>>Hey, welcome back everyone to the cubes coverage of Avis reinvent 2021 here in Las Vegas. Um, John, for your host, the Q with my coach, Dave Nicholson cloud analyst here with SiliconANGLE in the queue. We've got a great guest Rez, the honor, man, SVP cloud hyperscalers transformation TD. Synnex welcome to the cube. Thanks for coming on resident. Hey, >>Good morning. Good >>Morning to you guys. You guys just had this big acquisition with billions and billions of dollars in revenue. Take us through, what are you guys do for set the table for the, for the company? Right. >>Okay. Yeah, it is a pretty big one. Uh, we're now foot number 60 on the fortune 100, um, worldwide revenues around just under $60 billion. Uh, we represent somewhere in the region of, uh, 1500 vendors and OEMs and uh, in over a hundred countries. And, uh, we serve over a hundred thousand parts, 150,000 partners now worldwide. So you got everything from the, uh, end points, style products, uh, all the way up to, uh, data center cloud, serving from the retail to SMB, to VARs going go all the way to enterprise specialists, NSIs. So DD >>And X, big company, you won't global reach. You hit everybody. Basically you T you sell a lot of products, software, hardware, you name it. Cloud is here. What is the big trend that you guys are seeing with cloud? Because you you're innate. You're, you're talking to all the customers, you have a lot of services and you have products. You represent a lot of different brands. How are people rolling them together? Are they composing cloud what's? What are you seeing in the global landscape? >>Um, we specialize in cloud. They've been doing that for a number of years and actually depending on where partners are within the journey, uh, they will have different levels of specialization. And, um, the way we like to look at it is a matrix, um, in terms of where is the complexity of the product that they're trying to take to market, um, versus what is the size and their own maturity. So we, uh, tune our services and our support for those partners to help them better understand and onboard all of that technology and address it towards their partners. Um, so if you can imagine, um, you got many, many announcements that were made here, right? And our partners have to consume all of that information, all of that technology and learn how to use it. And that's where we come in. We, we, we effectively act as the bridge to help them get up there, running and lower the barrier of entry for them to execute >>On those products and they want to add services to it all. Good. Cloud's perfect for that. So what's the relationship with AWS? I'm sure they're obviously enabling a lot of value. What is the relationship with AWS partner network? How do you guys, what are you guys enabled? What are you guys enabled with Amazon? >>So, um, if I give you the, uh, picture of our cloud practice builder, that's a good place to start. Our cloud practice builder program starts with, um, looking at the partner, understanding what is their maturity in that path specifically related to the technologies that they want to work on with AWS. And, um, we look at them in terms of have they got the sales capability, have they got the operational capability, the financial setup, and, um, really helped them then on that journey. So, um, so yeah, we, um, can go very, very deep, uh, where we have our own cohorts who help those partners get up to speed with, >>Do a little, you gotta do a little vetting, you gotta make sure people have the right capabilities. And certain people have certain orientation to certain things, maybe levels of certification. Yep. Is there a swim lanes developing in the partner network that you guys are working with? Big trends, they specializing more in application modernization. Is it more infrastructure or what are you guys seeing in terms of the trends? >>There are multiple, uh, uh trend-setter. So as you say, we have one lane specifically for our ifs. Um, one lane for our, um, uh, people who host with infrastructure. We are, um, you know, obviously data centers, one of our biggest focus areas. Um, and, um, so each of our partners goes into a specific lane specifically related to where they want to focus on. So if you consider for instance, um, somewhere in the area of, uh, ISV ISBNs, um, the primary thing that many of the ISV is out there don't have is the ability to understand all of the AWS programs. So we help them understand that, understand how they can get the most optimal, uh, cost and program with AWS. And then you get into, you get into the next level, which is around, um, uh, their cloud operations, how they actually transact with us. Uh, and you can, you can build a stack, you get into security and then you get a well architected frameworks. So this is just one of the swim lanes that you could effectively go, and we can help, help build them, build that out for them. >>Yeah. So, so Raza draw a little map for me, a sort of a mental map from the perspective of an end user customer say, I'm a very large organization, I've got a large it footprint. I'm looking towards modernizing in the future. How am I engaging with what TD Synnex is actually delivering to the market? We've been talking about partners. So give us a hypothetical again, I'm the customer who is, who's the sales rep. Who's calling on me initially, how am I interacting with you versus the partner? And I know that there are a variety of ways, but give me, give us an example. I want to make sure that people watching this understand cause we use the term partner to me in a whole variety of different things. >>Yeah. Very, very good question. Cause, uh, he is index is one of the biggest companies that the vast majority of the consumers out there have inherited, right? Yeah. We are for number 600 fortune 100. Now most organization deal with a local. It trusted it partner that trusted it partner, um, then is who they would go to, whether it is their infrastructure, whether there is there, uh, um, security that we work with that partner, um, to help them manage it. Now, what we do is really support the partner to have the knowledge they need to have the expertise. They need to have the services that they need to have the solutions that they need to have to deploy those technologies. Um, with that customer. Now, in majority of the cases, the customer will never come in contact with us because we are behind the scenes supporting our partners. >>However, increasingly we are seeing three motions that we work with. One is with our partners, we do sell to right partner, knows what they want. They've worked with the customer, they've established a need. Um, they come to us and we help them deliver that technology. We do a cell width. So this is the part where you're talking about more of the newer technologies, where the partner may be lacking some of that expertise. So this is where are our experts and give you an idea. We have over 300 certifications just in the last year with AWS, um, where our experts would then help the partner actually land that technology with the customer. And then the ultimate level is a sell for you're talking about longer sales cycles, very complex, where they really need to get deep. So we have our own, um, experience centers, uh, customer immersion, uh, uh, programs where the customer actually comes to us with a partner where we then help them actually get through that process. >>So you're a multi-tiered distribution system. You provide service layer to the frontline partners before the end-users provide support and it software technology and, and executive services for them to serve their customer because they're probably not staffed up. They don't have the resources, they have a good business model and they want to make a lot of money. They >>Do, they do. And, um, they have good gross >>Profit margins. >>I hope so. I hope we, we, we help them actually deliver better profit margins and as they move to services and recurring revenues with cloud that becomes more predictable and sustainable for them as well. >>Well, just, I was kidding, but I'm, I'm serious. I want to get into this gross margin because think one of the things that you're bringing up with this question is if I'm a re a partner and I'm talking to an end-user, I might, I want to make a lot of profits. So services are naturally important. I make more gross profit on services. So if you have volume discounts on things that I might not have that volume discount, if I'm going direct to the manufacturer or a platform you provide that, is that right? Like getting that right, that you guys get, provide that discount pass through. >>We do. Um, we laid up, yes, we get a lot of support through their programs. They announced many programs this week, for instance, and as the partner gains more specializations and they gain access to more support through us, they also gain access to some preferred, um, uh, pricing. So to an extent it's about volume. It's also about how deep they go, how, how, how much they invest in their own expertise. So really is a, uh, not just a volume game, but it's a quality game as well. >>Operational value that you provide because you guys must have a lot of programs that pass through to the partner, uh, software systems. What kind of examples can you give if I'm the partner and I have an end-user and I have a boutique, let's just say I specialize in data analytics and whatever unique thing you're providing me services. Is there like certain software systems that you guys have? What operational support do you give to your customers? >>So in terms of the, um, technology that the consumer consumes, um, there is a whole range of technologies around data management and data analytics. Um, then if you're talking about, in terms of the support, operational support that we give to the partner, again, there's the bigger the partner, the more transactions, the more volume they do, they need to have that operational optimization as well. Again, that's where we come in and give them the tools and the technologies. They need to optimize that. >>It's going to ask you the re-invent now that we're in person again, been a year and two years since we've been to reinvent. What's the, what, what are you, what's your assessment of the show this year? What's the big takeaway, um, that you see this year, uh, that that's gonna be relevant for you? >>I, I love the way these guys, um, land some incredibly new technologies. Uh, and I love the theme of Pathfinders from yesterday. Um, so when I look at the, uh, 5g, I mean, that sounds like a game changer to me. And I think there should be a lot of partners out there thinking, hold on a minute, this is a massive opportunity for us. Um, yeah, I mean, so >>The serverless stuff is getting better and better. I mean, like >>It's, they do a good job on their announcements. There is a reason why their technologies so highly rated, uh, these guys know how to do technology. >>And I think if, if I'm, uh, I think of the services that you could roll on top of this, I mean, if you're in front of a customer big, medium or large, I mean, if I'm a developer, a service provider, I can make so much more profit by building more of these services because that pathfind opens up these net new things, 5g AI as a service, kind of the anything. >>Yeah. Um, I mean partners with they, they have their business models. They, the ones who have figured out how to wrap the services around the solutions that are out there. Um, typically we find that they are the most successful with the fastest growth rates and they kind of get themselves into very, uh, positive virtual cycle. Um, the more they can wrap around those services, the higher their value, the more margin they tend to make, the more profitable they are. And actually then they continue to invest and expand their footprint. So >>Quick advice pretend that I am about to become essentially a local trusted value added reseller partner for my end user customers. And I'm going to become a partner of your company. What would your counsel be to me about what I should focus, focus on? What's hot. What's the hottest tip of the spear right now. Yes, right now I need to go out and hire these people, >>Data, data, data, and analytics data. I would absolutely zoom in on that. Um, it is the new oil and every organization needs to have insights. And if businesses out there do not have those insights, they are at a disadvantage partners who can figure out how to build services around data. They're the guys who are really winning. >>Awesome. Great insight. Thanks for coming on the cube here at re-invent great conversation with gradients. I thanks for coming on. Appreciate it. Pleasure. Okay. Cube covers. You're watching the cube, the leader in worldwide tech coverage here in Raven. I'm Jeffrey with Dave Nicholson, host of the cube. Thanks for watching. We'll be right back.

>>LA from Las Vegas. It's the cube covering AWS reinvent 2019 brought to you by Amazon web services and they don't play along with its ecosystem partners. >>Well, welcome back live in Las Vegas. We're here on the cube. Continue our coverage here of day two of AWS. Raven 2019 in fact, it took me to the last interview on the second day to be paired up with my guy. Still many minutes to what happened is this is the first interview we've done this way. >>John, you know, I've not been out playing golf >>well and I wouldn't mind if I was, it'd be all right Brandon. You know Brandon, you play golf. Brandon Young? I do. I play college golf so, and I have a, you can't see them, but I have some trousers that might match there and prove that I have done a few times. Paint shirt would be, he would very proud granted to VP of alliances to get lab. And where'd you play college golf by the way. I split some time in Oklahoma and down at rice down in Houston. Oh you, yes. Wow. Be a sooner. How back that has some pretty good golfers there. They do. Um, let's first off, let's talk about, um, VP of alliances sure. And get like what do you do? So what does that encompass? What's that all about? Covers a bunch of pieces. Uh, covers all of the big key partnerships with us. >>So that's going to be obviously Amazon, other big cloud providers, a lot of strategic technology partnerships and then all your system integrators, man service providers, resellers, um, and then functionally anything else that comes in. So also we're bringing the open source space. So lead a lot of our open source engagement, uh, uh, in as well. What kind of customer base we're talking about here? I mean for, for you guys, sorry, cause it's pretty significant. It's, um, so in the space we've got roughly to two to 3 million users that use get lab and count on it for building, deploying and securing their code. Uh, and somewhere between a hundred thousand and 200,000 companies, uh, that get loud is, uh, is being used. Now. >>Brennan, you're not dealing with get lab. You're also on the board for the Linux foundation. And you know, we're, we're getting close to 2020. So I even, I saw some people looking back at where open source has come in the last decade. And you know, get, of course is one of the predominant drivers the proliferation of opensource. So maybe tell us a little bit about, you know, what your customers come to. Uh, w you know, why, why get lab is so critical to what, >>sure. Yeah. Because if we look at history, it kind of makes naturally in get lab we're getting, so that was where our, our base was, uh, when we started in 2012, 2013. Um, as it's evolved, so in get continues to be that core piece you need. So whether you're doing get ops infrastructure is code application development, you've got to have state, you've got to store your issues, you've got to take care of that. That's just one Oh one in software development or infrastructure management. Um, so that's got to where we started. And then, you know, a couple of years later, we picked up and did a bunch of stuff in the CIC space. Initially we had them separate, uh, and customers kept saying, God, these might work well together and to the Linux world has always been single tool, very sharp, very narrow. Uh, so we held off on that for a long time. >>Um, finally said, Oh, we're going to give it a go, shift them together. And that's kind of led to where we are now, which is we think of, you know, get lab as a single tool for the entire dev ops life cycle. And that makes it easy for someone to get started to build it, secure it, ship it, all of that from idea to production in the shortest possible time. And so that's kind of how it evolved. And yeah, we've grown up with the open source world ever since. And um, it's an awesome place. All right, so you've got the alliances and we're here at the biggest cloud show there. So help us connect the dots. Get lab AWS. Yeah. Perfect. So if we kind of look back and we go, ah, look at the keynote, right? So Andy talked a whole bunch, front keynote, Goldman Sachs, big talk with Verizon, a lot around the services, new stuff with arm new chips, new, um, a lot of new databases. >>Um, all of that rolled out. Those are services as Amazon looked at it. Our goal, our job is to get those customers onto the Amazon services. We're the tool that helps them develop and deploy those applications. Goldman, huge customer, Verizon, huge customer. So the majority of the keynotes you'd get lab to get to Amazon. So we're that tool that does the application security deployment and um, you know, lets those devs really take advantage of the great services that Amazon delivers. You know, you talk about security is it, is it, um, and obviously it's increased in terms of its importance. We recognize we've, we've seen how vulnerable apps can be and, and these invasion points, is that being reflected in budgets? Are we seeing that? Are people making these kinds of investments or is there still some lip service being paid to it and maybe they need a little more money where their mouth is. >>There's not a shortage of dollars, so I'll be be real straight forward. That is for us, the big growth area is uh, application security in a pipeline. The notion of shift left, um, and it's been, it's actually one of the easier conversations because the CSOs really want to make sure that every piece of code is tested, be it static code, dynamic code, license scanning, all the above. Um, the way they've had to do that and traditionally done it is at the end of a pipeline and they make every dev on happy because they throw it all the way back to the front with the dev. And then I was like, Oh, thank you so much. I did that two weeks ago and now I have to go, why didn't we do it on the front side instead of the back side? You kill the most important thing, which is cycle time, right? >>Cycle time is time from idea to Chimp. So by shifting it left, there's plenty of money and the CSOs love it because just want you to spend it. It's where they spend it. Right. And so now they get all the code tested. The devs love it because they get feedback instead of the CSO saying this is broken. The two old, the second they hit command a couple minutes later, Oh it's broken. They go fix it, make another commit. They're going to move way faster much. Um, so that's really what we get at and yeah, but no short in dollars, the security still the windows, the spend happens, you're saying right on the front side instead of the back shop and try and get full coverage. So a lot of times otherwise if you're trying to do security after someone's developed it, you're not sure. Like are you getting every code, all a piece of code that was developed? Are you getting just a lot of it as you talked about web apps, a lot of it is the focus. Oh the web apps. Cause that's the front end. But intrusion, once it passed the front end, it's a soft interior. You've got to do every single piece of code has to be tested. >>Yeah. It's Brandon. So you know what I've heard, especially from, I mean, you know, my peers in the security industry, you know, security needs to be considered the entire way. Security is everyone's job chair's responsibility. I need to think about it. But the other thing that really has changed for people is you talk about CIC. D I need to move fast. Well hold on. The security team's got to review everything. One of the core principles of dev ops is you want to bake it in the process, you need to get them involved. And then there's DevSecOps which pulls all of these pieces together. So tell, tell us how those trends are going and that, you know, speed and security actually go together not opposed. >>Oh yeah. And because, and it's how you measure the, the speed. Cause I think sometimes the question is all back to what is it from it. It's, it's a life cycle. And if that's what you're measuring, being able to do the security earlier is so much faster because you're not having to iterate, um, later. But, um, it's continues to increase. Devs are getting more and more say that's not gonna change anytime soon. Um, empowering those devs to own the security, uh, empowering those devs through the pipeline to be able to deploy into Lambda, into far gate. They love that. And if you could give that and give the security, the visibility, the dashboarding, the understanding of what just went in, um, what code they're using, what the licenses are, that visibility is huge and that allows you to move fast cause it's trust. >>I mean actually, uh, I love the researchers at Dora, you know, do the annual survey, uh, on dev ops and they said, actually if you are a company that tends to deploy less often, it tends to take you much longer to recover and you're not geared to be able to do it. Uh, you know, my background networking and you think about, you know, security is one of those things like, well wait, I want to keep my things stable and not changing for a while, but that means you're less and less secure cause I need to be on the latest patch. I need to be able to update things there. So, uh, you know, CIC D I think leads to should lead to greater security. Do you have some stats around that for your customer as to, you know, how they measure that? >>We have some pretty good velocity. Um, so Goldman went with us and this is real public is they, they started with us and went from about a two week release cycle down to tens, 20 a hundred times a day. Um, and that, I mean that's a company that does a great job in dev, um, but can also be like smaller companies like wag labs that we talked with earlier and they same kind of thing. They went often from a week down to they were doing, they typically do 20 to 30 deployments a day. And again, it just makes you break the pieces smaller, less likely that you're going to introduce dependencies that break something and all that process builds on each other as the door is stuff. If you haven't read, you've read it obviously, but if the users haven't great place to get started and understand how this works. >>Has testing changed or is testing changing in terms of when you establish the criteria, what you're looking for in terms of I guess you have a lot of new capabilities so you've got to change, I assumed your criteria up front do have a little proper, a little more accurate evaluation is that environment it's changed somewhat. I mean testing in application testing it is pretty specific to every comfy. So tools continue to get better. Um, ways of review have gotten a lot better. So, uh, there's now a lot of capabilities that at the point that you're going to go into deployment, one of the harder pieces is doing, um, your user acceptance testing is like, God, am I going to see the same thing that a user will? Right. And a lot of these have gotten to a point like we have a one click at the end of the deploy, a review app. >>Anyone in the company can look at exactly rebuild everything you're going to bought to deploy. So there's some tools that make it faster. Um, but in terms of what your load balancing in terms of your user acceptance testing, a lot of those principles continue to be pretty girl. Uh, one of the big things we heard from Andy Jassy is talking about transformation and he said you can't just do it incrementally and you need, you know, clear leadership and commitment. We want to hear how, you know, you're hearing about this from your customers. How is get live helping customers along those transformation journeys. Sure. Um, so totally agree that, I mean, it's a cultural piece, uh, without question. I think there's a couple of places, there's the obviously the tool piece and just getting everyone on the same page. And we, we all know this intuitively is we've seen what w when you go from a word doc to a Google doc and everyone can edit the same time, that's transformation goes, you know what everyone's working on, uh, and you're not duplicating effort. >>And that, that's really in many ways that's what get lab is doing is just helping the front end. I, you know, product manager know exactly what's going on in the infrastructure side and you communicate in a similar language. Um, the other piece of that we are working a lot in is because, um, get lamb operates an extremely open culture. So we publish how we run the company in a handbook that's 2,500 pages. We're always updating it. So, uh, we do reviews every time we release, we release every single month for the last 120 months in a row. We go through, here's what the release is going to be. It's on YouTube. Everyone can see it when things go wrong, we publish it. So we have an outage, we will, we have live broadcast, how we get back out from an outage and we publish all of it for someone to understand. >>And so one of the other things, there's a lot of our customers are getting started on that journey. There's one thing for a deck that says, here's what you do for your transformation for your company. That's another thing when you can literally jump in on Monday morning under the get lab call and watch, get lab go through a post-mortem of when we had a small outage. Oh that's what a no blame looks like. Okay, now I understand that, Hey, what, what didn't we release that we could have done better? And those are processes that you can have it on a piece of paper, but it's a different thing when you can walk through that with the company. And it's even better when you're watching the company that's doing the same product, the same tool that you're using. So I mean that's a, that's a cultural decision. >>Yes. I mean it's gotta be right. Yeah. I love the no blame. Right. Cause you're saying instead of finger pointing, great or castigating, you know, we're, we're going to learn from this. And how do you think, what impact does that have on a customer when they see you in real time solving your problems? They know that. They know that if they have a question for us, that we both take it seriously and that we're going to do it in a way that they know when it's going to be resolved. And that doesn't mean that we always deliver at the same time that a customer asks. But that level of transparency breeds both trust. And it also helps a customer quantify what do they want, helps us huge amount of communication because they know what we're prioritizing and they understand why. And that isn't something that is typical to come, but it's always typically very hard unless you're broadcast everything like we do to know, well, why are they making that decision? >>Um, and so that's one of the real big reasons that our customers work with us. That's where we get 10,000 plus additional contributors to get lab as an open source project. And that helps massively of course. So the velocity is because there's no difference between a get labber or the thousand get lappers in 64 countries or any one of the 10,000 contributors or our biggest competitors that regularly make contributions to, uh, our, um, our landscape. So we have a landscape that's, how does dev ops work? Who does stuff well? Hey, have no shame if they delivered something better. I want to know that I make that commit. We will share it with the world that we are not good at that and you are better at it and you know what? We'll get better. Right. It's a winning formula. It's good. It's been working really well. I appreciate the time brand. A good saying. You can love the slacks. Wish we could show them of course. But next time, thanks for having us. All right. You're watching Carvery Cherif AWS reinvent 2019 on the queue.