilities that allow them to treat their data differently. Talk a bit about the central importance of data and how it's driving decisions. ACLU Mia. >>Yes, so fundamentally. You know, when we built out the data platform, it was about going after the data protection as the first use case in the platform. Longer term, the journey really is to go from a data protection company to a data management company. And this is possible for the first time because you have the public cloud on your side. If you're truly built a platform for the cloud on the public cloud, you have this distinct and want a JJ off. Now, taking the data that you're protecting and really leveraging it for other service is that you can enable the enterprise for and this is exactly what and the prices are asking for, especially as they, you know, you make a transition from on premises. So the public cloud where they're powering on more and more applications in the public cloud and they really, you know, sometimes have no idea in terms of where the data is sitting and how they can take advantage off all these data sources that ultimately clueless protecting >>well, no idea where the data sitting take advantage of these data. Sources presumably facilitate new classes of integration. That's how you generate value out of data that suggests that we're not just looking at protection as >>crucially important as it is, we're looking at new classes of service. Is that >>gonna make it possible to alter the way you think about data management? If I got that right and >>what are those in service is? >>Yes, it's a journey, as I said, very starting with an organ data protection. It's also about doing there the protection across multiple clouds, right? So ultimately, were a platform. Even though we're announcing, you know, aws, you know, applications support today. We've already done the Emperor and BMC As we go along. You'll see us kind of doing this across multiple clouds. So an application that's built on the cloud running across multiple clouds AWS, azure and DCP whatever it might be, you'll see it's kind of doing there, the protection across in applications in multiple clouds. And then it's about going and saying, you know, can we take advantage of the data that we're protecting and really power on adjacent use cases? They could be security use cases because we know exactly what's changing when it's changing. There could be infrastructure and let excuse cases because people are running tens of thousands off instances and containers and envy EMS in the public cloud on. If a problem happens, nobody really knows what caused it. And we have all the data and we can kind off, you know, index it in the back end and lies in the back end without the customer needing to lift a finger and really show them what happened in their environment that they didn't know about right. So there's a lot of interesting use cases that get powered on because you have the ability to index all the data year. You have the ability to essentially look at all the changes that are happening and really give that visibility. Tow the end customer and all of this one click and automating it without the customer needing to do much. >>I will tell you this that we've talked to a number of customers of Romeo and the fundamental choice. The clue. Meo choice was simplicity. How are you going to sustain that even as you have these new classes of service is >>that is the key right? And that is about the foundation we have built at the end of the day, right? So if you look at all of our customers that have on border today. It's really the experience where in less than 15 minutes they can essentially start enjoying the power of the platform and the back in that we have built. And the focus on design that we have is ultimately why we're able to do this with simplicity. So so when when we when we think about you know all the things we do in the back, and there's obviously a lot of complexity in the back end because it is a complex platform. But every time we ask ourselves the question that okay from a customer perspective, how do we make sure that it is one click and easy for them? So that focus and that attention to detail that we have behind the scenes to make sure that the customer ultimately should just consumed the service and should not need to do anything more than what they absolutely need to do so that they can essentially focus on work, adds value to the business, >>takes a lot of technology, a lot of dedication to make complex things really simple? Absolutely. John Kumar, CEO and co founder of Coolio. Thanks very much for being on the Cube. Thank you. Bigger and thanks for joining us for another cube conversation on Peter Burress. See you next time

>>Hi, I'm Peter Burress. And welcome to another cute conversation. This one from BMC Helix is immersion days in Santa Clara Marriott in Santa Clara, California One of the biggest challenges that every IittIe organization faces. In fact, every business is how to start merging greater control through I t sm as well as greater change and evolve ability of systems through Dev ops. It's a big topic. A lot of folks looking at how best to do it. We've got a great person here to talk to us about it. Dick Stark is the president CEO of right star Dick. Welcome to the Cube. >>Well, thanks very much for having me. I really appreciate the opportunity beyond the Cube here. >>Excellent. Well, why don't we start? Tell us a little about right start? >>Sure. Right. Stars in I t sm consultancy and we happen to be a dev Ops consulted to say at the same time, we're also a BMC solution provider and lasting solution provider. Now, we've been a BMC solution provider for for 16 years, so we've been in this space a long time and we've earned several accolades up along the way. We made it into the Forrester I t s m service provider. It's not called a Magic Quadrant because that's what God gardener uses. But instead it's a wave report. And so we made it sort of into the far right hand quadrant there. And if you added up all the points we ended up in North America being rated number five out of all the different idea Sam Consultancy. So it's very proud about that. And then last year with BMC, we were the North American Solution provider of the year in the D S. M space. >>Well is an export person, I can tell you Congratulations. Those waves very seriously. Let's jump into this question, though off what does I t. S m from a technology and people in process standpoint have to do to accommodate some of the changes that are being founded and defusing out of the Hole Dev Ops world, which is just having an enormous impact on our I t thinks and does >>it really has. And you know, we've been in the space a long time and I t s m Sometimes I tell the words are interchangeable and there are about if you can believe this about three million people That ended up getting an Idol certification of some short like an Idol Foundation certificate. And over time, that's been have been a really a big, big deal. However, Idol now is lost, its luster just a little bit. And it's allowed Dev ops to sort of sneak in or add dollar whatever you won't want to call it, and I'd listen. Standing still, though, they've bounced back and bounce back in a hard way. And they've they've come up with what's now called Idle for an Idol For was just released this this year, and it takes some of those Dev ops principles, and it has its own value stream as well and is a result Idle for or agile idol or whatever you wanna call it now is taking a little bit stronger position. And when I say Dev ops principles, it's things like Collaborate. It's things like promote, it's It's things like operate and automate. It's It's It's all about it again. It's all about collaboration in some of these other values that that you'll see in Dev ops. I guess what what happened is we spent a lot of time on the Idol side of things, and we did things for process sake and a good example would be changed management and spent a lot of time putting together is change management processes per this idol framework. Okay, And what what happened is that a lot of the users then rebelled a little bit because it might take longer to go through and fill out all the paperwork of It's not paperwork the online tool set then to do a change than to actually perform the change itself. So I don't got a little bit of a bad rap. And so that's where this whole Dev ops thing has come in. And the whole idea right now is to get Dev and Ops under the Shame umbrella, because that's not typically very used to do. But it's, but it's certainly happening. >>Well, let's talk about why that intersections happening, right? So I'm gonna I'm gonna show a little bit of history from my perspective as well, you know, I told began, First of all, it started in some government agencies many years ago, but it started as the basis of it was How do we take better care of the assets with an I T. Which at the time were mainly hardware. In many respects, what we've seen happen over the last 25 30 years that Idol has been an extent. Is that the nature of the assets that I t recognizes? His acknowledges delivering value for the business has changed. We've gone from hardware to infrastructure is code. That's where Dev Ops is so many respects. What you're saying is that Iittle is now trying to bring the best of what it means to do a good job of asset management with a new class of assets. Namely, software is code infrastructures code, and that's where we have to have that marriage. I got that right. >>That's that's correct. And you don't want to have silent silos. You want to be a silo buster if if anything else. And I just wanted to mention something else that I think is kind of fun along with this Idol. Four. We now do what's called the Mars Lander simulation traded it replaced. If you've heard of the Apollo 13 simulation, will Mars four, even though it's idle for specific, it's really all about Dev ops, and I took the Mars board just about a month or so ago, and it's a lot of fun. You sit down and the whole objective is to get get to Mars and you're a business. So and you're going to be selling the data that you're going to collect along along the way. And so the whole idea is to is to make a profit, and you have all these different roles that you play. When I went through it, I was the release manager then. But you might have a business analyst. You might have a service desk person. You have vendors and a it's it's really it's very realistic that and typically like a lot of large enterprises, you start playing the game and it's just chaos, and you have to go back and try this over and over again until essentially you get it right. And I was surprised how easy it is to get sucked in. If you're in a big enterprise, your silent, you have a specific role that you have to d'oh and you have instructions how you're supposed to do that and you want to stick to it. Whatever you know, whatever your assignment is, you have to do that. But that's not the right thing to Dio. Remember, it's about collaboration. It's about transparency. It's been it's about posting your goals, posting the results and moving forward from from there. And so I was surprised how I got sucked into it. And so I can understand why we need to make some progress in this space. And it's all about getting people to change their behavior a little bit in some of these new tool set certainly help >>well, as well. You're going back to what you said. He used to be the three R's of any regime or rolls responsibilities and relationships, and so the roles have are evolving. But often it's just in name only the responsibilities. You know today it's still code. It still has to run on hard, where it's not a bunch of hamsters, they're doing things. But as you said, it's really the relationships amongst the various actors as we introduce more business people. As technology gets put into position to generate more revenue or to do more with customer experience, the relationships are being pressured, are being really pushed to evolve. So how do you see in your practice in right stars practice. How do you see the relationships between Dev ops and I T s M and the business starting to evolve so that you can have amore coherent, comprehensive view of how you make sister? Well, >>I think in that particular case, it's gonna take some time. I mean, it's not gonna happen overnight. I mean, that's why you have agile coaches, or that's while you have the scales agile, or the safe framework is because people don't get it. And they need to understand how to work together better with others. And so it's not gonna happen by just implementing a new new tool set turning the key and then say, OK, everything's gonna be fine. It's good to get the integration between the different tool sets. And the technology is certainly there to do that. But without having some instruction to begin with and having the door in users cooperate. You're not going to see that kind of kind of performance improvement or cost statements or whatever it is that you're looking for. You're not going to see that >>they're one of the biggest challenges in any changes. Abandonment. The user's ultimately abandoned. So as you look a tte. The ideas M tool set that you're utilizing mainly from being right is it is that there's a degree of there's always a degree of pedagogic tool away, it says. Here's how you should do things. What you're discovering is that tool set is really catalyzing. Helping to catalyze positive changes in your mind within a lot of your customer base is, well, the >>thing about Helix, and I'm very excited about this because we're making a lot of good progress with. He likes our customer base that we have right now and give you a good example. George Washing University were based in a D C. Area day. If they are, too, they've been a long time remedy customer. We've moved them to Helix, and then, just recently, when I say recently started a year ago in August, they moved to the BMC Chap Cat box platform. Then, this past August, they totally went cold turkey with chatbots throughout the entire university. That makes a tremendous difference in the performance and not just performance, but also on the cost and the efficiency that the university, particularly from a service management perspective, is providing to its university employees and to its students, just like you mentioned today in the keynote session that it's all about mobility. And practically practically all the students there rely on their their cellphone day in and day out. And so when they have a question at G W. If it's how do I get a new account? How do I get a park parking permit? G on the wireless in my dorm room isn't working. You don't pick up the phone and call. Nobody does that you texted at. And this is a chap off its power by IBM Watson, and it works great. And there's lots of good things that are gonna come out of that. For example, students, I think they probably still have to turn paper sent. You know, maybe that's all Elektronik Lee delivered, but I think you might still have to print out a paper and turn it into your professor. You know, I'm not sure, but bluebirds Anyway, you're probably you're probably gonna do this late at night when the service desk is an open. So what do you do if you can't get the printer to work? Well, you pick up your cell phone, you text in that That the issue and bingo. You've got a response. So those are the sorts of things that are gonna make for a tremendous amount of impact, and it's gonna cause people to change their behavior in really a good way. Another good example. We have another longtime hospital customer. They have a 24 by seven service desk. They're huge, and they pay a lot of money to operate that 24 by seven. But they hardly get any call said at night. Right? Because not that many people work. So why don't they just turn that and you start using chatbots and think of that the r A. Y. It's just incredible. And I think you're going to see more. And that more situations like that as we move forward. >>Dick start President CEO of right Starr. Yep. Thanks very much for being too. >>Thanks very much. Appreciate it. Okay. >>And what's going on? Peter Burress. You've been watching other cube conversation from BMC Helix immersion days in Santa Clara. Thanks very much. Next time

>>Hi, I'm Peter Burress. And welcome to another cube conversation. This one from B M sees Helix Immersion Days and Santa Clara, California The Senate Clara Marriott. Every organization of any scale now has to lean on their suppliers in the technology world in different ways. It used to be you could almost have an antagonistic relationship with whoever was offering you technology. But today, every business is becoming increasingly dependent on technology suppliers that are providing crucial strategic service's. And that relationship is changing the way we think about technology. That is nowhere more obvious than the Manage service's provider space or the MSP space, which is highly dependent upon very complex delivery of very rich service's and a set of analytics that air allow the many service provider in the business to work together to achieve strategic ends. Now have a conversation about how that's working and how that's changing. We've got a great cube conversation got Aldo Romero, who's the cross service is deputy director at Keio Networks Mexico. Alda, Welcome to the Cube. So let's start with what is key networks tell us a little bit about Kiyo Networks. >>Okay, Kyo networks. Personally, he canna from dad and me, you know so much. Probably. Service is a technology. Inform us on the mission critical tenemos court. Enter data centers until Mexico Panorama making quarter political American Guatemala. So if >>we think about this challenge upfront, I said that increasingly, business has to think about treating its suppliers differently in the manage service providers at the vanguard of that, what catalyzed Keogh Network's decision to start thinking about how digital service is and operations management. We're gonna have to start coming together so that you could provide a better set of managed service capabilities to your clients. >>Another 50 are intellectuals For most of the heat does Bella Paralysis. Harvey Seo is a wall of stones in front under the remit Parma coral and triggers. A reason was clean and it's Santy Okay, on a work visa, no Russian grand plataforma CCTV shows was gonna transform our nose and Monroe and Moroccan era Watson was clean. A the city most cake. Alex LaMarca Hello, Obama said a roller. I mean telekinesis. Thomas put up a little emporia. Sorry. C'mon, process. So that's a gimme into control. Purple rules transformer heat element. So as >>you think about using BMC Helix and other classes of technology. You must have a vision in mind of where your relationships and how your service is are gonna be provided. Tell us a little bit about the relationship that you have with BMC Helix and how it's informing and altering and adjusting the promises in the value propositions that you have to your manage. Service customers. >>LaMarca parties with the most. The teleconference. A Norman 10. Vamos a bodyguard Transformer journals. You have a key on networks LLC and technology on the set of issues it processes your lot ago, most in your mutual momentous and those qualities of Israel experience. Check every message from Ministro. Probable servicios is most polio liberal exito process a literal form. A syndicate tile in our mentor mentor now look innocent of all arsonist risk. Leontes, his former meant importante para nosotros a parabola guarantee survey. No Star Service >>manage Service's has been around for a while. We're now talking about Cloud Service isn't as important subset of the manage service of space, but as one that over the course of the next few years might even become more important, especially in countries like Mexico that are growing so fast and introducing increasingly complex capabilities within their economies. As Keogh Networks evolves, do you see yourself being a leader in how cloud service is evolve as well? >>See if you determine, take yours leader in Lapa Improbable level problems servicios the clout that most officials the club go on Amazon. The notary's is the cloak on Microsoft tennis officials that throughout the opening stock include Syria. Infinity tormented knows Romans camellia in America. >>So one last question as you envision moving forward with this increasingly combined digital service, is management and operations management. What kind of leadership are you looking to be? Him? See? He looks for >>Leader Yasuoka. Stumbled booze can do is for their their arms. Trustee in testing facility. Tireless operaciones Sartre Business officials. The mission. Critical contextual. Here's the MTA cameras were Mr Alex Cee Lo Vamos con una Fortaleza, You know, in a para para nuestros revisions in America, he said, mass value. So spar partners >>Aldo Aldo Romero. Thank you very much for being on the Cube. Thank you. All the romero is tthe e Crawl Service is Deputy director Keogh Networks in Mexico, and once again, I'm Peter Burns. This has been another cute conversation until next time

>>Hi, I'm Peter Burress. And welcome back to know the Cube conversation. This one from B M sees Helix Immersion Day at Santa Clara Marriott in Santa Clara, California. Once again, we've got a great set of topics for today Today, Right now we're gonna talk about is the everybody talks about the explosion in the amount of data, but nobody talks about the resulting or associated explosion in software. And that may in fact, be that an even bigger issue than the explosion and data. Because ultimately, we want to apply that data and get work done. That's gonna require that we rethink service's rethink service management, rethink operations and rethink operations management in the context of how all this new software is gonna create new work but also can perform new classes of work. Soto have that conversation. We've got a couple of great guests. New York. And here is the BMC president of Digital Service is in operations management division to BMC. Welcome back to the Cube. >>Thank you. >>And me Here shoot Close the CEO of Automation anywhere here. Welcome to the Cube. So Naoki, I want to start with you. A year ago, we started on this journey of how this new digital service is is going to evolve to do Maur types of work for people. How has be emcees? Helix Platform evolved in that time. >>So if you remember last time, it's almost a year. Back when we launched Helix, which was all around taking the service management capability that we had on Prem Minute available in cloud continue rise so customers can run and cut of their choice and provided experience through various channels bought as channel off that customer experience. This is what we had released last time. We call it the three C's for Helix, Everything in cloud containerized with cognitive capabilities so customers can transform that experience in this version. What we are extending helix is with the operation side. So although I Tom capabilities that we have in our platform are now a part off Felix, so we have one entering platform so that customers can discover every asset that they have on prominent loud monitor those assets detected anomalies service bought four lines of business and for i t. For immediate issues that happen, vulnerabilities that are there in the system and automatically optimized capacity and cost on holistic. This whole closed loop off operations and service coming together is what this next day off innovations that were launching BMC Helix >>Soma here New York He's talked about very successfully, and Felix has been a very successful platform for improving user experience. But up front, I noted that we're not just talking about human beings as users anymore. We're talking about software is users R p a robotic process. Automation is a central feature of some of these new trends. Tell us a little bit about how robotic process automation is driving an increased need for this kind of digital service in operations management capability? >>Sure think it a high level you have to think of. The new organization has augmented organization that are human and what's working side by side, each doing what they're best at. And so, in a specific example of a service organization, uh, the the BMC hell ex ist Licht Alexis Taking this is Think of this as a utility where the way you plug it into an electricity outlet and switch on the light and you get the electricity, you plug into the BMC helix, and behind it, you have augmented workforce of chat boards are pia bots, human beings each doing what they're best at and giving a far superior customer experience and like any other that is happening now. And that's the future off service industry. >>But when you point a human, so to speak metaphorically into that system, there's a certain amount of time there's a certain amount of training. There's a certain, and as a consequence, you can have a little bit more predictable scale. That doesn't mean that you don't end up with a lot of complexity, but our p A seems that the potential of our P A seems that you're going to increase the rate at which these users, in this case, digital users are going to enter into the system. You don't have a training regimen you can attach to them. They have to be tested. They have to be discovered. You have to be put in operation with reliability. How is that ultimately driving the need for some of these new capabilities? >>I think you if you think of this, if you think of this box as a digital workers, you almost have to go through the same process that you would go through human beings. You onboard them in terms of you, configure them. You trained them with cognitive capabilities and the and then in. The one difference is the monitor themselves. Without any bias they give, they can give you. They can give their own performance rating performance rating card. Um, but the beauty off this is when human and what's work together because there are some functions that the bots can do well. And then at some point they can hand off to the human beings and human beings. Do some of the more interesting work that is based on judgment. Call customer service. All of that, um, so that the combination is is the end goal for everybody >>and to add would be here said right, that customer experience, whether you're providing experience to employees, are consumers and customers. That is the ultimate goal. That's ultimate result of what you want to get and the speed at which you provided experiences, the accuracy of which you provide experience of the cause, that which you provided experience becomes a competitive sensation, which is where all this automation, this augmentation that they're doing with humans and bots is what enables us to do that right for or large enterprise customers May major service organizations trying to transform into that beautiful. >>But increasingly, it seems as though the, uh, the things that we have to do to orchestrate in ministry Maur users digital and human undertaking Maur complex tasks where each is best applied is really driving a lot of new data mentioned upfront, an enormous amount of software and you said new experiences. But those experiences have to be reliable, have to be secure. They have to be predictable. So that suggests this overwhelming impact of all of these capabilities. You talk about a digital tsunami? What are some of the key things? Do you think Enterprise is gonna have to do to start engaging that? >>Yeah, I'm incredibly college 40 nursery revolution. Whether we call our initial transformation, I think what we all are experiencing is the tsunami Texan ami, right, Tsunami of clouds, where you have corruption clouds, private clouds have a close marriage clouds, tsunami of devices, not just more valid visors, but also has everything alone, as is getting connected devices, tsunami of channels. I mean, as an end user, I wantto experience that in the channel of my preference lack as a journalism as a channel tsunami of bots, off conversation, bullets in our Peabody. So in this tsunami, I think what everyone is trying to figure out is, how do they manage this explosion? It's humanly impossible to do it all manually. You have toe augment it. But of course, intelligence, I'm all. But then, of course, boss, become a big part of that augmentation toe. Orchestrate all of them back to back cross. >>I would say that the this is no longer nice to have, because if you look it from over consumer's perspective, last 20 years of digital technologies off from my Amazons and Google's of the World, Netflix and others they have created this mind set off instant customer gratification, and we all been trained for it. So what was acceptable five years ago is no longer acceptable in our own lives, I e. And so this new standard off instant result instant outcome. Instant respond. Instant delivery V. Just expected. Right. Once you're end, consumer begins to do that. We as a business is no longer have a choice that's writing on the wall. And so what? This new platform Zehr doing like you'd be emcee. Hellickson automation anywhere is delivering their instant gratification. And when you think about it, more and more of the new customers that are millennials, they don't know any other way. So for them, this is the only experience they will relate. Oh, so again, this is not nice to see Oh, it is. But it is the only way only the world will operate, right? >>Well, what we're trying to do is take on new classes of customer experience, new operational opportunities to improve our profitability, innovate and find new value propositions. But you mentioned time arrival rate of transaction is no longer predictable. It's gonna be defined by the market, not by your employees. We could go on and on and on with that. What is taught us a little bit about automation anywhere and what automation anywhere is doing to try to ensure that as businesses go off to attend to the complexity creates new value at the same time can introduce simplicity where they could get scale and more automation. >>Sure, you earlier mentioned that with explosion of data came the explosion off applications And what? Let me focus on what problem or permission anywhere solves. If you look at large organizations, they have vast amount of applications, sometimes 408 100 few 1000 what we have seen. What we've been doing historically is using people as a human bridges between this applications. And we have a prettier that way for too long. And that's the world today. >>So humans are the interface >>humans at the bridges between applications and often called the salty air operations. That's the easiest way to describe it. So the what are two mission ever does is it offers this technology platform robotic process automation area in an Arctic split form that integrates all off it together into a seamless automation bought that can go across and with the eye it can make intelligent, intelligent choices. Um, and so now take that Combined with the BMC, Alex, and you have a seamless service platform that can deliver superior experience. >>So we've got now these swivel chair users now being software, which means that we could discover them more easily. We can monitor them more easily, and that feeds. He looks >>absolutely so you know, in our consumer wall, in a day to day life We are used to a certain experience of how we consume data or consume experiences with our TVs and all the channels that experience that we have an identity. Life is what people expect when they walk into the company, right walking to the Enterprise, which every IittIe organization is trying to figure out. How do they get to that level of maturity? So this is what the combination of what we're doing with Felix and automation anywhere brewing's that consumer great experiences into an enterprise >>world. Some here when we think about our p A. We're applying it in interesting and innovative ways, no question about it. But there are certain patterns of success. Give us some visibility into what you are seeing leads to success. And then what's the future of our P? A. How's that gonna involve over the next few years? >>Sure. Um, R P has been deployed across virtually every industry and virtually every department, so there are many ways to get started in All of them are right. But often we find is that you can either start in a central organization where in terror organization is doing everything centrally. It is a great way to get started. But eventually we learned that the Federated Way is the best way to end where hundreds of offices all over the world, if you are especially large organization, each business unit is doing it with I t providing governments and central security and policies and an actual bots running and being implemented all over the world eventually for a large gilt transformation. That is a common pattern we have seen among successful customers. >>And where do you think this is? Houses pattern going to evolve as enterprises gained more familiarity with it, innovating new and interesting ways and his automation anywhere, and others advance the state of the art. Where do you think it's gonna end up? >>The read is going is is I define it as an app store experience or a Google play experience. So if you think about how we operate over mobile devices today, if you want something on your device, you would look for a nap that does that. We're getting to a point where there is bought for everything in a digital worker for everything. So if you need certain job done, you first go to a what store? Uh that is an automation anywhere website. Look for about that. Does something higher or download that Bart. Get the work done and it comes pre built. Like many. There are works with BMC Felix on many of those, So s. So that is your 1st 1st way you will look, look for getting your work done in a new body economy. And if it if there's no but available, then you look for other options. It will transform how we work and how we think of >>work. In many respects, it's the gig economy with perfect contractor, and it's that leads to some very in string challenges. Ultimately, we start thinking about service Is so Ni aki based on what me here just talked about. Where does digital service is go as our P A joins other classes of users in creating those new experiences at new Prophet points and new value propositions, >>it becomes a competitive. How you provide that service can become a big competitive sensation for financial institutions. For telcos, which is a service industry, right, you're providing that service and, like two meters point, then the user hits that switch. They expect the light to come on If I'm an end user, that consumer warning a service from my telco provider, all from my, um, financial institution. I expect that service to be instantaneous at the highest accuracy accuracy at which super wide is gonna start driving competitor, official for financial institutions of financial institution Telco two Telco and that So I C companies, differentiating and really surviving are thriving in the long term. >>It's no longer becoming something that's nice to have its jacks or better in business, too. >>That's right. And the demo of the live demo that we saw today was really impressive because it sure that what would have taken a few days to happen now happens in three minutes. Right? It is, which is, which is almost the time it takes to call an uber. You know, when interpreters begin to do work at a pace that what you call an uber that's that's that's the future. Yes, it's here. >>Yes, so do I mean the demo that we do the entire enter and demo to request additional storage and being able to provisional remediating issues that we see predict cost and make it available to the end user develop whoever it is is asking for it in minutes. Alright, which used to take days and days. No, no, no, not to mention sometimes in pixels. >>It's typically done faster at scale, with greater reliability. Greater greater security, Certainly greater predictability, et cetera. All right. Here. Shukla, CEO of automation Anywhere. Yeah. Kenny, our president off the dental Service is and operations management division at BMC. Thanks both of you for being on the Cube. >>Thank you. >>Thank you. >>Once again, I'm Peter Burress and I want to thank you for participating in this cube conversation from Santa Clara Marriott at B M sees helix immersion days until next time.

>> from our studios in the heart of Silicon Valley. HOLLOWAY ALTO, California It is a cube conversation. >> Hi! And welcome to the Cube studios from the Cube conversation, where we go in depth with thought leaders driving innovation across the tech industry on hosted a Peter Burress. What are we talking about today? One of the key indicators of success and additional business is how fast you can translate your data into new value streams. That means sharing it better, accelerating the rate at which you're running those models, making it dramatically easier to administrate large volumes of data at scale with a lot of different uses. That's a significant challenge. Is going to require a rethinking of how we manage many of those data assets and how we utilize him. Notto have that conversation. We're here with Le'Ron v. Bell, who was the CEO of work a Iot leering. Welcome back to the Cube. >> Thank you very much for having >> me. So before we get to the kind of a big problem, give us an update. What's going on at work a Iot these days? >> So very recently we announced around CIA financing for the company. Another 31.7 a $1,000,000 we've actually had a very unorthodox way of raising thiss round. Instead of going to the traditional VC lead round, we actually went to our business partners and joined forces with them into building a stronger where Collier for customers we started with and video that has seen a lot of success going with us to their customers. Because when Abel and Video to deploy more G pews so they're customers can either solve bigger problems or solve their problems faster. The second pillar off the data center is networking. So we've had melon ox investing in the company because there are the leader ofthe fast NETWORKINGS. So between and Vidia, melon, ox and work are yo u have very strong pillars. Iran compute network and storage performance is crucial, but it's not the only thing customers care about, so customers need extremely fast access to their data. But they're also accumulating and keeping and storing tremendous amount of it. So we've actually had the whole hard drive industry investing in us, with Sigi and Western Digital both investing in the company and finally one off a very successful go to market partner, Hewlett Pocket enterprise invested in us throw their Pathfinder program. So we're showing tremendous back from the industry, supporting our vision off, enabling next generation performance, two applications and the ability to scale to any workload >> graduations. And it's good money. But it's also smart money that has a lot of operational elements and just repeat it. It's a melon ox, our video video, H P E C Gate and Western Digital eso. It's It's an interesting group, but it's a group that will absolutely sustain and further your drive to try to solve some of these key data Orient problems. But let's talk about what some of those key day or data oriented problems where I set up front that one of the challenges that any business that has that generates a lot of it's value out of digital assets is how fast and how easily and with what kind of fidelity can I reuse and process and move those data assets? How are how is the industry attending? How's that working in the industry today, and where do you think we're going? >> So that's part on So businesses today, through different kind of workloads, need toe access, tremendous amount of data extremely quickly, and the question of how they're going to compare to their cohort is actually based on how quickly and how well they can go through the data and process it. And that's what we're solving for our customers. And we're now looking into several applications where speed and performance. On the one hand, I have to go hand in hand with extreme scale. So we see great success in machine learning, where in videos in we're going after Life Sciences, where the genomic models, the cryo here microscopy the computational chemistry all are now accelerated. And for the pharmacy, because for the research interested to actually get to conclusion, they serve to sift through a lot of data. We are working extremely well at financial analytics, either for the banks, for the hedge funds for the quantitative trading Cos. Because we allow them to go through data much, much quicker. Actually, only last week I had the grades to rate the customer where we were able to change the amount of time they go through one analytic cycle from almost two hours, four minutes. >> This is in a financial analytics >> Exactly. And I think last time I was here was telling you about one of their turn was driving companies using us taking, uh, time to I poke another their single up from two weeks to four hours. So we see consistent 122 orders of monk to speed time in wall clock. So we're not just showing we're faster for a benchmark. We're showing our customer that by leveraging our technology, they get results significantly faster. We're also successful in engineering around chip designed soft rebuild fluid dynamics. We've announced Melon ox as an idiot customer. The chip designed customers, so they're not only a partner, they have brought our technology in house, and they're leveraging us for the next chips. And recently we've also discovered that we are great help for running Noah scale databases in the clouds running ah sparkles plank or Cassandra over work. A Iot is more than twice faster than running over the Standard MPs elected elastic clock services. >> All right, so let's talk about this because your solving problems that really only recently have been within range of some of the technology, but we still see some struggling. The way I described it is that storage for a long time was focused on persisting data transactions executed. Make sure you persisted Now is moved to these life life sciences, machine learning, genomics, those types of outpatients of five workloads we're talking about. How can I share data? How can I deploy and use data faster? But the historian of the storage industry still predicated on this designs were mainly focused on persistent. You think about block storage and filers and whatnot. How is Wecker Io advancing that knowledge that technology space of, you know, reorganizing are rethinking storage for the types, performance and scale that some of these use cases require. >> This is actually a great question. We actually started the company. We We had a long legacy at IBM. We now have no Andy from, uh, metta, uh, kind of prints from the emcee. We see what happens. Page be current storage portfolio for the large Players are very big and very convoluted, and we've decided when we're starting to come see that we're solving it. So our aim is to solve all the little issues storage has had for the last four decades. So if you look at what customers used today, if they need the out most performance they go to direct attached. This's what fusion I awards a violin memory today, these air Envy me devices. The downside is that data is cannot be sure, but it cannot even be backed up. If a server goes away, you're done. Then if customers had to have some way of managing the data they bought Block san, and then they deployed the volume to a server and run still a local file system over that it wasn't as performance as the Daz. But at least you could back it up. You can manage it some. What has happened over the last 15 years, customers realized more. Moore's law has ended, so upscaling stopped working and people have to go out scaling. And now it means that they have to share data to stop to solve their problems. >> More perils more >> probably them out ofthe Mohr servers. More computers have to share data to actually being able to solve the problem, and for a while customers were able to use the traditional filers like Aneta. For this, kill a pilot like an eyes alone or the traditional parlor file system like the GP affair spectrum scale or luster, but these were significantly slower than sand and block or direct attached. Also, they could never scale matter data. You were limited about how many files that can put in a single, uh, directory, and you were limited by hot spots into that meta data. And to solve that, some customers moved to an object storage. It was a lot harder to work with. Performance was unimpressive. You had to rewrite our application, but at least he could scale what were doing at work a Iot. We're reconfiguring the storage market. We're creating a storage solution that's actually not part of any of these for categories that the industry has, uh, become used to. So we are fasted and direct attached, they say is some people hear it that their mind blows off were faster, the direct attached, whereas resilient and durable as San, we provide the semantics off shirt file, so it's perfect your ability and where as Kayla Bill for capacity and matter data as an object storage >> so performance and scale, plus administrative control and simplicity exactly alright. So because that's kind of what you just went through is those four things now now is we think about this. So the solution needs to be borrow from the best of these, but in a way that allows to be applied to work clothes that feature very, very large amounts of data but typically organized as smaller files requiring an enormous amount of parallelism on a lot of change. Because that's a big part of their hot spot with metadata is that you're constantly re shuffling things. So going forward, how does this how does the work I owe solution generally hit that hot spot And specifically, how are you going to apply these partnerships that you just put together on the investment toe actually come to market even faster and more successfully? >> All right, so these are actually two questions. True, the technology that we have eyes the only one that paralyzed Io in a perfect way and also meditate on the perfect way >> to strangers >> and sustains it parla Liz, um, buy load balancing. So for a CZ, we talked about the hot sport some customers have, or we also run natively in the cloud. You may get a noisy neighbor, so if you aren't employing constant load balancing alongside the extreme parallelism, you're going to be bound to a bottleneck, and we're the only solution that actually couples the ability to break each operation to a lot of small ones and make sure it distributed work to the re sources that are available. Doing that allows us to provide the tremendous performance at tremendous scale, so that answers the technology question >> without breaking or without without introducing unbelievable complexity in the administration. >> It's actually makes everything simpler because looking, for example, in the ER our town was driving example. Um, the reason they were able to break down from two weeks to four hours is that before us they had to copy data from their objects, George to a filer. But the father wasn't fast enough, so they also had to copy the data from the filer to a local file system. And these copies are what has added so much complexity into the workflow and made it so slow because when you copy, you don't compute >> and loss of fidelity along the way right? OK, so how is this money and these partnerships going to translate into accelerated ionization? >> So we are leveraging some off the funds for Mohr Engineering coming up with more features supporting Mohr enterprise applications were gonna leverage some of the funds for doing marketing. And we're actually spending on marketing programs with thes five good partners within video with melon ox with sick it with Western Digital and with Hewlett Packard Enterprise. But we're also deploying joint sales motion. So we're now plugged into in video and plugged, anted to melon ox and plugging booked the Western Digital and to Hillary Pocket Enterprise so we can leverage their internal resource now that they have realized through their business units and the investment arm that we make sense that we can actually go and serve their customers more effectively and better. >> Well, well, Kaio is introduced A road through the unique on new technology into makes perfect sense. But it is unique and it's relatively new, and sometimes enterprises might go well. That's a little bit too immature for me, but if the problem than it solves is that valuable will bite the bullet. But even more importantly, a partnership line up like this has got to be ameliorating some of the concerns that your fearing from the marketplace >> definitely so when and video tells the customers Hey, we have tested it in our laps. Where in Hewlett Packard Enterprise? Till the customer, not only we have tested it in our lab, but the support is going to come out of point. Next. Thes customers now have the ability to keep buying from their trusted partners. But get the intellectual property off a nor company with better, uh, intellectual property abilities another great benefit that comes to us. We are 100% channel lead company. We are not doing direct sales and working with these partners, we actually have their channel plans open to us so we can go together and we can implement Go to Market Strategy is together with they're partners that already know howto work with them. And we're just enabling and answering the technical of technical questions, talking about the roadmap, talking about how to deploy. But the whole ecosystem keeps running in the fishing way it already runs, so we don't have to go and reinvent the whales on how how we interact with these partners. Obviously, we also interact with them directly. >> You could focus on solving the problem exactly great. Alright, so once again, thanks for joining us for another cube conversation. Le'Ron zero ofwork I Oh, it's been great talking to you again in the Cube. >> Thank you very much. I always enjoy coming over here >> on Peter Burress until next time.

(funky music) >> From our studios in the heart of Silicon Valley, Palo Alto, California, this is a CUBE conversation. >> Hi, I'm Peter Burress, and welcome to another CUBE conversation from our beautiful studios in wonderful Palo Alto, California. Enterprises have always struggled with how they're going to add more end points into their networks. More users, more devices, more machines, they need better speeds, lower latencies, greater security. How are they going to do it? Well, we've got a new set of standards coming along within the wifi world as well within the cellular world, to provide those greater densities, lower latencies, higher performance. Wifi Six is what we talk about within kind of the extension of the 802.11 family of protocols, but Wifi Six, like every other significant transformation has required that enterprises think differently about certain attributes of networking. So to have that conversation, we got Sachin Gupta who's a senior vice president of Cisco here, Sachin, welcome to theCUBE. >> Thanks Peter, very excited to be here. >> Alright, look, so I'm a CIO, and I am working with my team to incorporate these new technologies that are going to improve the quality of my endpoint services, and I'm looking at Wifi Six. What am I mainly worried about as I think about adopting these new technologies? >> So just before we just get into adopting of the new technologies, why are you going after Wi-Fi 6, like what's the reason for the CIO? And quite simply it's, all of the new use cases that are coming on, like everything, all the IoT endpoints have to connect securely, all the bandwidth hungry end users, and the immersive experiences I'm looking to enable, it could be augmented reality, it could be virtual reality, all those are driving a need for me to rethink access, and rethink the network overall. And Wi-fi 6 is one critical component of that. Wi-fi 6 promises four times the capacity, lower latency, a greater range, so the things you talked about in your set-up. So it's a wonderful technology to start addressing some of those problems, but in of it's own it's not sufficient. You got to go well beyond the standard in order to address the CIO problem. >> Okay, so specifically, so think about some of the adoption problems. I got the use cases nailed down, how am I thinking about where things are going to go? Am I going to have to lay out the network differently? What kinds of practical things do I have to start thinking about? >> Well first of all, you have to think about why are you moving, where are you moving with Wi-fi 6. So again, capacity, lower latency, better battery life, the new use cases it enables. After that you need to make sure that whatever you're going to connect, will interoperate. Right? So look, sometimes a standard comes out and it can take a few years before the endpoints and the infrastructure actually get the maximum capability from the new standard. And so we worked proactively with the likes of Samsung, with the likes of Intel, to make sure those endpoints, which any of the new Samsung Galaxy S10, already supports Wi-fi 6. Interaccess points work together to give you the best experience possible. So that's sort of step one. But there's many other things we need to think through. We're also thinking about the problem of just onboarding onto Wi-fi. You know the experience to onboard onto cellular, right? >> Oh, sure. >> You get off airplane mode >> And it works. >> It just works, you're on. What's the experience like on Wifi? >> Well it's certainly not just getting a message from my local carrier that I'm now roaming. You got to get on, yeah it's a lot more involved, you got to authenticate, exactly. >> Give me your phone number, give me your room number, I'll text you something, get on to the It's cumbersome, okay? And we want to make Wifi onboarding to something we call open roaming. Open roaming is a Cisco project, it's a consortium we've set up. That takes all the venue providers and the identity providers, brings them together. So that when you go round, and you roam with Wifi, you onboard the network just like you onboard with cellular. >> So get essentially the same experience you get in the cellular world. >> Same experience. It makes it easy for you to get connected. So those are some of the basic things, but you got to go beyond that then. Now you have to worry about, okay, what do those endpoints require, alright? Well, first of all you need to recognize what the endpoint is. Is this a light bulb, or is it a heart-rate monitor, is it a tablet of some sort, what is actually connecting? So for device recognition, and to understand the experience you're getting, I need virtual analytics. And that's something the infrastructure now needs to provide. So we for the first time now, we've embedded our own ACIG, our own silicon inside the access point. So that we can get visibility from layer one to seven. And now we can pinpoint, what is the device, is it behaving in a compliant way, and how do I deliver the right experience for it. So these are some of things to think about as you move, it's a yes I want Wi-fi 6, but again tying in back to the problem you're looking to solve, how does the entire solution address your problem. >> Alright so we've identified some of the issues that have to be addressed here, and Wifi Six is here. You said the Galaxy S10 already supports it. >> Our access points are shipping, yes. >> So talk to me about the role out of some of these new technologies, these new devices from Cisco, and how customers are going to have to think a little bit differently as they start to plan out their new network structure. >> That's a great question. So I think it's not about hey, I'm just going to roll out new AP's. You should really rethink networking. What am I trying to provide here? And that's why we came out with an architectural approach across the board which is intent based networking. And what we're really talking about there is how do you automate all of the things that IT needs to do, to deliver the security and experience for all of those users and things. How do you get the data, the power of data, the analytics out? And how do you deliver security and policy. >> But it's in the context of the application and the work that's being performed. >> Yes, it's the users and devices and the applications and data. What are you trying to achieve? That's what intent based networking is all about. And so, I love how your asking the question because if you think about the wireless AP's, we only talk about the top already with the endpoint, right? But then I think about the switching architecture, are you segmenting all of that traffic? Is it fully automated? Do you have an identity and policy engine? Can I take the location data that's coming out? Cause remember these APs now are multilingual. They speak BLE, they speak Zigbee and Thread, they're also Wi-fi 6. So how do I take the location data and deliver new business outcomes? How can I tell you that the wheelchair has left the premises? How can I tell you how many people walked in your store, verus walked outside it? How do I get you better asset utilization? Those outcomes are provided at the software step at the top. So you should really be thinking about what am I trying to do for my business, and what architectural approach allows me to deliver those outcomes that I'm looking for. And yes, Wi-fi 6 APs are one critical component there, but you should think about the entire solution though. >> So we got new access points that are Wifi Six enabled ready to go, how far back does this change go into the network? >> So the Wi-fi 6 APs, the beauty of these Wi-fi standards is they're backward compatible. So you can take all kinds of older endpoints, multiple generations, and get them to work in a Wi-fi 6 new environment. So that's nice because it's not a rip and replace of all your clients, when you put the new APs in, they're backward compatible, that's always the case. And a lot of the new software stack and the technology that I talked about with intent based networking, works with at least the two previous generations as well. So if you want some of that telemetry and analytics and security, you can start getting that with some of the APs you may already have, and then when you bring in Wi-fi 6, it's sort of purpose built for that architecture. >> Alright, so we've talked a lot about the use cases of the business side, let's spend a little bit of time describing the fact that you've got the sidecar co processor for analytics inside the APs. How is that going to change the work of IT, the work of network management and administration and security? >> That's a great one So, I'll give you one example of what that does. Today, if you want to go troubleshoot a wireless issue, you're literally walking around with a sensor acting like a client to go figure out what the behavior is, what's going on, how do I figure out what the interference is, why is the experience bad, right? Can take you hours, weeks, days, it's very costly. These new APs, and with our solution with W-fi 6, first of all, I get data with my relationship with Apple from the endpoint. So I get the view from a real client. Then on the access point itself, with that co processor, I can get layer one to seven data and packet captures to see did you fail during authentication, was there some sort of RF issue that's happening, what exactly is happening that's interfering with what's going on? Or, maybe the problem is not even there, it's somewhere else in the network. And the beauty of our Cisco DNA Center solution, which is our controller in intent based networking, is we see end to end. We see the entire network and we can help you pinpoint where that issue is and save a whole bunch of money you'd spend troubleshooting, to deliver the right experience. >> But it sounds as though some of the, historically, some of the analytics associated with network administration was very focused on the device. Intent based network is intended to focus on the application and service that's being provided, but the analytics didn't follow. So know what you're saying is we're going to follow the analytics so that the applications, the services become primary citizens within the network. >> That's exactly right So you have to be able to look at the client holistic view, the application performance holistic view, and the performance of each network element, and that's what the co processor that we talked about helps. Now another thing we did is, that portfolio now, on the enterprise side, we now run the same operating system that also helps simplify for IT. The entire access network with the Catalyst 9000 series, the new access points are called the Catalyst 9100, and we're making it part of one brand and one family, because it's one OS, one programmable architecture, one operational environment if you will, that simplifies the job of IT significantly as well, and then we're also introducing obviously with Wifi Six, our cloud managed Meraki access points to support those deployments as well. >> Alright so one more question on this and then I want to talk about something else in a second. But the beauty, or the essential feature of networking has to be a degree of openness. So new access points can talk to each other, new devices can talk to each other, et cetera. These are new technologies as you said they're going to roll out and diffuse, hopefully very very rapidly, but there will be both enterprise, but also some other network supplier issues. How is Cisco ensuring that your leadership and your thought leadership but also your engineering leadership gets into those other organizations at an appropriate rate so this entire industry can adopt and change and introduce these new kinds of capabilities. >> So I talked about that new family of the Catalyst 9000 series. Let me start there. So all the protocols we support are open interoperable so you can have my switch somebody else's AP, somebody else's AP my switch, all those combinations work. It supports net config open API's programmable models. We expose those through a Cisco dev net. So we have the largest developer community on top of sort of a networking infrastructure where you can write applications that can automate or can get data >> Or services? >> Or deploy services in a very open way. And then we do the same thing at our controller layer. On Cisco DNA Center, fully open so you can have partners ecosystem delivering services and applications on top of the network, on top of that controller. So we think about openness from every angle, and that's how you have to be in a networking world, right? I mean you need to be able to connect to anything. >> Right. Every significant change in networking, someone always presumed it was going to lead to various behavior by the leader to try to somehow close it down. You're saying that's not what's happening here. We're trying to dramatically extend the benefits and capabilities of networking because those enterprises need new use cases. >> But we are saying though, that if you buy that campus architecture, access architecture through Cisco, you're going to get a degree of consistency and automation and analytics and security that's unmatched. So you might as well go, but if you want to compose that with different components, that's absolutely doable. >> Alright, so one last question. The historical norm has been I get a cell service and I get Wifi. Cell had certain positive benefits, and Wifi had other positive benefits. We're talking about Wifi Six, but also we got to talk about 5G. How are the two of them going to work together in your estimation? >> Look, from a wireless standpoint, the problems that you're trying to solve are the same, right? I need more capacity, I need lower latency, more deterministic, better battery life, they're the same. So you need to solve those when you're in an SP outdoor ubiquitous environment, or whether your sort of indoor, where you have predominantly Wifi and that's where most of your traffic flows. So Wifi Six and 5G, it's a beautiful thing that they're both trying to allow you to be in this wireless first, cloud driven world, where most of your apps and data sit in the cloud, and where your experience is really optimized by the data and telemetry that's coming out of the infrastructure. So for me, it's not an or question, it's Wifi Six and 5G that allow you to start solving that problem. >> So everything just as we have today just more, better, faster, lower power. >> Yes, can I add one more thing? >> Of course! >> I just kind of need to do this, okay? So look, when you think about the wireless infrastructure and chaining that out, I talked about how it effects the rest of the network, right? So you do need to think about upgrading your switching infrastructure, we call it being wired for wireless, okay? So with that, we also introduced a new product called the Catalyst 9600. That's a modular core switch, so you're like why are you bringing this up Sasha? >> No, I know why you're bringing it up. >> After 20 years, we are providing the next generation of the Cat 6k, Cat 6k is iconic, it's the foundation of tens of thousands of mission critical networks in the world. This is next-gen, it's more than 10x the capacity, if you have all these endpoints and access points that have more capacity, you need to think about a switch that's bigger factor. >> Scales! >> But fits into intent based networking fully programmable the same way. Just want to do a shout-out for, look we've talked about every aspect of this. APs, switches, identity, everything. >> We're offering, Cisco is offering and the enterprises are going to adopt new classes of network technology at the endpoints, faster, better, but that's going to lead to new use cases, new services, and it's just going to drive that much more complexity and routing and switching and patching thorough the network, you got to be able to scale. >> Right, you have to think about all the components. >> Absolutely. Sachin Gupta is the senior vice president of Cisco, we've been talking about how to think through Wifi Six upgrades. Thank you very much for being on the CUBE. >> Thank you, Peter. >> And once again I'm Peter Burress, and this has been a CUBE conversation. Until next time. (funky music)

>> live from Orlando, Florida It's the que covering accelerate nineteen. Brought to you by important >> Hey, welcome back to the Cube. We are live at forty nine. Accelerate nineteen in Orlando, Florida I am Lisa Martin with Peter Births, and Peter and I are pleased to welcome one of our alumni back to the program during Mickey, the chief of security insights for forty nine. Derek. It's great to have you back on the program, >> so it's always a pleasure to be here. It's tze always good conversations. I really look forward to it and it's It's never a boring day in my office, so we're than happy to talk about this. >> Fantastic. Excellent. Well, we've been here for a few hours, talking with a lot of your leaders. Partners as well. The keynote this morning was energetic. Talked a lot about the evocation, talked a lot about the evolution of not just security and threat, but obviously of infrastructure, multi cloud hybrid environment in which we live. You have been with forty girl lives for a long time. Talk to us about the evolution that you've seen of the threat landscape and where we are today. >> Sure, Yeah, so you know? Yeah, I've been fifteen years now, forty guards. So I flashed back. Even a two thousand, for it was a vastly different landscape back there and Internet and even in terms of our security technology in terms of what the attack surface was like back then, you know, Ken Kennedy was talking about EJ computing, right? Because that's what you know. Seventy percent of data is not going to be making it to the cloud in the future. A lot of processing is happening on the edge on DH. Threats are migrating that way as well, right? But there's always this mirror image that we see with the threat landscape again. Threat landscape. Back in nineteen eighty nine, we started with the Morris Worm is very simple instructions. It took down about eighty percent of the Internet at the time, but he was It is very simple. It wasn't to quote unquote intelligence, right? Of course, if we look through the two thousands, we had a lot of these big worms that hit the scene like Conficker. I love you, Anna Kournikova. Blaster slammer. All these famous rooms I started Teo become peer to peer, right? So they were able to actually spread from network to network throughout organizations take down critical services and so forth. That was a big evolutionary piece at the time. Of course, we saw fake anti virus ransomware. Come on stage last. Whereas I called it, which was destructive Mauer That was a big shift that we saw, right? So actually physically wiping out data on systems these air typically in like star but warfare based attacks. And that takes us up to today, right? And what we're seeing today, of course, we're still seeing a lot of ransom attacks, but we're starting to see a big shift in technology because of this edge computing used case. So we're seeing now things like Swarm networks have talked about before us. So these are not only like we saw in the two thousand's threats that could shift very quickly from network to network talk to each other, right? In terms of worms and so forth. We're also seeing now in intelligence baked in. And that's a key difference in technology because these threats are actually able, just like machine to machine. Communication happens through a pea eye's protocols and so forth threats are able to do this a swell. So they ableto understand their own local environment and how to adapt to that local environment and capitalized on that effort on DH. That's a very, very big shift in terms of technology that we're seeing now the threat landscape. >> So a lot of those old threats were depending upon the action of a human being, right? So in many respects, the creativity was a combination of Can you spook somebody make it interesting so that they'll do something that was always creativity in the actual threat itself. What you're describing today is a world where it's almost like automated risk. We're just as we're trying to do automation to dramatically increase the speed of things, reduce the amount of manual intervention. The bad guy's doing the same thing with the swarms there, introducing technology that is almost an automated attack and reconfigures itself based on whatever environment, conditions of encounters. >> Yeah, and the interesting thing is, what's happening here is we're seeing a reduction in what I call a t t be a time to breach. So if you look at the attack lifecycle, everything does doesn't happen in the blink of an instant it's moving towards that right? But if you look at the good, this's what's to come. I mean, we're seeing a lot of indications of this already. So we work very closely with Miter, the minor attack framework. It describes different steps for the attack life cycle, right? You start with reconnaissance weaponization and how do you penetrator system moving the system? Collect data monetize out as a cyber criminal. So even things like reconnaissance and weaponization. So if you look at fishing campaigns, right, people trying to fish people using social engineering, understanding data points about them that's becoming automated, that you sought to be a human tryingto understand their target, try toe fish them so they could get access to their network. There's tool kits now that will actually do that on their own by learning about data points. So it's scary, yes, but we are seeing indications of that. And and look, the endgame to this is that the attacks were happening much, much quicker. So you've got to be on your game. You have to be that much quicker from the defensive point of view, of course, because otherwise, if successful breach happens, you know we're talking about some of these attacks. They could. They could be successful in matter of seconds or or minutes instead of days or hours like before. You know, we're talking about potentially millions dollars of revenue loss, you know, services. They're being taken out flying intellectual properties being reached. So far, >> though. And this is, you know, I think of health care alone and literally life and death situations. Absolutely. How is Fortinet, with your ecosystem of partners poised to help customers mitigate some of these impending risk changing risk >> coverage? Strengthen numbers. Right. So we have, ah, strong ecosystem, of course, through our public ready program. So that's a technology piece, right? And to end security, how we can integrate how we can use automation to, you know, push security policies instead of having an administrator having to do that. Humans are slow a lot of the time, so you need machine to machine speed. It's our fabric ready program. You know, we have over fifty seven partners there. It's very strong ecosystem. From my side of the House on Threat Intelligence. I had up our global threat alliances, right? So we are working with other security experts around the World Cyberthreat Alliance is a good example. We've created intelligence sharing platforms so that we can share what we call indicators of compromise. So basically, blueprints are fingerprints. You can call them of attacks as they're happening in real time. We can share that world wide on a platform so that we can actually get a heads up from other security vendors of something that we might not see on. We can integrate that into our security fabric in terms of adding new, new, you know, intelligence definitions, security packages and so forth. And that's a very powerful thing. Beyond that, I've also created other alliances with law enforcement. So we're working with Interpol that's attribution Base work right that's going after the source of the problem. Our end game is to make it more expensive for cyber criminals to operate. And so we're doing that through working with Interpol on law enforcement. As an example, we're also working with national computer emergency response, so ripping malicious infrastructure off line, that's all about partnership, right? So that's what I mean strengthen numbers collaboration. It's It's a very powerful thing, something close to my heart that I've been building up over over ten years. And, you know, we're seeing a lot of success and impact from it, I think. >> But some of the, uh if you go back and look at some of the old threats that were very invasive, very problematic moved relatively fast, but they were still somewhat slow. Now we're talking about a new class of threat that happens like that. It suggests that the arrangement of assets but a company like Ford and that requires to respond and provide valued customers has to change. Yes, talk a little about how not just the investment product, but also the investment in four guard labs is evolving. You talked about partnerships, for example, to ensure that you have the right set of resources able to be engaged in the right time and applied to the right place with the right automation. Talk about about that. >> Sure, sure. So because of the criticality of this nature way have to be on point every day. As you said, you mentioned health care. Operational technology is a big thing as well. You know, Phyllis talking about sci fi, a swell right. The cyber physical convergence so way have to be on our game and on point and how do we do that? A couple of things. One we need. People still way. Can't you know Ken was talking about his his speech in Davos at the World Economic Forum with three to four million people shortage in cyber security of professionals There's never going to be enough people. So what we've done strategically is actually repositioned our experts of forty guard labs. We have over two hundred thirty five people in forty guard lab. So as a network security vendor, it's the largest security operation center in the world. But two hundred thirty five people alone are going to be able to battle one hundred billion threat events that we process today. Forty guard lab. So so what we've done, of course, is take up over the last five years. Machine learning, artificial intelligence. We have real practical applications of a I and machine learning. We use a supervised learning set so we actually have our machines learning about threats, and we have our human experts. Instead of tackling the threat's one on one themselves on the front lines, they let them in. The machine learning models do that and their training the machine. Just it's It's like a parent and child relationship. It takes time to learn a CZ machines learn. Over time they started to become more and more accurate. The only way they become more accurate is by our human experts literally being embedded with these machines and training them >> apart for suspended training. But also, there's assortment ation side, right? Yeah, we're increasing. The machines are providing are recognizing something and then providing a range of options. Thie security, professional in particular, doesn't have to go through the process of discovery and forensics to figure out everything. Absolution is presenting that, but also presenting potential remedial remediation options. Are you starting to see that become a regular feature? Absolutely, and especially in concert with your two hundred thirty five experts? >> Yeah, absolutely. And that's that's a necessity. So in my world, that's what I refer to is actionable intelligence, right? There's a lot of data out there. There's a lot of intelligence that the world's becoming data centric right now, but sometimes we don't have too much data. Askew Mons, a CZ analysts administrators so absolutely remediation suggestions and actually enforcement of that is the next step is well, we've already out of some features in in forty six two in our fabric to be able to deal with this. So where I think we're innovating and pioneering in the space, sir, it's it's ah, matter of trust. If you have the machines O R. You know, security technology that's making decisions on its own. You really have to trust that trust doesn't happen overnight. That's why for us, we have been investing in this for over six years now for our machine learning models that we can very accurate. It's been a good success story for us. I think. The other thing going back to your original question. How do we stack up against this? Of course, that whole edge computing use case, right? So we're starting to take that machine learning from the cloud environment also into local environments, right? Because a lot of that data is unique, its local environments and stays there. It stays there, and it has to be processed that such too. So that's another shift in technology as we move towards edge computing machine learning an artificial intelligence is absolutely part of that story, too. >> You mentioned strengthen numbers and we were talking about. You know, the opportunity for Fortinet to help customers really beat successful here. I wanted to go back to forty guard labs for a second because it's a very large numbers. One hundred billion security events. Forty Guard labs ingests and analyzes daily. Really? Yes, that is a differentiator. >> Okay, that that's a huge huge differentiator. So, again, if I look back to when I started in two thousand four, that number would have been about five hundred thousand events today, compared to one hundred billion today. In fact, even just a year ago, we were sitting about seventy five to eighty billion, so that numbers increased twenty billion and say twenty percent right in in just a year. So that's that's going to continue to happen. But it's that absolutely huge number, and it's a huge number because we have very big visibility, right. We have our four hundred thousand customers worldwide. We have built a core intelligence network for almost twenty years now, since for Deena was founded, you know, we we worked together with with customers. So if customers wish to share data about attacks that are happening because attackers are always coming knocking on doors. Uh, we can digest that. We can learn about the attacks. We know you know what weapons that these cybercriminals they're trying to use where the cybercriminals are. We learned more about the cyber criminals, so we're doing a lot of big data processing. I have a date, a science team that's doing this, in fact, and what we do is processes data. We understand the threat, and then we take a multi pronged approach. So we're consuming that data from automation were pushing that out first and foremost to our customers. So that's that automated use case of pushing protection from new threats that we're learning about were contextualizing the threat. So we're creating playbooks, so that playbook is much like football, right? You have to know your your your offense, right? And you have to know how to best understand their tactics. And so we're doing that right. We're mapping these playbooks understanding, tactics, understanding where these guys are, how they operate. We take that to law enforcement. As I was saying earlier as an example, we take that to the Cyber Threat Alliance to tow our other partners. And the more that we learn about this attack surface, the more that we can do in terms of protection as well. But it's it's a huge number. We've had a scale and our data center massively to be able to support this over the years. But we are poised for scale, ability for the future to be able to consume this on our anti. So it's it's, um it's what I said You know the start. It's never a boring day in my office. >> How can it be? But it sounds like, you know, really the potential there to enable customers. Any industry too convert Transport sees for transform Since we talked about digital transformation transformed from being reactive, to being proactive, to eventually predictive and >> cost effective to write, this's another thing without cybersecurity skills gap. You know this. The solution shouldn't be for any given customer to try. Toe have two hundred and thirty people in their security center, right? This is our working relationship where we can do a lot of that proactive automation for them, you know, by the fabric by the all this stuff that we're doing through our investment in efforts on the back end. I think it's really important to and yeah, at the end of the day, the other thing that we're doing with that data is generating human readable reports. So we're actually helping our customers at a high level understand the threat, right? So that they can actually create policies on their end to be able to respond to this right hard in their own security. I deal with things like inside of threats for their, you know, networks. These air all suggestions that we give them based off of our experience. You know, we issue our quarterly threat landscape report as an example, >> come into cubes. Some of your people come in the Cuban >> talk about absolutely so That's one product of that hundred billion events that were processing every day. But like I said, it's a multi pronged approach. We're doing a lot with that data, which, which is a great story. I think >> it is. I wish we had more time. Derek, Thank you so much for coming by. And never a dull moment. Never a dull interview when you're here. We appreciate your time. I can't wait to see what that one hundred billion number is. Next year. A forty nine twenty twenty. >> It will be more. I can get you. >> I sound like a well, Derek. Thank you so much. We appreciate it for Peter Burress. I'm Lisa Martin. You're watching the Cube?

>> Live from Orlando, Florida It's the que covering Accelerate nineteen. Brought to you by important >> Welcome back to the Cubes Coverage of Fortinet. Accelerate twenty nineteen. Live from Orlando, Florida I'm Lisa Martin with Peter Burress, and we're welcoming to the keep for the first time. Jeff Fully senior business development manager from Siemens. Jeff. Thanks for joining Peter and me today. >> Thanks for having me appreciate >> it. So everybody knows Seaman's in some form or fashion or capacity. Ah, here we are in a cyber security event. Talk to us a little bit about what Seamen's and Fortinet are doing together as partners and a little bit about your role in business. >> Sure, so the organization the part of semen that I'm a part of, is more of a digital industries. So what we do is ah, lot of NT operational technology environment area. So it's it's more of the harsh environments oil and gas, waste water, rail transportation. So we do a lot of the communication and the cyber security around that. We're working with Fortinet in order to bring the best of the practices on cybersecurity into that OT environment. So we're doing a collaboration between the two because there's that communication that needs to happen. They still need that access point into at OT environment >> Now. Explain why? Because because, you know, guys have grown up presuming that everything was going to be connected and a lot of business leaders presume that everything's going to be connected. The okey guys have had to work in a very, very different world where they had to do real time work, sometimes for thirty years. So take us a little bit through that dynamic. And why is it that today we actually Khun, start having conversations about how these two things come together, work together and generate value together? >> Sure, so typically from operational technology environment when they put something together, is normally for a twenty or thirty year span. They want to put something in the network and the environment that's going to last. That's going to be out there. It's not. They don't change it. They don't upgrade it normally, as they do in the ninety environment, which typically has like a five year life cycle. So in OT environment, what's happening? Noah's know times are changing and all these cyber attacks are happening. They're being mandated to do this. A good example is, in two thousand five, President Obama signed into a legislative order that you, we must in the US secure critical infrastructure and part of that securing that, saying We're going to make sure that you know we're not going to be happy because in the utility market, if we take down four of the major interconnects between their power grid than that stated that us had become a third world country in eight days. So what we're doing is >> not do that. >> No, we're trying to help prevent that. So by doing so, we need to add security. And historically, from noti environment, it's always been about there's not been remote access. There's not been that connectivity. It's always been about electrical and mechanical devices. But now is these devices are getting smarter. They're getting Mohr intelligent. There's more information to get out of it. You get more efficiency and more information out of so you can know. Do your job better. You could do remote access. And like in Florida, here we have a bunch of hurricanes. There's the ability to say after a hurricane, I could get remote access or I could do that communication out to these devices where you wouldn't be able to do periodically in the past. So because of that, because connectivity we need to start securing our infrastructure to make sure that no, as we get access to that potential, that the bad guys get access to those devices, too. So we're working with our product portfolio and partners like Fortinet in order to make sure that we're applying the best of the security in the O t world. >> So when this convergence, we're talking probably with folks who are not used to change. Change is hard for everybody. However, as you said and back in two thousand five became a presidential mandate. But also it >> was two thousand fifteen >> two thousand five. Obama signed in tow the listen president till two thousand. And I'm sorry. >> Thank you for the mass >> housing one. >> Yeah, just years ago on the math expert. So just a few years ago, there was this mandate from President Obama which we clarified was only four years ago. So but historically, folks that are not used to having to change system so quickly. Yet here's this mandate. There's also this increasing abundance of separate tax. How do you have those, I presume, difficult conversations with Theo Teesside about the opportunity for OT convergence and the benefits and why they have to get on board with this. >> So historically, from the OT side, they've been very reluctant to do something like this. They want to own their own environment. They want to do that. It's always been the perception that if you bring that cyber security of the world into that OT environment, it's going to hinder their operations. But that's not really the case. The convergence of T and O. T has been happening for decades now. I started my job seem it's in two thousand in the telecom world, and we were doing that convergence of n ot back in two thousand when we're doing voiceover. I pay right because that was happening back then. So this convergence of Tino Tee is It's an ongoing thing. It's just in. Different markets are different industries, so now that we're doing that, we're bringing it in there. They're starting to have that conversation, but then it becomes a really who owns that The operation are who owns that security? No ot still wants to drive their own. They want to own their own. Where I saying, Look, I know we have the knowledge we have experience. Let's help you get there So there's generally a demarcation point that they've come to an agreement on where I Teo say we're going to help you to this point. And then you can own all the critical assets out on the far end. >> So let's talk about that demarcation point. What constitutes what characterizes that demarcation point? What are where are we today? Because we're moving from hardwired, uh, thirty year footprint to increasingly wireless, uh, faster. We're moving towards that, but we're how far our way when you talk to customers. What is what are the attributes of that demarcation point? It's >> interesting because we sew it. That goes everything we saw of customers that are on dialogue, communication, serial communication, Ethernet fiber, wireless. Lt s o. There's a broad range of that we call the pipe. So you know the pipe is the communication just between the side down to the OT side really helps to find that demarcation is when you get down to what are the critical assets, what's really the operation or what's making money for that company on those of the assets, which really the operational organization's own and then the side really provides that communication down to that to that ball. >> Got it. So it's really business specific. But are we starting to see Are we started to see? Well, it's got a little bit more processing power or it's got a little bit more. There's the's security attributes that are associated with it or ot guys picking up on T related security, starting elements of it faster than others >> they are on. But really, it's it's ah, it's region and as industry specific and it's really what's driving it So like in the U. S. Like I meant in the utility sector, three utility sector has requirements called no exit, and these narcs IP requirements said you must do these things and they get very specific to the point of. You must have something that will detect anti virus or malware. You must do this if you look into Canada. Canada just recently passed away. Be requirements for Ontario and those are based upon framework cyber security framework to do that. So it's really debate the industry that they're in and the region that they're in. That's what's really driving that our how deeper and far they're going to go. >> And it goes back to your original point that it's being driven by regulatory edict or a past exposure and trying to make sure it doesn't happen again. >> They don't want to make the news, and they don't want to be pushed by the government. But those were really the two things in the operational technology or environment that's really driving for that cyber. >> Thank you, Sierra, One of your favorite success stories that really highlights the opportunities that O. T. And I t Convergence have enabled for customers of forty nine Seaman's >> Oh yeah, there's, ah again because I'm global experience. No, I've got around the world, but actually one of the favorites is Actually, there's two of them that have happened just here in North America, Oneness in Texas and one is in Canada. And both of these requirements came to say that they had a specific date, that they needed to make requirements to meet the regulatory otherwise, that they were going to get fined and they came to us and it is both home were pretty last minute. So what we're able to do is to say, Look, we have this platform that's rated for harsh environment. That's no into your networking to provide that communication. So then what we could do is we can work with our partners, put that application on that OT environment and then install and get certified for your application. So there was two of you, Like I said, one in the U. S. And one in Canada. Which way made the deadline's where they came back and said, No, thank you very much, very appreciative. >> And how quickly were you able to get this up and running is that they didn't miss the deadline and we're able to certain gleanings value from this. >> I just did a write up on one. We got a phone call on a Friday that they needed to provide a solution. So we worked over the weekend, and on Monday we proposed a solution. So once you do that, no, obviously they need to go through their value chain to get to sign offs, and we have to go through our process. But it was within thirty days were able to install it make their deadline and make sure that they were compliant. >> That's a pretty good marketing message to deliver that you guys could enable Such It is such a big convergence and it's a month's period >> of thirty days. >> Pretty impressive. >> That was, That was That was one thing that I think we all worked out. There was a deadline. We all work toward that. It was a trusted partner thing, you know. The customer came to us, they were asking for some stuff. They trusted us to do that. So like I said, we worked over the weekend, help them do that. We felt we had the right solution to address their requirements and at the end of the day were ableto meet that thirty day deadline. >> But the trust is not just with you. It's not just a seaman's. It's with an expanding array of cos it Seaman's is working. That's correct. What is it like working with a company like Ford Net to try to ensure that these new domains that are characterized by enormous uncertainty, technological operational organisational are not undermined by challenges of crafting that sushi solution together in such ways, it can be implemented quickly and with a high degree facility. >> I think it's a great opportunity for saying it's important not to be working together only from the fact of Fortinet has got the history. They've got the technology. They've got the name in their market space on DH. They've got the capability to deliver that Siemens. And for if you look from our customer space in our environment, no, we're very well developed, well entrenched in our customer. So to be able to bring the technology and the experience and the know how and bring that those cyber security requirements which are now being pushed down into the OT environment in and no amount of time it's not. There's no development needed, there's no additional stuff fourteen and already has that knowledge from the space. So to bring that into the environment, it's very beneficial. I think both of us, in order to help drive their customer opportunities in our market. >> And they talked a lot this morning during the keynote about where they are from the competitive leadership perspective that was peppered, ah, lot throughout the first at least ninety minutes of the keynote. But presumably obviously everybody has choice. Everybody likes choice. Simons has choice there. I'm just curious to get your take on some of the announcements that came out today from Fortinet. Does that excite Seaman's? Were you involved in that? In terms of being able to take the next set of customers who have the same challenge that you describe with the Texas based on Canada based customers and show them we can help you together? Seaman's importing that transform in thirty days. >> I think it's very exciting with fourteen that's doing in the new capabilities and functional yet they're coming out with. I think that's really going to be able to enhance our offering because it's really a differentiator for us. If you look at us from the operational technology side, there's not a lot of people out there that can actually do with porting that's able to bring to the table. So all these additional features functionality that was coming out by Fortinet to be able to put it on to our platform and our environment and to be able to offer that in the operational technology side. So I think it's a big differentiator from our competitors for both forty and for seeming to be able to jointly provide this offering to our customers. >> Just one question about your competition. A lot of companies like Siemens, especially that especially strong in the OT space, not just your customers. But suppliers like yourselves have also struggled a bit as they try to find a Z trying navigate that way forward to convergence of tea. No tea on appropriate convergence of tea. No tea. What is it about Seamans that has allowed you to not stub your toe or cut off your leg? Like some of the competitors, >> I believe that's because we've had a long history in both the A I T o T space. If you look at the vertical, are the digital industry that we're in right now. It's been very much ot centric for the last twenty five thirty years, but we have seen minces No. Three hundred seventy nine thousand people worldwide strong. We're very embracing the newer technology and the newer capabilities myself coming. No, starting with Siemens twenty years ago with a nice background being able to bring that knowledge that ability and doing that convergence of the idea no t within Seaman's for so long. I think we understand our customers, and we've been listening to them. And then we're partnering up with companies like Fortinet. Health says, Bring that technology that capability to our customers >> said that expertise, that partnership, What's your recommendation has be wrapped things up here for customers who are at the precipice of being able to understand why I know Teenie to converge with your recommendation for them to tackle this challenge successfully. >> I think the best advice I could have is let's sit down and have that conversation. Let's see what the requirements are. Let's see what they're trying to accomplish because I believe with the solutions that Siemens has between communication, the network in the security and then they technology and the capability that forty nets bring to the table we can to help design a customized solution for their environment in order to make sure that they can address their cyber security needs >> and do so quickly. Well, Jeff, thank you so much for joining Peter and me on the cute this afternoon. We appreciate your time. >> Thank you for >> for Peter. Boris. I'm Lisa Martin. You're watching the Cube

>> live from Orlando, Florida It's the que covering Accelerate nineteen. Brought to you by Ford. >> Welcome back to the Q. We air live in Orlando, Florida At Fortinet Accelerate twenty nineteen Lisa Martin with Peter Burst. Pleased to welcome back one of our alumni on ly the CEO and founder of Fortinet. Kensi. Ken, thank you so much for joining Peter and me on the Cuban. Thanks for having the Cube back at accelerate. >> Yeah, I love to be here again. Yeah, Thank you. >> So, so quick by the numbers Can Kino. This morning was awesome. Loved the music and all the lights to start four thousand attendees from forty countries. You guys now have about three hundred eighty five thousand customers globally. Your revenue and F eighteen was up twenty percent year on year. I could go on and on. Lots of partners, lots of academies, tremendous growth. Talk to us about in the evolution of security. Where are we today and why is supporting that so well positioned to help customers dramatically transform security >> First world happy to see all the partner of the cosmos were come here. And also we keep him like every year we in this program also is a great program on another side. Like I say, securities of wherever dynamic space you need to keep in landing on We see more and more people come here s o that's we'LL be happy to discuss in the new technology the new market opportunity and also the new trend on DH Also What we see is a the space is so old and I'm making Also we see a lot of people keeping come here for the training for other sins And also I love the music make make us feel young again So But I >> think one of the reasons why security is so dynamic it is you don't for example, in the server world you don't have, you know you know gangs of bad guys running around with baseball bats trying to eat your servers. In the security world, you have people trying to enable the business to be able to do more, but also people constantly trying to tear the business down. And that tension drives a lot of invention and requires a lot of innovation. How is that changing? We're driving some of the key trends and networks and network security >> Yeah, that's where like I presented this morning. Wait, You see, with more device connected, Actually motive, I Some people being connect today and eventually in few years we'LL be calm. Motive eyes on people. There also is all the five G or icy went technology you can make is connected faster, more broadly reached. And then there's a more application More data also come to the Internet. So that's all you quist tax servants. There's all additional risk We'LL have all this connection. We have all these data transfer to all these different diversity on people. So that's all security business, right? Because secure to have the address where they now walking cannot really are dresses above the connection above the speed. So we have our dressing a content layered application layer the device user layer all regionally or country lier s O. That's making the security always keeping foreign faster than the night walk in the night. He spending on the study become the biggest sector United ninety idea spending environment. That's also one time we just feel security also need a study merger convert together is not working because no longer oh now will get only kind of the speed I can activities secure, canniness and bob. They had to be working together to smart rain route. In a data, put a low risk area tow without a polluted like transfer. All this conscience on that way, see, is the two industries that emerged together. That's where Koda security driven that walk are the arson about how this kind of we see today the mobile on cloud started replacing the traditional PC, right? So about going forward, the wearable divine's all the glass and we award study replaced the mobile. You don't have the whole mobile phone the season, while they're probably in your eyes on the same piled. A smart car that's my home, the wise every single connecting way Are you walking? Like if I walking here our sins related my information on power for me so I don't have to carry innocents, so that's going for you. A few years we'LL be happy. First, security will be part of this space. How this will be going forward contrato today The mobile the cloud way also have some discussion about that one. So we need to prepare for all this because that's how fortunate being founded. That's how our culture about generation, about long career advancement. So that's where we want to make sure the technology the part already for this chance. That's what gave the use of the past benefit of leverage of connection. Same time, lower the risk >> organ has taken an approach in the marketplace of Let Me Step Back. Put it this way. We all talk about software to find everything in virtual ization, and that's clearly an important technology and important trend. Ford has taken advantage of that as well, but the stuff doesn't run. All that's offered stuff doesn't run on hamsters. It runs in hardware. Unfortunate has made taking a strategic position, and it's been a feature of your nearly twenty year history to continuously invest in hardware and open up the performance aperture. Increase the size of the bucket of that hardware. How is that? Both altered your ability to add additional functionality, get ahead of the curve relative to competition, but also enabled your ecosystem to do a lot of new and interesting things that we're not seeing on other another network security companies? >> Yeah, that's why I totally agree with you. Israeli howto unable the past ecosystem for everybody playing a space for the partners of his provider, carrier enterprise, on the photo leverage technology benefit. More broadly, Cosmo base is very important. That's where we feel like a sulfur cloud. They do study in kind of a change, a lot of sense. But you also need a balance among clothes. Suffers were important, but also the hardwork also very important. All right, so that's the hybrid. More post the power on the sulfur. Both the cloud at age both have equal equal weight. Equally important, going forward How to leverage all this post is also also kind of very important for the future growth of future trend Another So you also can see like a mission. Uh, will you have the immersive device? We'LL have some, like security applied in tow Storage in that work in small Sadie, you also need a bad lie. Security be part of it. No, just security. I don't cop as a cost of additional Whatever process are all since, But you know, once you make it secure to be part ofthe like we mentioned a security for even that Working security driven like a future like a wearable device or the other since without it will be huge ecosystem going forward. That's where is the chip technology you can. Bad. We just saw Fervor is also additional servants. We can all walk in together. So that's where we want to look at the whole spectrum. There, make sure different part all can walk in together on also different technology. No, just limiting some part of it. I make sure the faux technologists face hole. Attack service can be a poor tag. And also we can leverage for the security of the high table addition. Opinions? You know, this conducted a war. >> This is what you're calling the third generation of Security? >> Yes, there's more. You for structure security. That's the whole security compared tto first dinners and second generation is our security just secured himself right. So you don't involve with other night walking star recharge the infrastructure? No, because Because they view everything you inside the companies secure You only need a guard at the door This Hey, who has come here? Anything inside I'll find But with today all the mobile pouring on Devise all the data everywhere Go outside the company you need to make sure security for all of the data. So that's the new trend. So now the border disappeared. So it doesn't matter. You said the company or not, is no longer secure anymore because you can use the mobile, the access rights o outside. All people can also come here with data also go out. So that's where the infrastructure security neither give or imposing their work inside on points. I under the cloud of the age and all this a different device on the diversity. Why? So you're even your mobile phone? Hi! Still working together. So it's a much bigger before structure. Much bigger are traceable space. Now that's making secure, more exciting. >> Well, we have gotten used over the past twenty years of building applications that operate on somebody else's device, typically a PC or mobile phone. And we've learned how to deal with that. You're suggesting that we're actually going to be integrating our systems with somebody else's systems at their edge or our edge on a deeply intimate level and life and death level. Sometimes on that, obviously, place is a real premium on security and networking whatnot. So how does the edge and the cloud together informed changes and how we think about security, how we think about networking, >> That's where, like I think age and a cloud they each complaint. Different role, because architecture. So the cloud has a good C all the bigger picture. They're very good on the provisioning. There could archiving cloud, also relatively slow, and also you can see most of data generated and age. That's where, whether you're immersive device, all your mobile, whatever ages were we called a digital made physical, and that's all the people in Device Connect. So that's where, like a seven eighty percent data, Carrion a probably never traveled to the club. They need a processed locally. They also need have the privacy and autonomy locally and also even interactive with other eighty vice locally there. So that's what we see is very important. Both the cloud on age security can be addressed together and also celebrity of architecture, that I say the cloud is good for detection so you can see a something wrong. You can cry the information, but the age new market on the provisions, because prevention need to be really time needed back, moreover, quickly because a lot of application they cannot afford a late Nancy like where do the V I. R. Even you slow down in a microsecond. Pickle feet is the famous signals. You also see the also drive a car. If you react too slow, you may hear something right the same scene for a lot of harder. Even you. Commerce, whatever. If you not response picking out within a half second, people may drop the connection. The memos are married, so that's what the late and see the speed on DH that's making the club play there at all into all this management on their age, playing hero in a really kind on Barlow. Ladies, you're really kind reaction there. So what? That's where we see the both side need to play their role on important transposed market. You said that just a one cloud, which I feel a little bit too hard right now. Try to cool down a little bit of our same age. Also, we see a very important even going forward what I been a bad security in age >> with this massive evolution that you've witnessed for a very long time. As the head of forty nine last nearly twenty years EJ cloud. How how dramatically technology changes in such a short period of time. I'm curious. Can How has your customer conversations evolved in terms of, you know, ten years ago were you talk ng more to security professionals? And now are you talking more to the C suite? As security is fundamental? Teo Digital transformation and unlocking tremendous value in both dollars in society impact has that conversation elevated as security has changed in the threat landscape has changed. >> Yeah, they do go to the board level, the CEO level now compared to like a ten, twenty years ago. Probably gaiety people maybe see so level, because security become probably the most important part of it. Now they keep you got a high high percentage that ikey spending there because when we connect everything together, we can make all the people all this business together to be on the connection. That's where security handled up, right? So that's where we see security studying kind of more. You hope me more important now. But another side, also the space also changing over quick. So that's where we always have to learn it. Woman engaged with Cosmo partner here. That's where this event is about way keeping less into what's the issue they have, how we can help the dress. All these security really the usual. Some even be honest security. Go to like a connection you for structure, some other, like architectural design, whatever their penis model there. So that's all we're very important on. Like I said, security space we need to keep in Lenny every day. Even I spent a few hours a day to Lenny. I You don't feel ready? Can K child? Oh, they >> said, It's a very dynamic world security world. >> You have our dynamic, the knowledge base, the technology refreshed quickly. Way always had to be Len have training. That's where he also see Try to position forty Niners lending company. So that's where we all for the because training program and all the train is afraid for partner for customers. All this kind is really it's a big investment. That's where a lot of people say, Oh, how can you? You've asked more in the training. You said of all come better. You must move your marketing. I say journeys of over a long term benefit. When people get trained, they also see Hey, what's the pants technology? So that's where a lot of organization, a lot of investment, really looking for. How five years here come benefit of space can benefit. The car's my partner, so that's all we see. Training's far long time measurement see modern technology. >> So can you've talked in the keynote? You've talked in the Cube about how networking security come together on how, as they move forward, they're going in form. Or they'LL have an impact on business and have an impact and other technologies. There's a lot of technology change when you talk to network in professional or even your own employees. What technologies out there do you think are going to start impacting how security works? Micro services containers? Are there any technologies that Ford that's looking at and saying, We gotta watch that really closely and that networking professionals have to pay more attention to. I >> have to say pretty much all of them, right? So all these Michael, all this contender technology, micro segmentation, according computing, the immersion lending all this is all very important because security has deal with all this different new technology application on like it was all this a huge, competent power raised on the cost lower ball corner computer. And maybe some of the old technology may not really work any more for some additional risks. Like where the equipment can be break by cute from the computing or some moderate eventually can also kind of take over. All this country is always we tryto tryto learn, tryto tried. Okay, chop every day. Hey, that that's what I say is that's so exciting. Keep you wake up, Keep your Lenny everyday, which I enjoy. But at the same time, there's a lot of young people they probably even even better than us to catch the new technology. >> Oh, no. Oh, no, no, no. >> Yeah. Somehow, my kids can play the fool much greater than mere. That's always the way >> we want to thank you so much for joining Peter and me on the kid this afternoon for having the Cube back at forty nine. Accelerate and really kind of talking about how you guys are leading in the space and we're gonna be having more guests on from Fortinet. And your partner's talking about educate ecosystems and technology that you talked about in your keynote. So we thank you again for your time. And we look forward to a very successful day here. >> Oh, thank you. Thank you very much. You enjoy all this programme for many years. Thank you. >> Excellent. We love to hear that. We want to thank you for watching the Cube for Peter Burress. I'm Lisa Martin. You're watching the Cube. >> Thank you.

(theme music) >> From our studios in the heart of Silicon Valley, Palo Alto, California. This is a Cube conversation. >> Hi I'm Peter Burress and welcome to another Cube conversation from our studios in lovely Palo Alto, California. One of the biggest challenges that every business faces, especially the tech industry, is to reimagine the marketing concept. What will be the role of marketing in domain in an era in which customers have greater options, greater power to set prices, while at the same time better understanding of the role the data's going to play and how engagement happens. And to have that conversation we've got Joyce Kim who's the CEO of Arm with us today. Joyce, welcome to the cube. >> Thanks, great to be here Peter. >> So I kind of said in the preamble that one of the challenges the marketing faces in the concept is to establish how it imagines the role that it's going to play in overall customer engagement. What do you think the key challenges of marketing are? You know, marketing has evolved so much over the last even five, seven years. I mean, overall when you look at how we look at the entire customer journey and most marketers have really focused on sort of the prospect journey. Not really thought through. You're constantly marketing to your customers and engaging them in so many ways. So, from an overall industry we've sort of married technology, new ways of reaching and speaking to audiences both, you know at a professional level and a personal level. And then sort of dealt with the deluge of data that we've gotten as a marketing organization and what we do with it ultimately to, you know further the business objectives of the company as well as to meet the needs of the prospecting customers that we're talking to. So it's a fascinating time for a marketing organization. >> Well I want to build on something you said that during the customer journey, which the customer is focused on. The traditional role of marketing has been to just, at that initial inquiry, or do the product launch, or get the collateral out there. But the, as we move from a product orientation where the presumptions that the value is in the product being sold and it's caveated up to on a customer, to more of a services orientation which suggests that we have a continuing ongoing relationship with the customer, who's constantly evaluating the value that's being provided. That marketing has to participate and sustain a sense of engagement so that value is constantly being communicated and the source and and and being recognized. Have I got that right? >> Absolutely, I mean it's even beyond just once a product is launched. When you look at the entire value prop and the problem that, you know, product and engineering and some of these core sort of tenants of the business work on. Marketing is an incredible input to that. We can understand and help define the landscape and the specifics of roles and the pain points that, you know, from a pure feature function perspective that they would just never get. And I think today that your seeing marketers become much more of a partner to not just the sales organization to drive leads, which is obviously a critical part of what we do from a demand gen and lead generation. But really a true input to the direction of the product, to the go to market strategy. And even sort of looking at, you know, where do we go next? You have growth areas that you want to look into. And we can be a great vehicle to test out, you know, possible adjacencies or additional value layers that your going to add to your existing product, so absolutely. >> And one of the reasons why marketing can do that is because marketing historically has been one of the stewards of customer data. And because data is such a fungible asset within the business. If managed and handled right you get data in about how something is being used. Kind of what the market thinks about and that can be applied to products, can be applied to service, can be applied to sales, can be applied to partners, etc. So is that kind of the central reason why marketing's role in the business is starting to change is because data is informing all parts of the business data that has historically come in through marketing and been managed by marketing? >> Yeah, I mean data comes in though marketing, and a big chunk of it does but really, you know, so take a step back, today with the digital realms that we have, you have a lot more avenues in which to collect data and to understand the journey of the customers, or the prospects. The other part that I think is fascinating that we can do today is to inject that with product use data, or other third party data. And so there's sort of this constellation of information that comes together and uniquely marketing can put that together to really paint a picture of what's happening, what is causing something, what is correlating in different ways. So we become sort of a data clearing house for customers for sure. >> Well let's talk about that. So the data, you say, data clearing house for customers or a clearing house for customer data. But also a provider of value back to prospects and customers to sustain that journey. What then are the appropriate limits of data collection and data utilization? It's a topic that marketers kind of understand or recognize that it's an issue, but they don't get into it too much. >> Yeah. >> How does a marketers responsibility, vis a vis, privacy play out? >> Yeah, so ARM actually is a great example of that. Where, you know, we have been a steward of customer partner data. So our ecosystem, as we call it, of pretty much all of the semiconductor players on the planet. Our close relationships to understand the roadmaps, to really, you know, understand where the trends of devices is going. It's something we have had and we have worked with the ecosystem and the industry to lead forward but not abused it in any way and really been respectful of what the individual data provisions are. As a marketing organization, you know, even B to C or B to B, you really need to think about the trade offs that each particular customer or prospect is willing to give and the value that your going to provide. We could justify all day long that, you know, having more data will provide better advertising or better targeted something. That's not necessarily universal. And so for us as a marketing industry to really think about what are the boundaries and, you know, the lines that we need to draw for ourselves. So that we don't violate that customer trust or that we respectfully use the data that helps, you know, both side is one of biggest challenges that we have coming. And one of the areas that I think will drive it much more to the forefront is if you look at marketing technology and the data that we're creating. If you inject AI to that, and some of that's starting to be done where, you know, we've got it in shades, you know, predictive analytics and certain optimizations that we can do. Today the technology is going where that's going to be on steroids and so, you know, before you let a machine decide what the lines of privacy is, I personally think we need to have that conversation. >> Well, one of the things that suggests ultimately is you go back many years people talk all the time about what is an employee's responsibility? Is it to shareholders, other employees? Well, Increasingly we recognize that it's the customer. >> Yes >> And sales is historically the advocate for the deal and product and engineering is the advocate for the product. It seems as though marketing has become increasingly recognized as the advocate for the customer. What constitutes good behavior? What constitutes good engagement? What constitutes appropriate value exchange? But that suggests that there is a real cultural requirement. >> That's exactly right. >> So change is the culture that has to happen. Do you see marketing emerging as the advocate for the customer and having that notion being embedded increasingly in how marketing operates? >> I mean believe it or not I mean marketing has always done that to some degree. But yes, but now where it comes to not just what the customer needs are, you have to go through how do you. What are the boundaries that we as a company are willing to live with? Or go to in order to again best serve the customer. I mean I fundamentally believe in the mantra that if you treat your customers right or if you respect, you know, the market in which you're trying to win, that that serves your company best. So, you know, having a great product and having all the other things that are super important, no question. But we're the face of that company. We're the reflection of that to the external world. And so that is a responsibility that I think all marketers should take very seriously and respect. >> Yeah, but I think also that it's historically, especially in the tech industry, marketing has been something that we worry about at a certain time. >> At a later point. >> Where we pigeon hole to a certain step in the process. And your suggesting and I'm suggesting that marketing increasingly has to be that voice that cuts across not only the customer journey but also the technology journey, the product journey. The evolution of the company. Where you want to demonstrate internally as well as externally that you've got the customers interest at heart. Your not just trying to make money, your trying to serve your customer. >> Yeah, and it's a consistency. Right, so from general high level impressions to a customer prospect doing research to when they are ready to entertain speaking to different tools or vendors or solutions. I mean that whole thing, once you buy, after you buy, after you buy more. I mean this is literally the entire life cycle where the cultural aspects of who you are cannot be hidden. They will figure it out at some point during that engagement. And so we really have to drive not just the marketing programs to reflect that. But if I can't get the organization to really buy into it, you know, at the heart of it. We'll fall apart. So at ARM we've really done a lot of work to try and understand. You know, people at work will always hear me say, lets not market our internal org structure or internal, you know, something. What do the customers think? What do they care about? And if I can get everyone to ask that question. I think that's a huge win. >> Yeah, what's valuable to the customer? So that every touch is a source of value. So that's a conversation you have with your people. >> Yeah. >> How do you get the rest of the corporation to see marketing in the same way? To think the same way? So that ARM or any company can in fact become that strong partner, that thought leader, that advocate for customer outcomes. >> Yeah it's literally a multi touch effort. You can't just start at the top bottom, bottom up. It has to be across the board. But I do fundamentally think that if leadership isn't bought in on that, it will be a barrier. The strongest companies that truly believe, it's easy to say that we want to do what's right for the customer or to think about the market. That's sort of a, you know, table stakes if you will. But to live it, when you have to make some tough choices. That's where leadership can play a big role because whether your the call center person or the sales engineer or, you know, the product manager that's talking to a customer. If they fundamentally believe that the leadership driven by good data that they can have the right information to make the right decisions, married with a culture that supports the customer first mentality. I mean that is ultimately what I think comes, brings all of this together. >> Yeah, I think that's a great point and I've, you know we've had a number of CMO's on and the rubber meets the road when an individual proximate to the customer feels confident that they can take action on behalf of that customer based on the right data and not be countermanded by a political or some other agenda that exists somewhere else in the organization. That's really the test of a customer driven business. >> That's right. That's exactly right. And I think empowering them with the data and the knowledge as well as the support of the organization and leadership is what enables that person to give that kind of positive experience to the customer, ultimately. >> So Joyce, you've worked in a number of different companies, you've been around Silicon Valley for a while. Not too long. >> (laughing) >> Here at ARM, what is the one lesson that you want to leave other CMO's based on your experience at ARM. Which is a little bit out ahead of the curve in a lot of the fundamentals. >> Yeah, I mean, you know, I always believe in today you're in an environment and a technology landscape where you can take a lot of risks. You can test things out. It's just as important on how you react or how you shift based on that data than actually creating that initial program. And so I live by sort of, you know, the the. We won't progress if we don't innovate and kind of continue to try new things. We're very fortunate in a way, you know, time where we can do that and get almost instantaneous feedback. >> Immeadiate testing for the role of marketing. >> Exactly. But it's also sort of married with the other side which is know your boundaries. Know where you're willing to go as a company and what you believe is the right thing for your industry or your company or your customer. And if you put those two things together, that's what moves it forward in a positive way. >> Joyce Kim, CMO of ARM. Thanks again for being on the cube. >> Thanks Peter. >> And once again I'm Peter Burress. This has been another Cube Conversation. Until next time. Talk to you soon. (theme music)

>> Pomp YouTubers. Welcome to another cube conversation from ours, the Cube Studios in Palo Alto, California In this conversation, we're going to build upon some other recent conversations we've had which explores this increasingly important relationship between Senate conductor, memory or flash and new classes of applications that are really making life easier and changing the way that human beings in Iraq with each other, both in business as wells and consumer domains. And to explore these crucial issues. We've got two great guests. Brian Kumagai is the director of business development at Kashima Memory America. Scott Beekman is the director of managed flashes to Sheba Memory America's Well, gentlemen, welcome to the Cube. And yet so I'm gonna give you my perspective. I think this is pretty broadly held generally is that as a technology gets more broadly adopted, people get experience with. And as designers, developers, users gain experience with technology, they start to apply their own creativity, and it starts to morph and change and pull and stretch of technology and a lot of different directions. And that leads to increased specialization. That's happening in the flash work I got there, right? Scott? >> Yes, you know the great thing about flashes. Just how you because this it is and how widely it's used. And if you think about any electronic device it needs, it needs a brain processor. Needs to remember what it's doing. Memory and memories, What? What we do. And so we see it used in, you know, so many applications from smartphones, tablets, printers, laptops, you know, streaming media devices. And, uh and so you know, that that technology we see used, for example, like human see memory. It's a low power memory is designed for, for, like, smartphones that aren't plugged in. And, uh, and so when you see smartphones, one point five billion smartphones, it drives that technology and then migrates into all kinds of other applications is well, and then we see new technologies that come and replace that like U F s Universal flash storage. It's intended to be the high performance replacement. Mm. See, And so now that's also mag raiding its way through smartphones and all these other applications. >> So there's a lot of new applications that are requiring new classes of flash. But there's still a fair amount of, AH applications that require traditional flash technology. These air not coming in squashing old flash or traditional flasher other pipe types of parts, but amplifying their use in specialized ways. Brian Possible. But about >> that. So it's interesting that these days no one's really talks about the original in the hand flash that was ever developed back in nineteen eighty seven and that was based on a single of a cell, or SLC technology, which today still offers the highest reliability and fastest before me. Anand device available in the market today. And because of that, designers have found this type of memory to work well for storing boot code and some levels of operating system code. And these are in a wide variety of devices, both and consumer and industrial segments. Anything from set top boxes connecting streaming video. You've got your printers. You, Aye aye. Speakers. Just a numerous breath of product. I >> gotta also believe a lot of AA lot of i o t lot of industrial edge devices they're goingto feature. A lot of these kinds of parts may be disconnected, maybe connected beneath low power, very high speed, low cost, highly reliable. >> That's correct. And because these particular devices air still offered in lower densities. It does offer a very cost effective solutions for designers today. >> Okay, well, let's start with one of the applications. That is very, very popular. Press. When automated driving autonomous funerals on the work, it's it's There's a Thomas vehicles, but there's autonomous robots more broadly, let's start with Autonomous vehicle Scott. What types of flash based technologies are ending up in cars and why? >> Okay, so we've seen a lot of changes within vehicles over the last few years. You know, increasing storage requirements for, like, infotainment systems. You know, more sophisticated navigations of waste recognition. Ah, no instrument clusters more informed of digital displays and then ate ass features. You know, collision avoidance things like like that and all that's driving maur Maureen memory storage and faster performance memory. And in particular, what we've seen for automotive is it's basically adopting the type of memory that you have in your smartphone. So smart phones have a long time have used this political this. Mm. See a memory. And that has made you made my greatest weigh in automotive. And now a CZ smartphones have transition been transitioning do you? A fast, in fact, sushi. But it was the first introduced samples of U F U F S in early two thousand thirteen, and then you started to see it in smartphones in two thousand fifteen. Well, that's now migrating in tow. Automotive as well. They need to take advantage of the higher performance, the higher densities and so and so to Chiba. Zero. We're supporting, you know this, this growth within automotive as well. >> But automotive is a is a market on DH. Again, I think it's a great distinction you made. It's just not autonomous. It's thie even when the human being is still driving. It's the class of services that provided to that driver, both from an entertainment, say and and safety and overall experience standpoint. Is driving a very aggressively forward that volume in and the ability to demonstrate what you can do in a car is having a significant implications on the other classes of applications that we think for some of these high end parts. How is the experience that were incorporating into an automotive application or set of applications starting to impact? How others envision how their consumer products can be made better, Better experience safer, etcetera in other domains >> uh, well, yeah, I mean, we see that all kinds of applications are taking advantage of the these technologies. Like like even air via air, for example. Again, it's all it's all taking advantage of this idea of needing higher, larger density of storage at a lower cost with low power, good performance and all these applications air taking an advantage of that, including automotive. And if you look it automotive, you know, it's it's not just within the vehicle. Actually, it's estimated, you know, projected that autonomous vehicles we need, like one two, three terabytes of storage within the within the vehicle. But then all the data that's collected from cameras and sensors need to be uploaded to the cloud and all that needs to be stored. So that's driving storage to data centers because you basically need to learn from that to improve the software. For the for, Ah, you know, for the time being, Yeah, exactly. So all these things are driving more and more storage, both with within the devices themselves, like a car is like a device, but also in the data centers as >> well. So if we can't Brian take us through some of the decisions that designer has to go through to start to marry some of these different memory technologies together to create, whether it's an autonomous car, perhaps something a little bit more mundane. This might be a computing device. What is the designer? How does is I think about how these fit together to serve the needs of the user in the application. >> Um, I think >> these days, you know a lot of new products. They require a lot of features and capabilities. So I think a lot of input or thought is going into the the memory size itself. You know, I think software guys are always wanting to have more storage, to write more code, that sort of thing. So I think that is one lt's step that they think about the size of the package and then cost is always a factor as well. So you know nothing about the Sheba's. We do offer a broad product breath that producing all types of I'm not about to memory that'll fit everyone's needs. >> So give us some examples of what that product looks like and how it maps to some of these animation needs. >> So we like unmentioned we offered the lower density SLC man that's thought that a one gigabit density and then it max about maximum thirty to get bit dying. And as you get into more multi level cell or triple level cell or cue Elsie type devices, you're been able to use memory that's up to a single diet could be upto one point three three terror bits. So there's such a huge range of memory devices available >> today. And so if we think about where the memories devices are today and we're applications or pulling us, what kind of stuff is on the horizon scarred? >> Well, one is just more and more storage for smartphones. We want more, you know, two fifty six gigabyte fight told Gigabyte, one terabyte and and in particular for a lot of these mobile devices. You know, like convention You f s is really where things were going and continuing to advance that technology continuing to increase their performance, continuing to increase the densities. And so, you know, and that enables a lot of applications that we actually a hardman vision at this point. And when we know autonomous vehicles are important, I'm really excited about that because I'm in need that when I'm ninety, you know can drive anywhere. I want everyone to go, but and then I I you know where I's going, so it's a lot of things. So you know, we have some idea now, but there's things that we can't envision, and this technology enables that and enables other people who can see how do I take advantage of that? The faster performance, the greater density is a lower cost forbid. >> So if we think about, uh, General Computer, especially some of these out cases were talking about where the customer experience is a function of how fast a device starts up or how fast the service starts up, or how rich the service could be in terms of different classes of input, voice or visual or whatever else might be. And we think about these data centers where the closed loop between the processing and the interesting of some of these models and how it affects what that transactions going to do. We're tournament lower late. See, that's driving a lot of designers to think about how they can start moving certain classes of function closer to the memory, both from a security standpoint from an error correction standpoint, talk to us a little bit about the direction that to Sheba imagines, Oh, the differential ability of future memories relative Well, memories today, relative to where they've been, how what kinds of features and functions are being added to some of these parts to make them that much more robust in some of these application. >> I think a >> CZ you meant mentioned the robustness. So the memory itself. And I think that actually some current memory devices will allow you to actually identify the number of bits that are being corrected. And then that kind of gives an indication the integrity or the reliability of a particular block of memory. And I think as users are able to get early detection of this, they could do things to move the data around and then make their overall storage more reliable. >> Things got way. Yeah. I mean, we continue, Teo, figure out how to cram orbits within a given space. You know, moving from S l see them. I'll see the teal seemed. And on cue, Elsie. That's all enabling that Teo enabled greater storage. Lower cost on DH, then, Aziz, we just talked from the beginning. Just that there's all kinds of differentiation in terms of of flash products that are really tailored for certain things. Someone focus for really high performance and give up some power. And others you need a certain balance of that. Were, you know, a mobile device, you know, handheld device. You're not going to play. You know, You give up some performance for less power. And so there's a whole spectrum. It's someone you know. Endurance is incredibly important. So we have a full breast of products that address all those particular needs. >> The designer. It's just whatever I need. I could come to you. >> Yeah, that's right. So she betrays them. The full breath of products available. >> All right, gentlemen. Thank you very much for being on the Cube. Brian Coma Guy, director of business development to Sheba Memory America. Scott Beekman, director of Manage Flash. Achieve a memory. America again. Thanks very much for being on the Q. Thank you. Thank you. And this closes this cube conversation on Peter Burress until next time. Thank you very much for watching

>> Announcer: Live, from Las Vegas, it's theCUBE. Covering IBM Think 2018. Brought to you by IBM. >> Welcome back to IBM Think 2018. This is theCUBE, the leader in live tech coverage. My name is Dave Vellante and I'm here with Peter Burress. Our wall-to-wall coverage, this is day two. Everything AI, Blockchain, cognitive, quantum computing, smart ledger, storage, data. Bina Hallman is here, she's the Vice President of Offering Management for Storage and Software Defined. Welcome back to theCUBE, Bina. >> Bina: Thanks for having me back. >> Steve Elliot is here. He's the Vice President of Deep Learning in the Global Chief Data Office at IBM. >> Thank you sir. >> Dave: Welcome to the Cube, Steve. Thanks, you guys, for coming on. >> Pleasure to be here. >> That was a great introduction, Dave. >> Thank you, appreciate that. Yeah, so this has been quite an event, consolidating all of your events, bringing your customers together. 30,000 40,000, too many people to count. >> Very large event, yes. >> Standing room only at all the sessions. It's been unbelievable, your thoughts? >> It's been fantastic. Lots of participation, lots of sessions. We brought, as you said, all of our conferences together and it's a great event. >> So, Steve, tell us more about your role. We were talking off the camera, we've had here Paul Bhandari on before, Chief Data Officer at IBM. You're in that office, but you've got other roles around Deep Learning, so explain that. >> Absolutely. >> Sort of multi-tool star here. >> For sure, so, roles and responsibility at IBM and the Chief Data Office, kind of two pillars. We focus in the Deep Learning group on foundation platform components. So, how to accelerate the infrastructure and platform behind the scenes, to accelerate the ideation or product phase. We want data scientists to be very effective, and for us to ensure our projects very very quickly. That said, I mentioned projects, so on the applied side, we have a number of internal use cases across IBM. And it's not just hand vault, it's in the orders of hundreds and those applied use cases are part of the cognitive plan, per se, and each one of those is part of the transformation of IBM into our cognitive. >> Okay, now, we were talking to Ed Walsh this morning, Bina, about how you collaborate with colleagues in the storage business. We know you guys have been growing, >> Bina: That's right. >> It's the fourth quarter straight, and that doesn't event count, some of the stuff that you guys ship on the cloud in storage, >> That's right, that's right. >> Dave: So talk about the collaboration across company. >> Yeah, we've had some tremendous collaboration, you know, the broader IBM and bringing all of that together, and that's one of the things that, you know, we're talking about here today with Steve and team is really as they built out their cognitive architecture to be able to then leverage some of our capabilities and the strengths that we bring to the table as part of that overall architecture. And it's been a great story, yeah. >> So what would you add to that, Steve? >> Yeah, absolutely refreshing. You know I've built up super computers in the past, and, specifically for deep learning, and coming on board at IBM about a year ago, seeing the elastic storage solution, or server. >> Bina: Yeah, elastic storage server, yep. >> It handles a number of different aspects of my pipeline, very uniquely, so for starters, I don't want to worry about rolling out new infrastructure all the time. I want to be able to grow my team, to grow my projects, and that's what nice about ESS is it's distensible, I'm able to roll out more projects, more people, multi-tenancy et cetera, and it supports us effectively. Especially, you know, it has very unique attributes like the read only performance feed, and random access of data, is very unique to the offering. >> Okay, so, if you're a customer of Bina's, right? >> I am, 100%. >> What do you need for infrastructure for Deep Learning, AI, what is it, you mentioned some attributes before, but, take it down a little bit. >> Well, the reality is, there's many different aspects and if anything kind of breaks down, then the data science experience breaks down. So, we want to make sure that everything from the interconnect of the pipelines is effective, that you heard Jensen earlier today from Nvidia, we've got to make sure that we have compute devices that, you know, are effective for the computation that we're rolling out on them. But that said, if those GPUs are starved by data, that we don't have the data available which we're drawing from ESS, then we're not making effective use of those GPUs. It means we have to roll out more of them, et cetera, et cetera. And more importantly, the time for experimentation is elongated, so that whole idea, so product timeline that I talked about is elongated. If anything breaks down, so, we've got to make sure that the storage doesn't break down, and that's why this is awesome for us. >> So let me um, especially from a deep learning standpoint, let me throw, kind of a little bit of history, and tell me if you think, let me hear your thoughts. So, years ago, the data was put as close to the application as possible, about 10, 15 years ago, we started breaking the data from the application, the storage from the application, and now we're moving the algorithm down as close to the data as possible. >> Steve: Yeah. >> At what point in time do we stop calling this storage, and start acknowledging that we're talking about a fabric that's actually quite different, because we put a lot more processing power as close to the data as possible. We're not just storing. We're really doing truly, deeply distributing computing. What do you think? >> There's a number of different areas where that's coming from. Everything from switches, to storage, to memory that's doing computing very close to where the data actually residents. Still, I think that, you know, this is, you can look all the way back to Google file system. Moving computation to where the data is, as close as possible, so you don't have to transfer that data. I think that as time goes on, we're going to get closer and closer to that, but still, we're limited by the capacity of very fast storage. NVMe, very interesting technology, still limited. You know, how much memory do we have on the GPUs? 16 gigs, 24 is interesting, 48 is interesting, the models that I want to train is in the 100s of gigabytes. >> Peter: But you can still parallelize that. >> You can parallelize it, but there's not really anything that's true model parallelism out there right now. There's some hacks and things that people are doing, but. I think we're getting there, it's still some time, but moving it closer and closer means we don't have to spend the power, the latency, et cetera, to move the data. >> So, does that mean that the rate of increase of data and the size of the objects we're going to be looking at, is still going to exceed the rate of our ability to bring algorithms and storage, or algorithms and data together? What do you think? >> I think it's getting closer, but I can always just look at the bigger problem. I'm dealing with 30 terabytes of data for one of the problems that I'm solving. I would like to be using 60 terabytes of data. If I could, if I could do it in the same amount of time, and I wasn't having to transfer it. With that said, if you gave me 60, I'd say, "I really wanted 120." So, it doesn't stop. >> David: (laughing) You're one of those kind of guys. >> I'm definitely one of those guys. I'm curious, what would it look like? Because what I see right now is it would be advantageous, and I would like to do it, but I ran 40,000 experiments with 30 terabytes of data. It would be four times the amount of transfer if I had to run that many experiments of 120. >> Bina, what do you think? What is the fundamental, especially from a software defined side, what does the fundamental value proposition of storage become, as we start pushing more of the intelligence close to the data? >> Yeah, but you know the storage layer fundamentally is software defined, you still need that setup, protocols, and the file system, the NFS, right? And, so, some of that still becomes relevant, even as you kind of separate some of the physical storage or flash from the actual compute. I think there's still a relevance when you talk about software defined storage there, yeah. >> So you don't expect that there's going to be any particular architectural change? I mean, NVMe is going to have a real impact. >> NVMe will have a real impact, and there will be this notion of composable systems and we will see some level of advancement there, of course, and that's around the corner, actually, right? So I do see it progressing from that perspective. >> So what's underneath it all, what actually, what products? >> Yeah, let me share a little bit about the product. So, what Steve and team are using is our elastic storage server. So, I talked about software defined storage. As you know, we have a very complete set of software defined storage offerings, and within that, our strategy has always been allow the clients to consume the capabilities the way they want. A software only on their own hardware, or as a service, or as an integrated solution. And so what Steve and team are using is an integrated solution with our spectrum scale software, along with our flash and power nine server power systems. And on the software side from spectrum scale, this is a very rich offering that we've had in our portfolio. Highly scalable file system, it's one of the solutions that powers a lot of our supercomputers. A project that we are still in the process and have delivered on around Whirl, our national labs. So same file system combined with a set of servers and flash system, right? Highly scalable, erasure coding, high availability as well as throughput, right? 40 gigabytes per second, so that's the solution, that's the storage and system underneath what Steve and team are leveraging. >> Steve, you talk about, "you want more," what else is on Bina's to-do-list from your standpoint? >> Specifically targeted at storage, or? >> Dave: Yeah, what do you want from the products? >> Well, I think long stretch goals are multi-tenancy and the wide array of dimensions that, especially in the chief data office, that we're dealing with. We have so many different business units, so many different of those enterprise problems in the orders of hundreds how do you effectively use that storage medium driving so many different users? I think it's still hard, I think we're doing it a hell of a lot better than we ever have, but it's still, it's an open research area. How do you do that? And especially, there's unique attributes towards deep learning, like, most of the data is read only to a certain degree. When data changes there's some consistency checks that could be done, but really, for my experiment that's running right now, it doesn't really matter that it's changed. So there's a lot of nuances specific to deep learning that I would like exploited if I could, and that's some of the interactions that we're working on to kind of alleviate those pains. >> I was at a CDO conference in Boston last October, and Indra Pal was there and he presented this enterprise data architecture, and there were probably about three or four hundred CDOs, chief data officers, in the room, to sort of explain that. Can you, sort of summarize what that is, and how it relates to sort of what you do on a day to day basis, and how customers are using it? >> Yeah, for sure, so the architecture is kind of like the backbone and rules that kind of govern how we work with the data, right? So, the realities are, there's no sort of blueprint out there. What works at Google, or works at Microsoft, what works at Amazon, that's very unique to what they're doing. Now, IBM has a very unique offering as well. We have so many, we're a composition of many, many different businesses put together. And now, with the Chief Data Office that's come to light across many organizations like you said, at the conference, three to 400 people, the requirements are different across the orders. So, bringing the data together is kind of one of the big attributes of it, decreasing the number of silos, making a monolithic kind of reliable, accessible entity that various business units can trust, and that it's governed behind the scenes to make sure that it's adhering to everyone's policies, that their own specific business unit has deemed to be their policy. We have to adhere to that, or the data won't come. And the beauty of the data is, we've moved into this cognitive era, data is valuable but only if we can link it. If the data is there, but there's no linkages there, what do I do with it? I can't really draw new insights. I can't draw, all those hundreds of enterprise use cases, I can't build new value in them, because I don't have any more data. It's all about linking the data, and then looking for alternative data sources, or additional data sources, and bringing that data together, and then looking at the new insights that come from it. So, in a nutshell, we're doing that internally at IBM to help our transformation. But at the same time creating a blueprint that we're making accessible to CDOs around the world, and our enterprise customers around the world, so they can follow us on this new adventure. New adventure being, you know, two years old, but. >> Yeah, sure, but it seems like, if you're going to apply AI, you've got to have your data house in order to do that. So this sounds like a logical first step, is that right? >> Absolutely, 100%. And, the realities are, there's a lot of people that are kicking the tires and trying to figure out the right way to do that, and it's a big investment. Drawing out large sums of money to kind of build this hypothetical better area for data, you need to have a reference design, and once you have that you can actually approach the C-level suite and say, "Hey, this is what we've seen, this is the potential, "and we have an architecture now, "and they've already gone down all the hard paths, "so now we don't have to go down as many hard paths." So, it's incredibly empowering for them to have that reference design and learning from our mistakes. >> Already proven internally now, bringing it to our enterprise alliance. >> Well, and so we heard Jenny this morning talk about incumbent disruptors, so I'm kind of curious as to what, any learnings you have there? It's early days, I realize that, but when you think about, the discussions, are banks going to lose control of the payment systems? Are retail stores going to go away? Is owning and driving your own vehicle going to be the exception, not the norm? Et cetera, et cetera, et cetera, you know, big questions, how far can we take machine intelligence? Have you seen your clients begin to apply this in their businesses, incumbents, we saw three examples today, good examples, I thought. I don't think it's widespread yet, but what are you guys seeing? What are you learning, and how are you applying that to clients? >> Yeah, so, I mean certainly for us, from these new AI workloads, we have a number of clients and a number of different types of solutions. Whether it's in genomics, or it's AI deep learning in analyzing financial data, you know, a variety of different types of use cases where we do see clients leveraging the capabilities, like spectrum scale, ESS, and other flash system solutions, to address some of those problems. We're seeing it now. Autonomous driving as well, right, to analyze data. >> How about a little road map, to end this segment? Where do you want to take this initiative? What should we be looking for as observers from the outside looking in? >> Well, I think drawing from the endeavors that we have within the CDO, what we want to do is take some of those ideas and look at some of the derivative products that we can take out of there, and how do we kind of move those in to products? Because we want to make it as simple as possible for the enterprise customer. Because although, you see these big scale companies, and all the wonderful things that they're doing, what we've had the feedback from, which is similar to our own experiences, is that those use cases aren't directly applicable for most of the enterprise customers. Some of them are, right, some of the stuff in vision and brand targeting and speech recognition and all that type of stuff are, but at the same time the majority and the 90% area are not. So we have to be able to bring down sorry, just the echoes, very distracting. >> It gets loud here sometimes, big party going on. >> Exactly, so, we have to be able to bring that technology to them in a simpler form so they can make it more accessible to their internal data scientists, and get better outcomes for themselves. And we find that they're on a wide spectrum. Some of them are quite advanced. It doesn't mean just because you have a big name you're quite advanced, some of the smaller players have a smaller name, but quite advanced, right? So, there's a wide array, so we want to make that accessible to these various enterprises. So I think that's what you can expect, you know, the reference architecture for the cognitive enterprise data architecture, and you can expect to see some of the products from those internal use cases come out to some of our offerings, like, maybe IGC or information analyzer, things like that, or maybe the Watson studio, things like that. You'll see it trickle out there. >> Okay, alright Bina, we'll give you the final word. You guys, business is good, four straight quarters of growth, you've got some tailwinds, currency is actually a tailwind for a change. Customers seem to be happy here, final word. >> Yeah, no, we've got great momentum, and I think 2018 we've got a great set of roadmap items, and new capabilities coming out, so, we feel like we've got a real strong set of future for our IBM storage here. >> Great, well, Bina, Steve, thanks for coming on theCUBE. We appreciate your time. >> Thank you. >> Nice meeting you. >> Alright, keep it right there everybody. We'll be back with our next guest right after this. This is day two, IBM Think 2018. You're watching theCUBE. (techno jingle)

(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)

(upbeat electronic music) >> Hi, I'm Peter Burress, and welcome to another Wikibon Action Item Quick Take. John Furrier. >> Yes. >> A lot coming up in the next couple weeks around BigData SV. We've talked something about what we expect to see. GDPR, blockchain, what's going on? >> I think the GDPR thing, you've seen a lot of solutions, people covering their butt right now, getting something out of the gate, but the deeper issue is the role of the data around the sovereignty. I think that's a huge deal. I think it's got deeper implications around the role of the database 'cause databases have schemas that have been SPRole over the years. Rolling that up for a quick hit solution is extremely difficult, so I think people are going to fake it 'til they make it to avoid the fines, but the deeper discussion's going to be the technical analysis of how to scale that up throughout the global infrastructure, cloud selection, application development, real critical thing. And then the blockchain impact is also going to be significant. As the role of data becomes more empowered by the user, you're going to see people deploying blockchain-like technology to provide sovereignty, whether that's user sovereignty, power to the users, power to the company, power to the geopolitical landscape with cloud and application development. So we've talked about IoT with David Floyer in the past On Wikibon Action Items about the impact of IoT and blockchain. Huge issue is not just cryptocurrency, which is token economics, which we love, but the blockchain's going to have a fundamental impact to technology. >> Excellent. So this has been John Floyer, Peter Burris with another Wikibon Action Item Quick Take. (upbeat electronic music)

>> Narrator: Live from Las Vegas, it's the CUBE, covering VMworld 2017. Brought to you by VMware, and it's ecosystem partners. >> Welcome back to VMworld 2017, everybody. My name is Dave Velante, and this is our day one wrap. I'm here with Peter Burress and David Foyer who have been inside the analyst meeting all day. Peter, I want to start with you. The premise that we wanted to test coming into this show was the following question that we wanted answered: Is VMware's momentum a function of people realizing, experience the data realities of cloud. In other words, as you've phrased it, the reality that they must bring the cloud model to their data, versus trying to force-fit their business model into the cloud. Is that a reality that customers have now come to see, or is this really just kind of an end user, or an enterprise license agreement, product cycle for VMware? Is that what the momentum is behind? >> I don't think it's the latter but I think there's elements to it. So I think, I don't think customers have fully rocked the idea, fully conceived of the idea that their data is the most important asset, not their hardware. And that the goal is not to get rid of hardware, the goal is to get more value out of your data, and that means bringing cloud and cloud experience to your data. But I think also that VMware is interesting because they do have this enormous install base. You know, 500 thousand plus customers, many of whom are vitally dependent upon VMware as a technology. And for many years it looked as though VMware was just going to sit on that and milk it. But in the last two years, it's become very very evident that they're not. There have not been a lot of really hugely successful industry or company transformations in this industry. You can look back at IBM in the 90's, Microsoft has done it a couple times, but there aren't that many companies that have done a really great, hugely successful transformation. VMware may be one of them. So they're able to build on that notion that what's going to matter is: where is your data? And bringing function and capabilities to that data, number one, but leveraging their installed base, and providing the chops to help their customers move forward from where they are, is, in many respects, the core story of what's happening here. >> So David, let me bring you to the conversation. About a year ago, VMware and AWS announced a partnership. We're just starting to see the initial pieces of that, there's obviously a lot of engineering work having to be done and heavy lifting. But the other piece that might be a tailwind for VMware was their cloud strategy was all over the place for years. For the better part of a decade, it was Vcloud Air and then sort of shifting that strategy, owning their own cloud. >> They had no cloud strategy. >> Well, they tried a lot of different things, and none of them worked, and then basically they said "okay look, we're going to partner with IBM," "we're going to partner with Microsoft," "We're going to partner with AWS." In particular, the AWS partnership, it seems like brought a lot of clarity, do you think that made customers feel more comfortable that entering into long-term relationship with VMware, now that they had a clearer cloud strategy both for the customers and the partners, gave VMware a boost over this past year? >> Absolutely, and in particular, the knock on effect of the agreement with AWS gave confidence, I believe, to VMware customers that they knew, they had a path forward. They had a clear path forward. And the same with AWS, and they've extended that now with rack space and I hear that even Google is in the mix, as well. So, they've announced firm relationships with other clouds, they've announced their foundation, which is again, part of making the cloud respects part of the overall platform. >> Well, they really have to make sure it doesn't just become a marketing or markitecture. >> Sure, absolutely. But I'm impressed with the confidence they have. I think their story of any device, any application, on any cloud, the little piece of intrinsic security may be that needs a lot of work on that area. But the first three things I think is a strong, positive, confident start. >> Well, they've been talking about that for a while, but two years ago they had negative license growth, and now it's significant. I mean, double digit license growth, 13% last quarter, we think we've had three quarters of substantive revenue growth, so do we feel as though this is a semi-permanent on the near to mid-term trend? >> There are three platforms, aren't there? There's AWS, there's Lennox, and there's Azure. And at one stage, they were sort of feeding that everything might go to Lennox, I think there are three firm platforms that will, in my opinion, survive at least til the next decade. >> Certainly in the U.S. The global market has to weigh in, there may be some things that happen elsewhere, but certainly in the U.S. No, David's right. Where we are right now, kind of as I said, VMware is going through transformation. It looks like it's going to succeed, it's going to remain relevant, and it's going to be in a position to bring its customers forward, and show them a direction where they could put their money, where they're going to get value as opposed to putting their money where somebody else is going to get value. If they carry on with the transformation they're in, and the commitments that they're making, this is going to be, this is going to remain, one of the top five or eight technologies in the enterprise for the foreseeable future. >> Yeah, and I think people underestimate the power of the ecosystem. That's really kicked in. And I really do feel like it's some of that clarity with the cloud strategy. Now, the other interesting thing is VMware at one point wanted to own its own data centers and manage its own data centers. They just raised four billion dollars in debt. They're going to spend, maybe, a couple a hundred million on capex this year, that's it. I guarantee Google, and Microsoft, and the Hyperscale guys are going to spend a lot more than that. Very efficient operating model from that standpoint. They raised a bunch of cheap debt. They're buying back stock, many people feel like the stock is underpriced. The cash flow is really strong, operating cash flow at three billion dollars, so things are pretty good right now. The data center is on fire. What did you guys learn today, in terms of, that was of interest in terms of product announcements, innovations, other things that were of interest or exciting to you? >> Well, the first thing I think I learned, and David, you and I were talking about this a bit, is that when you peel back every major commitment that they're making right now, every new effort that they're undertaking, buried inside is NSX. Somewhere in there is NSX. And it looks like they're really going to bet heavily on NSX. And that makes some good sense, it's going to be a multi-cloud world, one of the biggest challenges the customers are going to have are how are they going to weave multiple clouds together so that you have a coherent application or set of work loads that you can manage. So that's probably the first thing, is that the last year, NSX started to come to the fore, this year, any conversation you have, blah blah blah, NSX, blah blah blah NSX. So NSX has replaced v sphere as the primary, that core technology that's going forward. >> Because of that multi-cloud imperative. >> Right. >> I would pick another area as perhaps also being very very important, and that was the success they've had with the vSAN. >> Peter: vSAN? >> vSAN. >> Oh yeah, totally. >> They have essentially reducing the cost, straight-forwardly reducing the cost of running a v-sphere environment by being able to put in vSAN, and they didn't have -- >> EFC's finally out of the way. >> Exactly. >> I'll say it. I mean let's face it, EFC held back VMware for years. When we first started coming to VMworld, and we said "wow, this company's in an amazing position" "to really innovate in storage," and storage is a real mess, but they didn't have the resources to do that, and they were sort of publishing these API's saying you guys all figure it out. Finally, you know, under the Gelsinger era, he was able to, I don't know, fight, beg, borrow, steal, who knows how it all went down internally, but they've really taken the handcuffs off. >> They have and it's good, and they're aggressive. >> But there's another thing, and that is the EMC's, EMC's transformation to Flash, absolutely facilitated the emergence of vSAN as a platform for how you're going to handle storage. So, it was a combination of things. I'm not sure if vSAN would've worked as well if EMC was still driving storage raise with this. >> Exactly. In fact, they gave some interesting numbers. >> So, they did. >> Yeah, 60% of vSAN is flash, and of the VX Rail, 71% is all flash. >> 71% is flash. >> And the reason they give, and I think is right, is that it's so much simpler for the VMware, for the VMware operators to manage. >> And that's Flash inside of what, a Dell server? Or an HPE server? Or? >> No, it doesn't matter. But the key thing is, is that, you know, >> Not an array. >> It might very well, not an array. It might very well be that EMC was holding things back, but I think there's also a very practical, technical reality here that the amazing potential of vSAN has become unlocked by the market's adoption of Flash. Which, you know, David was one of the guys that helped move the market many years ago. So it's coming together for them in ways that perhaps they planned from the beginning, but they're taking advantage of the opportunities as they emerge. And you know, I'll say one other thing, Pat Gelsinger took some serious hits over the last 18 months in the rumor mill, and he's still here, and his company's doing pretty well. >> Well, two years ago it was like, oh, Pat's on his way out, and then he gave a really strong keynote. I thought his keynote today was very crisp, and evidently he was a little under the weather, so he did a good job fighting through that, but last thing, any announcements that were exciting to you or things that you're expect, big announcements coming tomorrow? We're hearing about some super secret stuff that's kind of leaking out. >> Yeah, you got to be a little bit careful about that, but what did you hear today, David, that made you go "hmm?" >> Well, I still want to focus on one thing that I think is one of the biggest issues, and that is security. They were very open today, very very open today about what a mess security was. And they came up with something called, what was it, absence? Which is a good idea. >> Now you're making me go to my notes. >> Defense. >> App defense. Which is an idea, but it's just a start. These are huge amounts of greater investment in security, from Dell, from EMC, and from VMware, all together. They have to step up in a much bigger way. >> He said in his keynote today that the industry, as an industry we have let you down. Several years ago, one of the early years when we interviewed Pat in the CUBE I had asked him, is security a do-over? Unequivocally, he said yes, and that was years ago, we're still doing it over. Alright guys, we got to wrap. Thanks very much for coming on and close, I look forward to more analysis from you guys tomorrow and throughout the week. This is day one, we launch tomorrow, we start at 10:30 local time. >> That's pacific time. >> Yes, which is pacific time. We're in Las Vegas, watch siliconangle.tv. Siliconangle.com for all the news, check out wiki.com for all the research. We're out. This is day one, this is the CUBE, we'll see you tomorrow.

>> Narrator: Live from San Jose, in the heart of Silicon Valley, it's the Cube, covering DataWorks Summit 2017. Brought to you by Hortonworks. >> Hey, welcome back to the Cube, I'm Lisa Martin with my co-host, Peter Buress. We are live on day one of the DataWorks Summit in Silicon Valley. We've had a great day so far, talking about innovation across different, different companies, different use cases, it's been really exciting. And now, please welcome our next guest, David Lyle from Informatica. You are driving business transformation services. >> Yes. >> Lisa: Welcome to the Cube. >> Well thank you, it's good to be here. >> It's great to have you here. So, tell us a little about Informatica World, Peter you were there with the Cube. Just recently some of the big announcements that came out of there, Informatica getting more aggressive with cloud movement, extending your master data management strategy, and you also introduce a set of AI capabilities around meta-data. >> David: Exactly. >> So, looking at those three things, and your customer landscape, what's going on with Informatica customers, where are you seeing these great new capabilities be, come to fruition? >> Absolutely, well one of the areas that is really wonderful that we're using in every other aspect of our life is using the computer to do the logical things it should, and could, be doing to help us out. So, in this announcement at Informatica World, we talked about the central aspect of meta-data finally being the true center of Informatica's universe. So bringing in meta-data-- >> And customer's universes. >> Well, and customer's universes, so the, not seeing it as something that sits over here that's not central, but truly the thing that, is where you should be focusing your attention on. And so Informatica has some card carrying PhD artificial intelligence machine learning engineers, scientists, that we have hired, that have been working for several years, that have built this new capability called CLAIRE. That's the marketing term for it, but really what it is, it's helping to apply artificial intelligence against that meta-data, to use the computer to do things for the developer, for the analyst, for the architect, for the business people, whatever, that are dealing with these complex data transformation initiatives that they're doing. Where in the past what's been happening is whatever product you're using, the product is basically keeping track of all the things that the scientist or analyst does, but isn't really looking at that meta-data to help suggest the things, that they, that maybe has already been done before. Or domains of data. Why, how come you have to tell the system that this is an address? Can't the system identify that when data looks like this, it's an address already? We think about Shazam and all these other apps that we have on our phones that can do these fantastic things with music. How come we can't do those same things with data? Well, that's really what CLAIRE can actually do now is discover these things and help. >> Well, I want to push now a little bit. >> David: Sure, sure. >> So, historically meta-data was the thing that you created in the modeling activity. >> David: Right. >> And it wasn't something that you wanted to change, or was expected to change frequently. >> In fact, in the world of transaction processing, you didn't want to change. >> Oh, yeah. And especially you get into finance apps, and things like that, you want to keep that slow. >> Exactly. >> Yeah. >> And meta-data became one of those things that often had to be secured in a different way, and was one of those reasons why IT was always so slow. >> Yeah. >> Because of all these concerns about what's the impact on meta-data. >> Yeah. >> We move into this big data world, and we're bringing forward many of the same perspectives on how we should treat meta-data, and what you guys are doing is saying "that's fine, keep the meta-data of that data, but do a better job of revealing it, and how it connects-- >> David: Exactly. >> and how it could be connected." And we talked about this with Bill Schmarzo just recently-- >> Good friend of mine. >> Yeah, the data that's in that system can also be applied to that system. >> Yeah. >> It doesn't have to be a silo. And what CLAIRE is trying to do is remove some of the artificial barriers-- >> Exactly. >> Of how we get access to data that are founded by organization, or application, or system. >> David: Right. >> And make it easier to find that data, use that data, and trust the data. >> Exactly. >> Peter: I got that right? >> You've totally got that right. So, if we think about all these systems in a organization as this giant complex air ball, that in the past we may have had pockets of meta-data here and there that weren't really exposed, or controlled in the right way in the first place. But now bringing it together. >> But also valuable in the context of the particular database or system-- >> Yep. >> that was running. It wasn't the meta-data that was guarded as valuable-- >> Right. that just provided documentation for what was in the data. >> Exactly, exactly. So, but now with this ability to see it, really for the first time, and understand how it connects and impacts with other systems, that are exchanging data with this, or viewing data with this. We can understand then if I need, occasionally, to make a change to the general ledger, or something, I can now understand what impact on different KPIs, and the calculations stream of tableaux, business objects, cognos, micro strategy, quick, whatever. That, what else do I need to change? What else do I need to test? That's something computers are good at. Something that humans have had to do manually up to this point. And that, that's what computers are for. >> Right. >> So questions for you on the business side. Since we look at-- >> Yeah. >> Businesses are demanding real time access to data to make real time decisions, manage costs, be competitive, and that's driving cloud, it's driving IOTs, it's driving big data and analytics. You talked about CLAIRE, and the implications of it across different people within an organization. >> Right. Meta-data, how does a C-Sweet, or a senior manager care-- >> David: Good point. >> About meta-data? >> They don't, and that's why we don't talk about the word architecture. Typically we see sweet folks we don't use the word meta-data. We see sweet folks, instead we talk about things like solving the problem of time, to get the application, or information that you need, reducing that time by being able to see and change and retest the things that need to be. So we just change the discussion to either dollars, or time, or of course those are really equivalent. >> But really facilitated by this-- >> Exactly. >> Artificial intelligence. >> It's facilitated by this artificial intelligence. It can also then lead to the, when we get into data lakes, ensuring that those data lakes are, understood better, trusted better, that people are being able to see what other people are actually using. And in other words we kind of bring, somewhat, the Amazon.com website model to the data lake, so that people know, okay, if I'm looking of a product, or data set, that looks like this for my, our, processing data science utility, or what I want to do. Then these are the data sets that are out there, that may be useful. This is how many people have used them, or who those other people are, and are those people kind of trusted, valid, people that have done similar stuff to what I want to do before? Anyway, all that information we're used to when we buy products from Amazon, we bring that now to the data lake that you're putting together, so that you can actually prevent it, kind of, from being a swamp and actually get value at it. Once again, it's the meta-data that's the key to that, of getting the value out of that data. >> Have you seen historically that, you're working with customers that, have or are already using hadoop. >> David: That's right. >> They've got data lakes. >> Oh yeah. >> Have you seen that historically they haven't really thought about meta-data as driving this much value before, is this sort of a, not a new problem, but are you seeing that it's not been part of their-- >> It's a new. >> strategic approach. >> That's right, it's a new solution. I think you talk to anybody, and they knew this problem was coming. That with a data lake, and the speed that we're talking about, if you don't back that up with the corresponding information that you need to really digest, you can create a new mess, a new hairball, faster than you ever created the original hairball you're trying to fix in the first place. >> Lisa: Nobody likes a hairball. >> Nobody likes a hairball, exactly. >> Well it also seems as though, for example at the executive level, do I have a question? Can I get this question answered? How do I get this question answered? How can I trust the answer that I get? In many respects that's what you guys are trying to solve. >> David: Exactly, exactly. >> So, it's not, hey what you need to do is invest a whole bunch in the actual data, or copying data, or moving a bunch of data around. You're just starting with the prob, with the observation, with the proposition. Yes, you can answer this question, here's how you're going to do it, and you can trust it because of this trail-- >> David: Exactly. >> Of activities based on the meta-data. >> Exactly, exactly. So, it's about helping to, hate to use the phrase again, but "detangle" that hairball, so that, or at least manage it a bit, so that we can begin to move faster and solve these problems with a hell of a lot more confidence. So we have-- >> Can we switch gears? >> Absolutely. >> Certainly. >> Let's switch gears and talk about transformations. >> Yeah. >> I know that's something that is near and dear to your heart, and something you're spending a lot of time with clients in. >> Yeah. >> How, how do you approach, when a customer comes to you, how are they approaching the transformation, and what are they, what's the conversation that you're having with them? >> Well, it's interesting that the phrase has, and I'm even thinking of changing our group's title to digital transformation services, not just because it's hot, but because, frankly, the fluid or the thing, the glue, that really makes that happen is data in these different environments. But the way that we approach it is by, well understanding what the business capabilities are that are affected by the transformation that is being discussed. Looking at and prioritizing those capabilities based upon the strategic relevance of that capability, along with the opportunity to improve, and multiplying those together, we can then take those and rank those capabilities, and look at it in conjunction with, what we call a business view of the company. And from that we can understand what the effects are on the different parts of the organization, and create the corresponding plans, or roadmaps that are necessary to do this digital transformation. We actually bought a little stealth acquisition of a company two years ago, that's kind of the underpinnings of what my team does, that is extremely helpful in being able to drive these kinds of complex transformations. In fact, big companies, a lot, several in this room in a way, are going through the transformation of moving from a traditional software license sale transaction with the customer to a subscription, monthly transaction. That changes marketing. That changes sales. That changes customer support. That changes R&D. Everything Changes. >> Everything, yeah. >> How do you coordinate that? What is the data that you need in order to calculate a new KPI for how I judge how well I'm doing in my company? Annual recurring revenue, or something. It's a, these are all, they get into data governance. You get into all these different aspects, and that's what our team's tool and approach is actually able to credibly go in, and lay out this road map for folks that is shocking, kind of, in how it's making complex problems manageable. Not necessarily simple. Actually it was Bill Schmarzo, on the, he told me this 15 years ago. Our problem is not to make simple problems mundane, our problem, or what we're trying to do, is make complex problems manageable. I love that. >> Sounds like something-- >> I love that. >> Bill would say. >> That's an important point though about not saying "we're going to make it simple-- >> No. >> we're going to make it manageable." >> David: Exactly. >> Because that's much more realistic. >> David: Right. >> Don't you think? >> David: Exactly, exactly. The fact-- >> I dunno, if we can make them simple, that's good too. >> That would be nice. >> Oh, we'd love that >> Yeah. >> Oh yeah. >> When it happens, it's beautiful. >> That's art. >> Right, right. >> Well, your passion and your excitement for what you guys have just announced is palpable. So, obviously just coming off that announcement, what's next? We look out the rest of the calendar year, what's next for Informatica and transforming digital businesses? >> I think it is, you could say the first 20 years, almost, of Informatica's existence was building that meta-data center of gravity, and allowing people to put stuff in, I guess you could say. So going forward, the future is getting value out. It's continually finding new ways to use, in the same way, for instance, Apple is trying to improve Siri, right? And each release they come out with more capabilities. Obviously Google and Amazon seems to be working a little better, but nevertheless, it's all about continuous improvement. Now, I think, the things that Informatica is doing, is moving that, power of using that meta-data also towards helping our customers more directly with the business aspect of data in a digital transformation. >> Excellent. Well, David, thank you so much for joining us on the Cube. We wish you continued success, I'm sure the Cube be back with Informatica in the next round. >> Excellent. >> Thanks for sharing your passion and your excitement for what you guys are doing. Like I said, it was very palpable, and it's always exciting to have that on the show. So, thank you for watching. I'm Lisa Martin, for my co-host Peter Burress, we thank you for watching the Cube again. And we are live on day one of the Dataworks summit from San Jose. Stick around, we'll be right back.