>> Live from San Francisco. It's the cube covering IBM thing twenty nineteen brought to you by IBM. >> Welcome back. We're here in Moscow, named North for IBM. Think twenty nineteen. I'm stupid. I'm unhappy. Toe. Welcome back to the program. A cube alone. Dave Russell, who is the vice president of enterprise strategy with Team and IBM partner Dave. Thanks so much for joining us. >> Hey, thank you for having against two. >> All right, S o. You know, big thing we're talking about here of the show. It's hybrid cloud. It's multi cloud and IBM, you know, spent, you know, big money to make acquisitions in the space to be there. Multi club. Something I've been hearing from theme for a number of years. Talk to us about kind of the relevant. Why beams here at this show? And we'll get into it from there. >> Yeah, absolutely. You know, So I've been traveling the world. Really? You mentioned Barcelona just a moment ago. Been? You know, Barcelona, Vegas, a number of other cities really pitching beams, multi cloud capabilities and story. And the short version of it is we believe that all organizations are really multi cloud today. Whether they realize it or not, they're going to be more multi cloud in the future. And what I mean by that is if you think about availability, backup in recovery and replication, you know it's a Zurich zur stack. It's a ws. It's private cloud. It's obviously what you have on premise, and it's the stuff you haven't even thought about tomorrow. And you. If you want to make a little adjacent stretch, you can put software is a service. I think in there, too, So it's about really offering protection, but also portability. >> Yeah, absolutely. When you have that multi cloud world world, of course, data is one of the most important things and how to lie for you. No protect and secure my data and leverage that data is critically important. IBM has a lot of different pieces. Where's the intersection between vehement IBM? >> Yeah, it's actually pretty exhaustive. So I'm a former I B M for fifteen plus years still live in Tucson, where IBM storage has a big presence and, you know, so it's everything from tape. We still believe Tape has a role to play, by the way, actually just released some new tape capabilities. It's, of course, the servers that they offer, and as well as the GTS Global Services and IBM cloud, of course, were interact with but their storage raise their virtual ization solutions. All of that. We have hooks and integration into today. >> Yeah, IBM have a pretty broad and deep portfolio, so lots of places for for being too play Dave. If he had an announcement recently updated, you were just alluding to some of the function of what? Why do you walk us through what the latest is? >> Yeah, it's actually the largest in company's history, which is now eleven years shipping product as of today, which is three weeks ago today we released the product, but as of today, there's sixty four thousand downloads that's against the base of three hundred thirty thousand ish customers might be three hundred thirty two thousand, but sixty four thousand dollars in exactly three weeks. Couple of capabilities from a cloud perspective alone. We've got this kind of probability that we spoke about take any workload on premises or physical virtual that's running in your shop and to be able to move it somewhere else. Really, to click restores to be able to get Teo Zura zur Stak E. W s. From an IBM perspective, we can definitely support IBM cloud in that we've got beam availability suite for a W s, where we can take instances running in a Ws like Mongo to be Cassandra and bring that back. You may want to bring that back for safekeeping or even transformation on prime two of'em instance, we've got all kinds of interesting things to not least of which is called cloud Tear. It sounds like an archive solution. It's it's really not. We underneath the covers take what's on running on premises for you. Let's say you're a beam shop today, and we can take out those unused blocks, unbeknownst to you and stage als off objects storage. And we can optimize how we do that. Right? So we can make sure you avoid egress charges. We essentially short version of that is in active source side D duplication of optimizing the blocks in the cloud. And then we leave uninterrupted access to it on prime. You don't ever have to know what's in the cloud. Change your behaviour. Changed the application to update it. Those are just a couple of the many things that we introduced. >> Well, yeah, quite a few things there, Dave. You know, in a multi cloud world. Can you bring us inside the customers? You know, Who is it that teams working with there? You know, cloud architect. Seems like it would be different than kind of the traditional, you know, storage or system administrator there. You know, one of the things we worry about in a multi cloud worlds is I've got different skill sets I need for all of these and how their organizations manage that. And, you know, how is the organization shaping up? >> Well, today You're right. It can be dispersed people, you know, disparity, folks. You know, it could be the software as a service person. It could be someone that's used to thinking, say, a ws. And I know when we go as a company to ignite their conference when we go there because, Ah, company Ricard called and two ws that specializes in that the people that come up to that desk don't even know who I mean. So >> reinvent your saying for all it was on >> my bed yet. So, you know, they don't even know the on premise, right? They only know what their specific focuses. And so, you know, we interact with a multitude of different roles where they tend to unite is vice president of infrastructure. But it could be many different touch points. I think is an organization. If you're especially a C i. O, you're probably a little bit worried about how many different things are going on there. Can we have a common management plain? >> Yeah. One of the areas that's really interesting. We talk about the public clouds. IBM has a long tradition with kind of C. S, P. S and M s bees, the service providers ahs. You will where does seem interacted at that layer of the ecosystem. Yeah, >> well, we have really twenty one thousand different being cloud service providers today, some of which manage over one million different machine instances just themselves. So we did a number of actually updates for them as well. And that's actually one of the tape integration points we now offer tenant to tape ifyou're a cloud service provider to offer an additional capability. But we offered, you know, the engine, if you will, that people can build it back up as a service disaster, recovery as a service, a solution around. >> Okay. Excellent. And thiss new release. What was it called? Yeah. >> It's a long name. Its aversion nine dot five update for >> that That screams major release. Yeah, >> well, it's the importance of it belies the, you know, the Newman clincher. But, you know, the reality is it's the biggest in our history. >> Yeah. So, Dave, give us a little insight. You know, you're doing the presentation here at IBM. Think give us some of the the team present where we're going to be seeing the bright green throughout the show. >> Yeah. Yeah. So there's been a couple of different things taking place already. I'm really going to hit multi cloud. Very, very hard. Really? From a how you should think about. So I really intended to be so much a beam commercial we'll talk about, you know, unabashedly, what being capabilities are but really set up a thought process. You know, a framework I get to kind of play a little bit of my analyst role, but, well, how much you want, You know, approach this. >> Yeah. David, I'm glad you brought it up. I love when you get here. We put your analyst hat roll on. We can. You know, talk is analysts here when I look at multi cloud networking. Management and security have just been this challenge we've been looking at. We've made progress as a whole, but there's still a lot of concerns. And, you know, multi cod sure isn't simple for the enterprise today. Ah, where we doing well is an industry. I know there's some areas that Beam has specific expertise to help on DH solutions, but I won't give a critical eyes, too. You know, what we need to do is an industry as a whole to make things better for customers, You >> know, the number one thing I would say is have a design, have a plan, don't fall into this haphazard. And one of the reasons I assert that just about every organization is multi cloud is because no matter what size you are, somebody somewhere has deployed something in a cloud or two or more. And again, if you throw software is a service into that. Now, this's just geometrically expanded. But it hasn't been like a conscious design strategy. >> Yeah, in many ways that we used to talk about shadow it Teo and many thie old. It was we used to call it either silos or cylinders of excellent, depending on the organization that you lived into. The concern I have is we're kind of rebuilding these in the cloud. So how we've learned from the past, our customers, you know, the CEOs, the organization's getting a better handle around their environment today. Or are we failed to do what was done in the past? >> I think we're getting incrementally better. Obviously, some organizations are, you know, accelerating faster than others. I think initially, when people thought, well, I can lift and shift and life will be better. You know, I can just like I introduce server virtual ization. Now, everything's cheaper, and I'm going to spend a lot of money to do that, you know? Well, I'm going to go to the cloud. It's going to be cheaper. And I just doing the same exact capabilities, instances and deployment that I was doing before never really worked out. So I think if you're approaching us something fresh and new and trying to actually take advantage of those capabilities here in a better position. >> Yeah. So I had a really interesting discussion earlier today. Had had the heads of V M wears cloud a group in an IBM cloud on. Of course, one of them comes up is you know, are we just lifting and shifting or re transforming and how to developers fit into it? So I'd love to hear from a beam standpoint as that, you know, application, maturity and modernization happens. You know What? What does that mean to the VM portfolio? >> Well, I would be really exciting if we do see more of a development base because I think really then you can add on extensions to what? Today the team is a data capture retention engine. It's best known for backup in recovery, disaster, recovery. But it could be so much more than that. So just a quick commercial button integration. Answer your question of we can now stand up ad hoc, isolated instances of machines and you can run things on that like GDP are scrubbing. You know, you can also do what we call a secure restore you, Khun. Understand? Well or not, it has a virus associated with it before populated back into the environment. But as a application community, you may want to say tomorrow morning at ten AM I want thes ten servers stood up with fresh data so my team could go in there and now generate faster applications for the business. It's really a business transformation St That's why I think we need more developers. >> Yeah, I remember one of the demons I attended, the CTO of Microsoft came, and you handed out his book, which I read recently, and it was kind of that they called it. It's not like science fact. But, you know, you talked about about cyber security and the challenge we faced in, you know? Okay. The global terrorists are going to come, you know, wipe out, you know, the entire infrastructure, and it's a little bit close to home, you know, because you kind of understand the security threat. Where does seem fit into the security picture when it when it comes to multi cloud things like Ransomware and the like, >> Yeah, unfortunately, things are going to happen. And we know this because things are already happen to number of organizations. It doesn't, you know, really take too long to find somebody that's been affected by this already. And so when that happens, you need some first level step of remediation. You need to get back as fast as you can to known. Good copy of your data. You know, Certainly that's where beam comes in, but being ableto also have portability. What if we could go and take your Azzurri instance data? Do the bios conversion for you automatically and send that to Amazon or vice versa. So you can have another offline, baldheaded copy. Or, you know, in that ransom where notion I presented to you. You know what? If you have to go backto backups, put ransomware typically lies dormant before it actually deploys the payload. So you don't know exactly how far back you need to go. So with this capability, you could go back on ly so far as you need to me Because you could verify exactly when vulnerability was introduced. But do that in a way that's sandbox isolated off the network and not putting you at risk. All >> right, Dave gives little look forward. What would be it would be expecting to see from beam through twenty. Nineteen? >> Yeah, we're focused a lot on increasing scale way. Believe that were very easy to use. Solution. People say no. Simple, you know, flexible, reliable. We wantto keep enhancing that, but we're looking at additional work loads to protect all the time cloud capabilities to expand upon a new ways, though, to take what it has always been a data protection company and make it a data management company. Things we were just speaking about from a developer angle. You're going to see us go a lot harder on that. We have a significant amount of investment way Got the largest We believe storage software investment history of five hundred million ended last year with a rich cash reserves. So now, instead of busy trying to do stuff, we're also looking at busy. What else do we need to acquire? Potentially. All right, >> well, Dave, the Cube is really excited to be back here in the redone Mosconi. A little bit more glass, a little bit more light, a little bit more space. The theme is having its annual user conference at facility. We really like to the front of blue in Miami for people that are going or thinking about going to tell him what they should be expected if they attended. >> Yeah, well, you'll get to see live demonstrations of everything I've been speaking about and Mohr, you know, seeing is believing, right? It's one thing to have power point. It's another thing to actually see someone demo it. And some of our folks, they actually demo this live on stage mean they're not canned demos. They're actually going into real servers and doing things like having a virus infiltrate and then remediating from that. So you'll get to see that you get to Seymour of road map. You'll get to see more customers, success stories and our partner ecosystem. We have a huge number of partners, of course, IBM being one of them. But we'll have a whole legal system of people there as well that have built his business around. Wien. >> Alright, Dave, want to give you the final word takeaways as to the importance of what's happening here at IBM, think the partnership and beyond, Well, >> IBM like you mentioned. I mean, they're probably the last major portfolio vendor on the planet, right? And they do just about everything you can imagine. And so from a partnership perspective, there's there's no geography, There's no vertical. There's practically no cos. Size, and there's almost no technology that's untouched. So the opportunity to interact and partner is huge. We believe we can offer some advantages in terms of simplicity in terms of cloud mobility and exploitation of IBM infrastructure. And we're just happy to be here and view them as a very strong partner. >> All right, well, Dave Russell. Always a pleasure to catch up with you. Thanks so much for joining us. Thank you. All right. And we'll be back with more coverage here from IBM. Think twenty nineteen. Of course, the Cube will also be a giveem on May twentieth through twenty second at The Phantom. Blew in Miami, Florida on stew minimum. And thank you for watching the Cube.

>> Live from New York City, It's theCUBE! Covering Levnovo Transform 2.0. Brought to you by Lenovo. (techno music) >> Welcome back to theCUBE's live coverage of Lenovo Transform here in New York City. I'm your host Rebecca Knight along with my co-host Stu Miniman. We're joined by Rod Lappin. He is the senior vice president in marketing here at Lenovo. And Roger Cox, the research vice president at Gartner. Thank you much, gentlemen for coming on theCUBE. >> Thanks for having us! Excited. >> So the big news for the day, NetApp, Lenvovo Two global powerhouses joining forces I want to hear Rod, the Lenovo speil, and then I want to hear your analysis of the deal and what you make of it. So why don't you go ahead. >> Yes, so obviously we're really really excited, Rebecca. It's a great day for us. I think it's something that we've been really planning with NetApp for obviously a long time, and to actually have it come to fruition is really exciting for all of us, right. So as you would have known, probably, our storage offering in market has been quite small up until now. We're addressing about 15% of the market. With this new deal with NetApp we're sort of in the TAM the target market. We can after up to about 92%. We've been quite good at storage. We've been growing about 2X the market average in Flash, over 100% year on year, but we haven't really had the full product range that we've needed to really address out customers' needs, and so, now having this, having this deal now with NetApp means we can go after our customers and really bring value to them the way that we have wanted and definitely the way our customers are asking us to. >> And so that's my question. Was it customer driven? Was it them saying: We just need you to able to do more or what? >> I think if you look at our core business last quarter, Gartner, obviously, ranked us as the fastest growing server business globally. We grew 68% year on year on our revenue last quarter. And so, with the momentum we've got now as a business, we're seeing our customers want us to do more. We're number one in customer satisfaction, number one in reliability, so they see value in us generally but we had sort of what I would classify as a subsegment of the storage market that we want to address. And of course our customers are saying to us: Hey, we want you to do more for us because we like the way you've performed. So it's been good for us. We're excited >> Yeah. >> So, Rodger you know a thing or two about the storage industry and NetApp specifically. So give us the customer viewpoint. You talked to a lot of them. >> Well, first of all let's say this is one of the better kept secrets because it never leaked out. So really haven't been getting customer calls on this event yet but I'm sure we will starting today be getting a lot >> Yeah, they brought a few analysts down to RTP in July and I remember, Rodger you said: What do I do when the customers call? and they're like, shh, shh. Customers aren't going to call. We're going to keep it under wraps. >> And they did a good job of it. But anyways, what it means, I think, to Lenovo is it really elevates Lenovo's standing as a provider of IT technology for the data center. So they now have, not only a very competitive server offering, which Rod's talked about quite a bit, they have what many believe to be one of the best storage offerings in the business. And now they can go compete head to head against Dell EMC, as well as with HPE, which would be the two larger competitors that they have to deal with. So it's going to be very good in terms of providing an alternative to clients for data center technology-involved storage. Good thing. We like competition. >> Absolutely, and we want to be part of it. I think up until now we probably haven't been able to. So when you look at how we're going to market, my field sales team has been planning with the NetApp field's also. We've been basically coordinating how we go to market where do we attack together, where do we have conflict, where do we not. So we actually go in and really focus in on those core competitors that Roger's just described which is where we want to go. >> In the keynote this morning it said from a channel standpoint, there's not a lot of overlap which, on the one hand, I'm saying: Well, sounds like we'll need a lot of training then. But how do you hit the ground running fast? >> So we are already ready to go. We start shipping tomorrow, so that's the good thing about this announcement. Like Roger said, we kept it under wraps, but we are ready to manufacture and go. So, I think it's a really exciting spot for us. From a go-to-market perspective in the channel, NetApp has traditionally been very much about engaging end users, fulfilling through the channel, but engaging end users. Where Lenovo's got a much stronger forte around mid-market and SMB. And we've got a much stronger forte in emerging market, so if you actually start to split geographically the world up a little bit and then you can start to split how we got to market a little you can actually find some really big parts of the market that we don't conflict at all that we can go after. >> But you see, from my point of view, the bigger challenge they have is to go to market. Now they could say there's not much overlap, but you know there's always overlap. There's going to be certain accounts where Lenovo already has a position, and maybe NetApp has a position, too. Then, who's going to do what given a time? So, the biggest challenge that Lenovo has here is also a challenge for NetApp is how they manage together the go to market motion, as well as the service and support because Lenovo's going to have level one, level two support responsibility. They're going to have that revenue to go for support. We'll see how that works out over time. >> I want to ask you what your advice would be to Lenovo leadership in terms of, this deal enables it to go after bigger players and to take over more of the market. But when it's now going head to head with Dell EMC , what do you think it should focus on? >> I think it should focus more on marketing. The products speak for themselves. The competency of these products are well-known. Besides this, it gives Lenovo the opportunity to become more cloud-friendly, too. Because they also have access to all of the software out of NetApp's cloud data services organization. So my main advice would be to Rod, because he's responsible for this, (Rod and Rebecca laugh) is put more wood behind arrow. Get Huawei to put up more money to accentuates the marketing of the product. Create more enthusiasm about the fact that you're now up at another level in terms of being an IT provider to the data center. >> It's a well kept secret as you started out by saying >> Yeah! >> That's right so we've got a business case that we've put together that's starting today obviously. Which involves us getting out and starting to hit the ground running with a lot of media. There's a lot of social media noise today on it obviously. Thanks very much to people like yourselves which is great. And I think we're going to see a lot more marketing-based initiative that run both through the channel as well as to the end users across our, what I classify as our T-1 countries to start with. To Roger's point, though, when we look at the go-to-market, we basically categorize in all the accounts into four boxes. Those accounts where NetApp's very strong and Lenovo's very strong which means Lenovo's strong from the server perspective. NetApp's very strong from the storage perspective. >> FAP would be one of those. >> That's right. That's a very good example. And in that environment, we're going to collaborate and show them we're communicating with each other and ultimately, not fight with each other. We're going to recognize that we want to continue to protect our server business. They're protecting their storage business. We don't want to touch that. In a place where Lenovo, for example, may be weak and NetApp very strong, so they're got a very good storage relationship, we want them to bring our servers into that space. Because obviously if they don't bring us in, then one of our key competitors that is also competitive in NetApp is going to have a foot in the door there somewhere. So, we're going to drive a little bit of a different strategy in that environment. Then, we've got obviously the third environment where Lenovo's very strong from a server perspective and NetApp's nowhere. In that environment, it's free fields for Lenovo to go after that with our new storage array. And then obviously, where we're both neither engaging those customers, it's in acquisition for both. We're going to play and ultimately go after them. There's some really great things that we've been able to put together with this relationship. Like for example, comp neutrality. So, the NetApp teams when we go into that third and fourth box I was just talking about, the NetApp sales force is going to paid the same whether it goes on a Lenovo hardware or goes on the NetApp hardware. So, we've got some pieces that sort of ensure that we don't have conflicts and we're all aligned to ultimately grow and compete with Dell EMC and HPE. >> So, Roger There have been some interesting server and storage partnerships. I think back a decade ago, Dell and EMC did billions of dollars together. It eventually broke up, and then what do you know, it went back together. I think five years ago, NetApp had pretty strong server partnership there. The storage market has changed a lot in the five to ten years. Tell our audience a little bit how NetApp's different, how the storage market's different, and how customers should be thinking about an arrangement like this. >> Well, the storage market's different because there's more alternatives for storage. There's the Cloud: AWS, Azure, even Google Cloud. You get over to Asia, Alibaba over in Asia and so forth. So that's had a very large impact on on-premises storage. The other one is hyper converged. Lenovo's very much a hyper converged business. They have relationships with Nutanix. They've got them with VMware. They have them with Pivot3 and some others. And so, all of these things come together to create a different alternative to the classical three-tier infrastructure: server, networking, and storage. So, all those things are going to exist. And, the upright storage market, while it may be a declining market from a revenue perspective, has a long payoff. It's going to be like mainframe, so it'll be here forever. Like Tate, here forever. It's like me. I'll be here forever. (Rod and Rebecca laugh) So right now, Stu, we're seeing a little bit of a bubble. So we are getting a bubble interns of, this is a good time by the way for Lenovo to have this partnership because there is more likelihood of increase spending for IT. Good economy in the States, good economy over in Europe. Good economy around the world for that matter. I think it's going to last another couple years. 2018, 2019, maybe in the 20's before it starts tailing off again. So the way people are talking to me now, it's kind of like a flush. Hey, we got all this money. We're going to go spend it. Refresh everything. Get more over into Flash. I think they will sell a lot of Flash, even with the entry product, what they call a DE. I think they'll sell a lot of Flash there. And of course up in the DM series, which is the equivalent of NetApp's A200, A300 which are top tier products. They'll sell a lot of Flash there, too. >> I would say as what you just mentioned, the traditional storage market is reducing, but Flash is obviously growing. NetApp last quarter was the number one Flash company in the world. 27.6% market share-- >> Where do I check that out? (Rebecca laughs) That comes from another source >> That comes from another source, yeah sorry. But they hit number one last quarter according to an unknown source. But I think that's really encouraging, right? And at that part of the market Flash is about 30-40% of the overall storage market right now and easily the fastest growing. So this product range really drives an all-Flash array type solution that we can actually take advantage of. >> Rod, we want to get your perspective China, too. That's a big piece of this announcement. Maybe you an talk a little bit about that. I think Roger's got some comments on it. >> Well, think this is a good deal for NetApp. This is the reason why I think maybe the channel conflict won't be as bad as it was for the Dell EMC guys. This is the way for NetApp. NetApp wants to go more and more towards the Cloud. You look at their strategy. It's going more and more towards the Cloud with all of the Cloud data services software that they're developing. And so they're putting more and more emphasis on that. At the same time, the relationship they have with Lenovo gives them the opportunity to get really a creative revenue that otherwise would not get. Allows them maybe to reduce the burden that they would have under manufacturing SGNE expenses and stuff like that. But the big benefit is China. They JB in China is going to give NetApp a entry into China that otherwise would not be able to get because of the laws that the People's Republic of China have. It's a big deal. >> I think we're really excited about China. Obviously that's one of the cornerstones of the deal. So it's an independent organization that's going to be set up. Lenovo will have 51% ownership. NetApp will have 49. Seven board members. Four of them will be Lenovo. Three of them will be NetApp. And ultimately we are going to have that organization just purely specializing on the Lenovo product that is designed by NetApp originally. And it's going to be doing joint IP. We'll have joint developers in there. We'll be able to leverage my existing sales force in China, that's our traditional sales force, to go and drive for everything from a tier one city all the way down to a tier six, tier seven city in PRC. But, that joint venture itself will just be a specialist organization specifically on storage. It's really exciting. >> The thing about the JB it's very very important. Whatever is developed by the JB has to stay in China. That software cannot be taken outside of China because of all the geopolitical issues that you have around the world. Big point. >> Yeah, and a challenge. >> Absolutely It's a challenge that both NetApp and Lenovo have to manage with respect to each other. >> Just for the record, I'm not totally sure. If we develop something in the joint venture, I'm not totally sure that we have to keep that in China. >> I'm not saying that legally you have to. I'm saying emotionally you should. >> Emotional we should. >> Ahhh... >> I was going to say... >> There might be some government concerns on some of that. >> I think it's always going to depend on the government. And we don't want to get into a geopolitical conversation. I think Europe for example will be a lot more liberally open to that sort of stuff >> Speak a little bit about the cultures coming together. NetApp. You've been working on this deal together. sometimes that can be the strength or the challenge. >> I think company cultures are always challenging. And when you get two companies that are, especially right now, as we've heard this morning in some of the sessions, turning the corner. They're both growing. They're both doing very well at the moment. So, there's always a level of confidence, shall we say, in both those situations that you've just got to break down. And I think what we've done very successfully this time is Wei Wei, and George and Kirk, and George and Henri Ricard and myself and Brad Anderson, you saw today who was actually up on stage with us today as well working with us as the executive sponsor on that side. We're lining up our executives globally. All of the field team for Henri Ricard's team and my field team globally have all been interlocking with each other. They're account planning. They're territory planning. We're really trying to break down any of the walls the way may have from a cultural perspective. And really drive a much more open conversation, so we don't get caught out early in the deal. There's a escalation process in the deal. So it goes to a geo level up and then ends up with Henri and myself to actually manage worldwide if something was to get really out of control. But, at the moment, day one, don't see any issues. Seems to be going okay, touch wood. >> They both, Brad and Kirk, said they're complementary companies. Is that your perspective, too? Would you agree with that? >> Well, I think they gave complementary purposes. The interesting thing here is this thing's coming together when both companies are on the uptick. It's not because, go back three years ago and look at where NetApp was three years ago versus where they are today. So it's coming together when both companies, and matter of fact, go back to look at Lenovo two years ago as well >> Absolutely. >> So it's been an uptick that happened here over the last three years, so this thing's coming together when both companies are doing quite well in that respect. >> So-- >> By the way I want to mention Gartner will be publishing a report in September on this transaction from NetApp's point of view. And we'll be publishing a report on in November on this transaction from Lenovo's point of view. >> Great, so one of the things people like Roger and I have to do is, we look at how we would say whether something's successful or not. So I want to get your point first too and then when you look out six, 12, 18 months from now, whether it is successful and the thing I have to say is Kirk and Brad said, well, our goal is to number three in China, and I said isn't that a low bar? Aren't you practically on day one? I mean you're two joint companies. It's going to be there? >> I can't count on my boss to be honest with you. >> You've got the sales team. I know you can do that. >> I would love to. I think at the moment let's just talk about the joint venture for a second. I think the point is at the moment we are only 15% addressable market with our existing range. And so at the moment, we're saying, hey we can address 15% of the market. That puts us way outside of the number 10 slot in PRC. So, to say we want to be number three, is quite ambitious. Especially because we want to try to do it in the next couple of years. So, I actually feel like he's being quite aggressive from a growth perspective, so I think that's quite balanced. Outside of that, I really want to measure us on profitable growth. We really want to diversify our share of wallet and our customer base. We've got a great customer base now from a server perspective. We need to really expand that to ensure that we're taking advantage of the customer feedback we've had. So, I think that's a pretty good spot. >> At the end of the day, the success of non-success of this program is in Rod's hands. (laughing) On the one hand, >> I love the pressure you're putting me under >> And then Laura, on the services support side. People will support this program if they get good quality service and support. So, you have to keep that up for this program. >> Absolutely, and at the moment, the services model is level one and level two is run by Lenovo internally and then level three escalation runs into the NetApp program. We believe we've got a model that runs well. >> A good note to end on. Thanks so much for coming on theCUBE Rod and Roger. >> Thank you very much. >> Thanks for having us I appreciate it very much. It's my inaugural time here. >> First of many. I'm Rebecca Knight for Stu Miniman. We will have more from theCUBE at Lenovo Transform just in a little bit. (techno music)