foreign greetings from San Francisco thecube is live this is our second day of wall-to-wall coverage of VMware Explorer 2022. Lisa Martin and Dave Nicholson here we're going to be talking with some ladies from Rackspace next please welcome Adriana Bustamante VP of strategic alliances and Hannah Deuce director of strategic alliances from Rackspace it's great to have you on the program thank you so much for having us good afternoon good morning is it lunchtime already almost almost yes and it's great to be back in person we were just talking about the keynote yesterday that we were in and it was standing room only people are ready to be back they're ready to be hearing from VMware it's ecosystem its Partners it's Community yes talk to us Adriana about what Rackspace is doing with Dell and VMware particularly in the healthcare space sure no so for us Partnerships are a big foundation to how we operate as a company and um and I have the privilege of doing it for over over 16 years so we've been looking after the dell and VMware part partnership ourselves personally for the last three years but they've been long-standing partners for for us and and how do we go and drive more meaningful joint Solutions together so Rackspace you know been around since since 98 we've seen such an evolution of coming becoming more of this multi-cloud transformation agile Global partner and we have a lot of customers that fall in lots of different verticals from retail to public sector into Healthcare but we started noticing and what we're trying trying to drive as a company is how do we drive more specialized Solutions and because of the pandemic and because of post-pandemic and everyone really trying to to figure out what the new normal is addressing different clients we saw that need increasing and we wanted to Rally together with our most strategic alliances to do more Hannah talk about obviously the the pandemic created such problems for every industry but but Healthcare being front and center it still is talk about some of the challenges that Healthcare organizations are coming to Rackspace going help yeah common theme that we've heard from some of our large providers Healthcare Providers has been helped me do more with less which we're all trying to do as we navigate The New Normal but in that space we found the opportunity to really leverage some of our expertise long-term expertise and that the talent and the resource pool that we had to really help in a some of the challenges that are being faced at a resource shortage Talent shortage and so Rackspace is able to Leverage What what we've done for many many years and really tailor it to the outcomes that Health Care Providers are needing nowadays that more with less Mantra runs across the gamut but a lot of it's been helped me modernize helped me get to that next phase I can't I can't I don't have the resources to DIY it myself anymore I need to figure out a more robust business continuity program and so helping with business continuity Dr you know third copies of just all all this data that's growing so it's not just covered pandemic driven but it's that's definitely driving the the need and the requirement to modernize so much quicker it's interesting that you mentioned rackspace's history and expertise in doing things and moving that forward and leveraging that pivoting focusing on specific environments to create something net new we've seen a lot of that here if you go back 10 years I don't know if that's the perfect date to go back to but if you go back 10 years ago you think about VMware where would we have expected VMware to be in this era of cloud we may have thought of things very very differently differently Rackspace a Pioneer in creating off-premises hey we will do this for you didn't even really call it Cloud at the time right but it was Cloud yeah and so the ability for entities like Rackspace like VMware we had a NetApp talking to us about stuff they're doing in the cloud 10 years ago if you I would say no they'd be they'll be gone they'll be gone so it's really really cool to see Rackspace making this transition and uh you know being aware of everything that's going on and focusing on the best value proposition moving forward I mean am I am I you know do I sound like somebody who would who would fit into the Rackspace culture right now or do I not get it yes you sound like a rocker we'll make you an honorary record that's what we call a Rackspace employees yes you know what we've noticed too and is budgets are moving those decision makers are moving so again 10 years ago just like you said you would be talking to sometimes a completely different Persona than we do than we do today and we've seen a shift more towards that business value we have a really unique ability to bring business and Technical conversations together I did a lot of work in the past of working with a lot of CMO and and digital transformation companies and so helping bring it and business seeing the same and how healthcare because budgets are living in different places and even across the board with Rackspace people are trying to drive more business outcomes business driven Solutions so the technical becomes the back end and really the ingredients to make all of that all of that happen and that's what we're helping to solve and it's a lot it's very fast paced everyone wants to be agile now and so they're leaning on us more and more to drive more services so if you've seen Rackspace evolve we're driving more of that advisement and those transformation service type discussions where where our original history was DNA was very much always embedded in driving a great experience now they're just wanting more from us more services help us how help us figure out the how Adriana comment on the outcomes that you're helping Healthcare organizations achieve as as we as we it's such a relatable tangible topic Healthcare is Right everybody's everybody's got somebody who's sick or you've been sick or whatnot what are some of those outcomes that we can ex that customers can expect to achieve with Rackspace and VMware oh great great question so very much I can't mentioned earlier it's how do I modernize how do I optimize how do I take the biggest advantage of the budgets and the landscape that I have I want to get to the Cloud we need to help our patients and get access to that data is this ready to go into the cloud is this not ready to go into the cloud you know how do we how do we help make sure we're taking care of our patients we're keeping things secure and accessible you know what else do you think is coming up yeah and one specific one uh sequencing genetic sequencing and so we've had this come up from a few different types of providers whether it's medical devices that they may provide to their end clients and an outcome that they're looking for is how do we get how do we leverage um here's rip here's what we do but now we have so many more people we need to give this access to we need them to be able to have access to the sequencing that all of this is doing all of these different entities are doing and the outcome that they're trying to get to to is more collaboration so so that way we can speed up in the face of a pandemic we can speed up those resolutions we could speed up to you know whether it's a vaccine needed or something that's going to address the next thing that might be coming you know um so that's a specific one I've heard that from a handful of different different um clients that that we work with and so trying to give them a Consolidated not trying to we are able to deliver them a Consolidated place that their application and tooling can run in and then all of these other entities can safely and securely access this data to do what they're going to do in their own spaces and then hopefully it helps the betterment of of of us globally like as humans in the healthcare space we all benefit from this so leveraging the technology to really drive a valuable outcome helps us all so so and by the way I like trying to because it conveys the proper level of humility that we all need to bring to this because it's complicated and anybody who looks you in the eye it pretends like they know exactly how to do it you need to run from those people no it is and and look that's where our partners become so significant we we know we're Best in Class for specific things but we rely on our Partnerships with Dell and VMware to bring their expertise to bring their tried and true technology to help us all together collectively deliver something good technology for good technology for good it is inherently good and it's nice when it's used for goodness it's nice when it's yeah yeah talk about security for a second you know we've seen the threat landscape change dramatically obviously nobody wants to be the next breach ransomware becoming a household term it's now a matter of when we get a head not F where has security gone in terms of conversations with customers going help us ensure that what we're doing is delivering data access to the right folks that need it at the right time in real time in a secure fashion no uh that's another good question in hot and burning so you know I think if we think about past conversations it was that nice Insurance offering that seemed like it came at a high cost if you really need it I've never been breached before um I'll get it when I when I need it but exactly to your point it's the win and not the if so what we're finding and also working with a nice ecosystem of Partners as well from anywhere from Akamai to cloudflare to BT it's how do we help ensure that there is the security as Hannah mentioned that we're delivering the right data access to the right people and permissions you know we're able to help meet multitude of compliance and regulations obviously health care and other regulated space as well we look to make sure that from our side of the house from the infrastructure that we have the right building blocks to help them Reach those compliance needs obviously it's a mutual partnership in maintaining that compliance and that we're able to provide guidance and best practices on to make sure that the data is living in a secure place that the people that need access to it get it when they when they need it and monitor those permissions and back to your complexity comment so more and more complex as we are a global global provider so when you start to talk to our teams in the UK and our our you know clients there specializing um kind of that Sovereign Cloud mentality of hey we need to have um we need to have a cloud that is built for the specific needs that reside within Healthcare by region so it's not just even I mean you know we're we're homegrown out of San Antonio Texas so like we know the U.S and have spent time here but we've been Global for many years so we just get down into the into the nitty-gritty to customize what's needed within each region well Hannah is that part of the Rackspace value proposition at large moving forward because frankly look if I if I want if I want something generic I can I can swipe credit card and and fire up some Services sure um moving forward this is something that is going to more characterize the Rackspace experience and I and I understand that the hesitancy to say hey it's complicated it's like I don't want to hear that I want to hear that it's easy it's like well okay we'll make it easy for you yes but it's still complicated is that okay that's the honest that's that's the honest yeah that's why you need help right that's why we need to talk about that because people people have a legitimate question why Rackspace yep and we don't I don't want to put you on the spot but no yeah but why why Rackspace you've talked a little bit about it already but kind of encapsulate it oh gosh so good good question why Rackspace it's because you can stand up [Laughter] well you can you do it there's many different options out there um and if I had a PowerPoint slide I'd show you this like lovely web of options of directions that you could go and what is Rackspace value it's that we come in and simplify it because we've had experience with this this same use case whatever somebody is bringing forward to us is typically something we've dealt with at numerous times and so we're repeating and speeding up the ability to simplify the complex and to deliver something more simplified well it may be complex within us and we're like working to get it done the outcome that we're delivering is is faster it's less expensive than dedicating all the resources yourself to do it and go invest in all of that that we've already built up and then we're able to deliver it in a more simplified manner it's like the duck analogy the feet below the water yes exactly and a lot of expertise as well yes a lot talk a little bit about the solution that that Dell VMware Rackspace are delivering to customers sure so when we think about um Healthcare clouds or Cloud specific to the healthcare industry you know there's some major players within that space that you think epic we'll just use them as an example this can play out with others but we are building out a custom or we have a custom clouds able to host epic and then provide services up through the Epic help application through partnership so that is broadening the the market for us in the sense that we can tailor what the what that end and with that healthcare provider needs uh do they do they have the expertise to manage the application okay you do that and then we will build out a custom fit Cloud for that application oh and you need all the adjacent things that come with it too so then we have reference architecture you know built out already to to tailor to whatever all those other 40 80 90 hundreds of applications that need to come with that and then and then you start to think about Imaging platforms so we have Imaging platforms available for those specific needs whether it's MRIs and things like that and then the long-term retention that's needed with that so all of these pieces that build out a healthcare ecosystem and those needs we've built those we've built those out and provide those two to our clients yesterday VMware was talking about Cloud chaos yes and and it's true you talk about the complexity and Dave talks about it too like acknowledging yes this is a very complex thing to do yeah there's just so many moving parts so many Dynamics so many people involved or lack thereof people they they then talked about kind of this this the goal of getting customers from cloud chaos to Cloud smart how does that message resonate with Rackspace and how are you helping customers get from simplifying the chaos to eventually get to that cloud smart goal so a lot of it I I believe is with the power of our alliances and I was talking about this earlier we really believe in creating those powerful ecosystems and Jay McBain former for Forester analyst talks about you know the people are going to come ahead really are serve as that orchestration layer of bringing everybody together so if you look at all of that cloud chaos and all of the different logos and the webs and which decisions to make you know the ones that can help simplify that bring it all together like we're going to need a little bit of this like baking a cake in some ways we're going to need a little bit of sugar we'll need this technology this technology and whoever is able to put it together in a clean and seamless way and as Hannah said you know we have specific use cases in different verticals Healthcare specifically and talking from the Imaging and the Epic helping them get hospitals and different you know smaller clinics get to the edge so we have all of the building blocks to get them what they need and we can't do that without Partners but we help simplify those outcomes for those customers yep so there's where they're Cloud smart so then they're like I want I want to be agile I want to work on my cost I want to be able to leverage a multi-cloud fashion because some things may may inherently need to be on Azure some things we inherently need to be on VMware how do we make them feel like they still have that modernized platform and Technology but still give the secure and access that they need right yeah we like to think of it as are you multi-cloud by accident or multi-cloud by Design and help you get to that multi-cloud by Design and leveraging the right yeah the right tools the right places and Dell was talking about that just that at Dell Technologies world just a couple months ago that most most organizations are multi-cloud by default not designed are you seeing any customers that are are able or how are you able to help customers go from that we're here by default for whatever reason acquisition growth.oit line of business and go from that default to a more strategic multi-cloud approach yes it takes planning and commitment you know you really need the business leaders and the technical leaders bought in and saying this is what I'm gonna do because it is a journey because exactly right M A is like inherited four different tools you have databases that kind of look similar but they're a little bit different but they serve four different things so at Rackspace we're able to help assess and we sit down with their teams we have very amazing rock star expertise that will come in and sit with the customers and say what are we trying to drive for it let's get a good assessment of the landscape and let's figure out what are you trying to get towards in your journey and looking at what's the best fit for that application from where it is now to where it is where it wants to be because we saw a lot of customers move to the cloud very quickly you know they went Cloud native very fast some of it made sense retailers who had the spikiness that completely made sense we had some customers though that we've seen move certain workloads they've been in the public Cloud now for a couple years but it was a static website it doesn't make as much sense anymore for certain things so we're able to help navigate all of those choices for them so it's interesting you just you just said something sort of offhand about having experts having them come in so if I am a customer and I have some outcome I want to achieve yes the people that I'm going to be talking to from Rackspace or from Rackspace and the people from Rackspace who are going to be working with the actual people who are deploying infrastructure are also Rackspace people so the interesting contrast there between other circumstances oftentimes is you may have a Global Systems integrator with smart people representing what a cloud provider is doing the perception if they try to make people perceive that okay everybody is working in lockstep but often there are disconnects between what the real capabilities are and what's being advertised so is that I mean I I know it's like a leading question it's like softball get your bats out but I mean isn't that an advantage you've got a single you know the saying used to be uh one throat to show now it's one back to pack because it's kind of Contour friendly yeah yeah but talk about that is that a real Advantage it does it really helps us because again this is our our this is our expertise this is where we where we live we're really close to the infrastructure we're great at the advisement on it we can help with those ongoing and day two management and Opera in operations and what it feels like to grow and scale so we lay this out cleanly and and clearly as possible if this is where we're really good we can we can help you in these areas but we do work with system integrators as well and part of our partner Community because they're working on sometimes the bigger overall Transformations and then we're staying look we understand this multi-cloud but it helps us because in the end we're doing that end to end for for them customer knows this is Rackspace and on hand and we we really strive to be very transparent in what it is that we want to drive and outcomes so sometimes at the time where it's like we're gonna talk about a certain new technology Dell might bring some of their Architects to the table we will say here is Dell with us we're doing that actively in the healthcare space today and it's all coming together but you know at the end of the day this is what Rackspace is going to drive and deliver from an end to end and we tap those people when needed so you don't have to worry about picking up the phone to call Dell or VMware so if I had worded the hard-hitting journalist question the right way it would have elicited the same responses that yeah yeah it drives accountability at the end of the day because what we advised on what we said now we got to go deliver yeah and it's it's all the same the same organization driving accountability so from a customer perspective they're engaging Rackspace who will then bring in dell and VMware as needed as we find the solution exactly we have all of the certification I mean the team the team is great on getting all of the certs because we're getting to handling all of the level one level two level three business they know who to call they have their dedicated account teams they have engagement managers that help them Drive what those bigger conversations are and they don't have to worry about the experts because we either have it on hand or we'll pull them in as needed if it's the bat phone we need to call awesome ladies thank you so much for joining Dave and me today talking about what Rackspace is up to in the partner ecosystem space and specifically what you're doing to help Healthcare organizations transform and modernize we appreciate your insights and your thoughts yeah thank you for having us thank you pleasure for our guests and Dave Nicholson I'm Lisa Martin you're watching thecube live from VMware Explorer 2022 we'll be back after a short break foreign [Music]

>>from around the globe. It's the Cube with digital coverage of AWS reinvent 2020 sponsored by Intel, AWS and our community partners. >>Hello and welcome back to the cubes Virtual coverage of AWS reinvent 2020. Um, John for your host with a cube virtual were not there in person, but we're gonna do it our job with the best remote we possibly can. Where? Wall to wall coverage on the AWS reinvent site as well as on demand on the Cube. Three new 3 65 platform. We got some great power panel analysts here to dig in and discuss Partner Day for a W S what it means for the customer. What it means for the enterprise, the buyer, the people trying to figure out who to buy from and possibly new partners. How can they re engineer and reinvent their company to partner better with Amazon, take advantage of the benefits, but ultimately get more sales? We got Tim Crawford, star Beat Joel and Day Volonte, Friends of the Cube. We all know him on Twitter, You guys, the posse, the Cube policy. Thanks for coming on. I'm sure it's good guys entertaining and we're >>hanging out drinking beer. Oh, my God. That'd be awesome. You guys. >>Great to have you on. I wanted to bring you on because it's unique. Cross section of perspectives. And this isn't This is from the end user perspective. And, Tim, you've been talking about the c x o s for years. You expert in this? Sorry. You're taking more from a cloud perspective. You've seen the under the hood. What's happening? Let's all put it together. If your partner Okay, first question to the group. I'm a partner. Do I win with Amazon, or do I lose with Amazon? First question. >>Yeah, I'll jump in. I'll say, you know, regardless you win, you win with Amazon. I think there's a lot of opportunity for partners with Amazon. Um, you have to pick your battles, though. You have to find the right places where you can carve out a space that isn't too congested but also isn't really kind of fettered with a number of incumbents. And so if you're looking at the enterprise space, I think that there is a ton of potential because, let's face it, >>Amazon >>doesn't have all of the services packaged in a way that the enterprise can consume. And I think that leaves a lot of fertile ground for s eyes and I SVS to jump in and be able to connect those dots so I'd say it's win, win >>start be if you're like a so cohesively onstage. Jackson's coming out talking about China, the chips and data. If you're like a vendor and I s V you're a startup or your company trying to reinvent How do you see Amazon as a partner? >>Yeah, I see Amazon as a big market for me. You know, it increased my sort of tam, if you will. Uh, the one big sort off trend is that the lines between technology providers and service providers are blurred. Actually, it's flipping. I believe it will flip at some time. We will put consume technology from service providers, and they are becoming technology providers. Actually, they're not just being pipe and power kind of cloud. They are purely software, very high sort of highly constructed machinery, if you will. Behind the scenes with software. >>That's >>what Amazon is, uh, big machine. If you are, and you can leverage that and then you can help your customers achieve their business called as a partner. I think's the women and the roll off. Actually, Assize is changing, I believe a size. Well, I thought they were getting slow, sidetracked by the service providers. But now they have to actually change their old the way they they used to get these, you know, shrink wrap software, and then install and configure and all that stuff. Now it's in a cloud >>on >>they have to focus a little more on services, and and some of the s eyes are building tools for multi cloud consumption and all that. So things are changing under under this whole big shift to go out. >>I mean, I think if you're in S I and you're lifting and shifting, you make a few bucks and helping people do that deal with the tech. But I think we're the rial. Money is the business transformation, and you find the technology is there, it's it's another tool in the bag. But if you can change your operating model, that's gonna drive telephone numbers to the bottom line. That's a boardroom discussion, and that's where the real dollars are for s eyes. That's like that's why guys like Accent you're leading leading into the cloud Big time >>e think I think you're absolutely right, David. I think that's that's one aspect that we have to kind of call out is you can be one of those partners that is focused on the transaction and you'll be successful doing that. But you're absolutely right. If you focus on the long game. I think that is just like I said, completely fertile ground. And there are a lot of opportunities because historically Amazon was ah was a Lego parts, uh, type of cloud provider, right? They provided you with the basic building blocks, which is great for Web scale and startups not so good for enterprise. And so now Amazon is starting to put together in package part, so it's more consumable by enterprises. But you still need that help. And as Sarpy just mentioned, you also have to consider that Amazon is not the only aspect that you're gonna be using. You're gonna be using other providers to. And so I think this again is where partners they pick a primary, and then they also bring in the others where appropriate. >>All right, I want to get into this whole riff. I have a cherry chin on day one. Hey, came on the special fireside chat with me and we talked about, um, cloud errors before cloud Amazon. And now I'll call postcode because we're seeing this kind of whole new, you know, in the cloud kind of generation. And so he said, OK, this pre cloud you had Amazon generation, whereas lift and shift. Ah, lot of hybrid And you have everything is in the cloud like a snowflake kind of thing. And he kind of call it the reptiles versus the amphibians you're on. See your inland, your hybrid, and then you're you're in the water. I mean, so So he kind of went on, Took that another level, meaning that. Okay, this is always gonna be hybrid. But there's a unique differentiation for being all in the cloud. You're seeing different patterns. Amazon certainly has an advantage. See, Dev Ops guru, that's just mining the data of their entire platform and saying Okay, Yeah, do this. There's advantages for being in the cloud that aren't available. Hybrid. So amphibian on land and sea hybrid. And then in the cloud. How do you guys see that if you're a partner. You wanna be on the new generation. What's the opportunity to capture value? He has hybrid certainly coexist. But in the new era, >>remember Scott McNealy used to talk about car makers and car dealers. And of course, Sun's gone. But he used to say, We want to be a carmaker. Car dealers. They got big houses and big boats, but we're gonna be a carmaker. Oh, I think it's some similarities here. I mean, there's a lot of money to be made as a as a car dealer. But you see, companies like Dell, H P E. You know, they want to be carmakers. Obviously Google Microsoft. But there are gonna be a lot of successful really big carmakers in this game. >>Yeah, I believe I believe I always call it Amazon Is the makers cloud right, So they are very developer friendly. They were very developer friendly for startups. Uh, a stem said earlier, but now they are very developer, friendly and operations friendly. Now, actually, in a way for enterprises, I believe, and that the that well, the jerry tend to sort of Are you all all in cloud are sitting just in the dry land. Right now, I think every sort off organization is in a different sort off mature, at different maturity level. But I think we're going all going towards a technology consumption as a service. Mostly, I think it will be off Prem. It can be on Prem in future because off age and all that. And on that note, I think EJ will be dominated by Tier one cloud providers like crazy people who think edge will be nominally but telcos and all that. I think they're just, uh, if >>I made Thio, if I may interject for a second for the folks watching, that might not be old enough to know who Scott McNealy is. He's the founder of Sun Microsystems, which was bought by Oracle years ago. Yeah, basically, because many computer, there's a lot of young kids out there that even though Scott McNealy's But remember, >>do your homework, Scott, you have to know who Scott Scott McNealy >>also said, because Bill Gates was dominant. Microsoft owns the tires and the gas to, and they want to own the road. So remember Microsoft was dominating at that time. So, Tim Gas data is that I mean, Amazon might have everything there. >>I was gonna go back to the to the comment. You know, McNeely came out with some really, really good analogies over his tenure. Um, it's son and you know, son had some great successes. But unfortunately, Cloud is not as simplistic as buying a car and having the dealership and the ecosystem of gas and tires. And the rest you have to think about the toll journey. And that journey is incredibly complicated, especially for the enterprise that's coming from legacy footprints, monolithic application stacks and trying to understand how to make that transition. It's almost it's almost, in a way mawr analogous to your used to riding a bike, and now you're gonna operate a semi. And so how do you start to put all of the pieces into place to be able to make that transition? And it's not trivial. You have to figure out how your culture changes, how your processes changes. There are a lot of connected parts. It's not a simple as the ecosystem of tires and gas. We have to think about how that data stream fits in with other data streams where analytics are gonna be done. What about tying back to that system of record that is going to stay on the legacy platform. Oh, and by the way, some of that has to still stay on Prem. It can't move to the cloud yet. So we have this really complicated, diverse environment that we have to manage, and it's only getting more complicated. And I think that's where the opportunity comes in for the size and s visas. Step into that. Understand that journey, understand the transitions. I don't believe that enterprises, at least in the near term, let alone short term, will be all in cloud. I think that that's more of a fantasy than reality. There is a hybrid state that that is going to be transitory for some period of time, and that's where the big opportunity is. >>I think you're right on time. I think just to double down on that point, just to bring that to another level is Dave. Remember back in the days when PCs where the boom many computers with most clients there was just getting started? There was a whole hype cycle on hard drives, right? Hard drives were the thing. Now, if you look out today, there's more. Observe, ability, startups and I could count, right? So to Tim's point, this monolithic breakdown and component izing decomposing, monolithic APs or environments with micro services is complex. So, to me, the thing that I see is that that I could relate to is when I was breaking in in the eighties, you had the mainframes. Is being the youngun I'm like, Okay, mainframes, old monolithic client server is a different paradigm thing. You had, uh, PCs and Internet working. I think all that change is happening so fast right now. It's not like over 10 years to Tim's points, like mainframes to iPhones. It's happening in like three years. Imagine crunching all that complexity and change down to a short window. I think Amazon has kind of brought that. I'm just riffing on that, But >>yeah, you're absolutely right, John. But I think there's another piece and we can use a very specific example to show this. But another piece that we have to look at is we're trying to simplify that environment, and so a good place to simplify that is when we look at server lis and specifically around databases, you know, historically, I had to pick the database architecture that the applications would ride on. Then I have to have the infrastructure underneath and manage that appropriately so that I have both the performance a swell, a security as well as architecture. Er and I have to scale that as needed. Today, you can get databases of service and not have to worry about the underpinnings. You just worry about the applications and how those data streams connect to other data streams. And so that's the direction that I think things were going is, and we see this across the enterprise we're looking for. Those packaged package might be a generalized term, but we're looking for um, or packaged scenario and opportunity for enterprises rather than just the most basic building blocks. We have to start putting together the preformed applications and then use those as larger chunks. And >>this is the opportunity for a size I was talking before about business transformation. If you take, take Tim's database example, you don't need somebody anymore. Toe, you know, set up your database to tune it. I mean, that's becoming autonomous. But if you think about the way data pipelines work in the way organizations are structured where everything because it goes into this monolithic data lake or and and And it's like generic content coming in generic data where the business owner has to get in line and beg a data scientist or quality engineered or thio ingest a new data source. And it's just like the old data warehouse days where I think there's tremendous opportunities for s eyes to go in a completely re architect. The data model. Sergeant, This is something you and I were talking about on Twitter. It's That's why I like what snowflakes doing. It's kind of a AWS is trying to do with lasted glue views, but there's a whole business transformation opportunity for s eyes, which I just think is huge. Number l >>e all talk. Go ahead. Sorry. Yeah, >>I think we >>all talk, but we know we all agree on one thing that the future is hybrid for at least for next. You know, 10 years, if not more. Uh, hybrid is hard. The data proximity is, uh, very important. That means Leighton see between different workloads, right? That's super important. And I talk about this all the time and almost in every conversation I have about about. It's just scenario, is that there three types of applications every every enterprise systems or fractured systems, systems of engagement and the systems of innovation and my theory of cloud consumption tells me that sooner or later, systems off record. We'll move into SAS SAS world. That's that's how I see it. There's no other way around, I believe, and the systems off engagement or systems off differentiation something and call it. They will leverage a lot off platforms, the service and in that context context, I have said it many times the to be a best of the breed platform. As a service, you have to be best off the breed, um, infrastructure as a service provider. And that's Amazon. And that is that's also a zero to a certain extent, and then and and Google is trying to do that, too. So the feature sort off gap between number one cloud and two and three is pretty huge. I believe I think Amazon is doing great data democratization through several less. I just love serving less for that Several things over. Unless there is >>a winning formula is no doubt about several times I totally agree. But I think one of the things that I miss it has done is they've taken server lists. They brought their putting all the I as and the chips, and they're moving all the value up to the service layer, which gives them the advantage over others. Because everyone else is trying to compete down here. They're gonna be purpose built. If you look what Apple is doing with the chips and what the Amazon is doing, they're gonna kind of have this chip to chip scenario and then the middle. Where in between is the container ization, the micro services and Lambda? So if you're a developer, you approach is it's programmable at that point that could that could be a lock spec. I think for Amazon, >>it absolutely could be John. But I think there's another aspect here that we have to touch on, especially as we think about partners and where the opportunities come in. And that is that We often talk about non cloud to cloud right, how to get from on Prem to cloud. But the piece that you also have thio bring into the conversation is Theo edge to cloud continuum and So I think if you start to look at some of the announcements this week from AWS, you start looking at some of the new instance types uh, that are very ai focused. You look at the two new form factors for outposts, which allows you to bring cloud to a smaller footprint within an on premise premises, situation, uh, different local zones. And then Thea other piece that I think is really interesting is is their announcements around PCs and eks anywhere being able to take cloud in kubernetes, you know, across the board. And so the challenge here is, as I mentioned earlier, complexity is paramount. It's concern for enterprises just moving to cloud. You start layering in the edge to cloud continuum, and it just it gets exponentially more complicated. And so Amazon is not going to be the one to help you go through that. Not because they can't, but frankly, just the scale of help that is going to be needed amongst enterprises is just not there. And so this is really where I think the opportunity lies for the s eyes and I SVS and partners. You >>heard how Jassy defined hybrid John in the article that you wrote when you did your one on one with him, Tim and the in the analyst call, you answered my question and then I want to bring in Antonio near his comment. But Jassy basically said, Look, we see the cloud bring We're gonna bring a W s to the edge and we see data centers. This is another edge node and San Antonio Neary after HP is pretty good quarter uh came out and said, Well, we heard the public cloud provider talking about hybrid welcome, you know? >>Yeah, they were going and then getting here jumped on that big time. But we'll be looking hybrid. Tim nailed The complexity is the is the evil is friction is a friction area. If the complexity could be mastered by the edge provider closest to the customer, that's gonna be valuable, um, for partners. And then we can do that. Amazon's gonna have to continue to remove the friction and putting that together, which is why I'm nervous about their channel partners. Because if I'm a partner, I asked myself, How do I make money with Amazon? Right? At the end of the day, it's money making right. So how can I be successful? Um, not gonna sell more in the marketplace. Will the customer consumer through there? Is it friction or is a complex So this notion of complexity and friction becomes a double edged sword Tim on both sides. So we have five minutes left. Let's talk about the bottom side Complexity, >>friction. So you're absolutely right, John. And you know, the other thing that that I would say is for the partner, you have to look beyond what Amazon is selling today. Look at where the customers are going. And you know, David, I think you and I were both in an analyst session with Andy Jassy several years ago where one of the analysts asked the question. So you know, what's your perspective on Hybrid Cloud? In his response, candidly was, while we have this particular service and really, what he was talking to is a service that helps you on board to Amazon's public cloud. There was there was not an acknowledgment of hybrid cloud at the time, But look at how things have changed just in a short few years, and I understand where Jassy is coming from, but this is just exemplifies the fact that if you're a partner, you have to look beyond what Amazon is saying and think toe how the customer is evolving, how the enterprise is evolving and get yourself ahead of them. That will position you best for both today. And as you're building for the future. >>That's a great point, Dave. Complexity on buying. I'm a customer. You can throw me a marketplace all you want, but if I'm not gonna be tied into my procurement, how I'm consuming technology. Tim's point. Amazon isn't the only game in town. I got other suppliers. >>Yeah, well, certainly for some technology suppliers, they're basically could bring their on prem estate if it's big enough into the cloud. Uh, you know what is big enough? That's the big question here. You know, our guys like your red hats big enough. Okay, we know that Nutanix pure. They're sort of the next layer down. Can they do? They have enough of a customer base that they could bring into the cloud, create that abstraction layer, and then you got the born in the cloud guy Snowflake, Colombia or two good examples. Eso They've got the technology partners and then they're the size and consultants. And again, I see that is the really big opportunity is 10 points out? Amazon is acknowledging that hybrid Israel in in a newly defined way, they're going out to the edge, find you wanna call data center the edge. How are they going to support those installations? How are they gonna make sure that they're running properly? That they're connected to the business process? Those air That's s I whitespace. Huge. >>Guys, we have to wrap it up right now. But I just end on, you know, we'll get everyone go A little lightning around quick soundbite on the phrase with him, which stands for what's in it from me. So if I'm a partner, I'm a customer. I look at Amazon, I think. What's in it for me? Yeah. What a za customer like what do I get out of this? >>Yeah, having done, like more than 100 data center audits, and I'm seeing what mess up messes out there and having done quite a few migrations to cloud migrations of the messy messages piece, right? And it doesn't matter if you're migrating 10% or 20 or 30 it doesn't matter that how much you're migrating? It's a messy piece, and you cannot do with our partners that work. Actually, you need that. Know how you need to infuse that that education into into your organization, how to consume cloud, how toe make sense of it, how you change your processes and how you train your people. So it touches all the products, people and processes. So on three years, you gotta have partners on your side to make it >>so Hey, I'll go quick. And, Tim, you give you the last word. Complexity is cash. Chaos is cash. Follow the complexity. You'll make cash. >>Yeah, you said it, David. I think anyway, that you can help an enterprise simplify. And if you're the enterprise, if you're the customer, look for those partners. They're gonna help you simplify the journey over time. That's where the opportunity really lies. >>Okay, guys, Expert power panel here on Cuba live program, part of AWS reinvent virtual coverage, bringing you all the analysis from the experts. Digital transformations here. What's in it for me is a partner and customer. Help me make some money, master complexity and serve my customer. Mister Cube. Thanks for watching >>que Yeah, from around the globe. It's the cute

>>From the cube studios in Palo Alto in Boston, connecting with thought leaders all around the world. This is a cute conversation. Welcome to this cube conversation. I'm Lisa Martin pleased to be joined once again by the co CEO of mem sequel, Raj Verma, Raj, welcome back to the program. >>Thank you very much, Lisa. Great to see you as always. >>It's great to see you as well. I always enjoy our conversations. So why don't you start off because something that's been in the news the last couple of months besides COVID is one of your competitors, snowflake confidentially filed IPO documents with the sec a couple months ago. Just wanted to get your perspective on from a market standpoint. What does that signify? >>Yeah. Firstly, congratulations to the snowflake team. Uh, you know, I've, I have a bunch of friends there, you know, John McMahon, my explosives on the board. And I remember having a conversation with him about seven years ago and it was just starting off and I'm just so glad for him and Bob Mobileye. And, and as I said, a bunch of my friends who are there, um, they're executed brilliantly and, uh, I'm thrilled for that. So, um, we are hearing as to what the outcomes are likely to be. And, uh, it just seems like, uh, you know, it's going to be a great help. Um, and I think what it signifies is firstly, if you have a bit technology and if you execute well, good things happen and there's enough room for innovation here. So that is one, the second aspect is I think, and I think more importantly, what it signifies is a change of thought in the database market. >>If you really see, um, and know if my memory serves me right in the last two decades or probably two and a half buckets, we just had one company go public in the database space and that was Mongo. And, um, and that was in, I think October, 2017 and then, uh, two and a half years. So three years we've seen on other ones and uh, from the industry that we know, um, you know, there are going to be a couple that are going to go out in the next 18 months, 24 months as well. So the fact is that we had a, the iron grip on the database market for almost, you know, more than two decades. It was Oracle, IBM that a bit of Sybase and SAP HANA. And now there are a bunch of companies which are helping solve the problems of tomorrow with the technology of the month. >>And, uh, and that is, um, that is snowflake is a primary example of that. Um, so that's a, that's good change. God is good. I do think the incumbents are gonna find it harder and harder going forward. And also if you really see the evolution of the database market, the first sort of workloads that moved to the cloud with the developer workloads and the big benefactor that that was the no secret movement and one company that executed in my opinion, the best was Mongol. And they were the big benefactor of that, that sort of movement to the cloud. The second was the very large, but Moisey database data warehouse market, and a big benefactor of that has been snowflake big queries, the other one as well. However, the biggest set of tsunami of data that's we are seeing move to the cloud is the operational data, which is the marriage of historical data with real time data to give you real time insights as, or what we call the now are now. >>And that's going to be much, much bigger than, uh, than both the, you know, sequel or the developer data movement and the data warehouse. And we hope to be a benefactor of that. And then the shake up that happens in the database market and the change that's happening there, isn't a vendor take on market anymore, and that's good because you don't then have the stranglehold that Oracle had and you know, some of the ways that are treated as customers and help them to run some, et cetera, um, yeah. And giving customers choice so that they can choose what's best for the business is going to be, it's going to be great. And me are going to see seven to 10 really good database companies in large, in the next decade. And we surely hope them secret as one of them of, we definitely have the, have the potential to be one of them. >>You have the market, we have the product, we have the customers. So, you know, as I tell my team, it's up to us as to what we make of it. And, um, you know, we don't worry that much about competition. You did mention snowflake being advantage station. We, yeah, sure. You know, we do compete on certain opportunities. However, their value proposition is a little more single-threaded than ours. So they are more than the Datavail house space are. Our vision of the board is that, uh, you know, you should have a single store for data, whether it's database house, whether it's developer data or whether it's operational data or DP data. And, uh, you know, watch this space from orders. We make somebody exciting announcements. >>So dig into that a little bit more because some of the news and the commentary Raj in the last, maybe six weeks since the snowflake, um, IPO confidential information was released was, is the enterprise data warehouse dead. And you just had a couple of interesting things we're talking about now, we're seeing this momentum, huge second database to go public in two and a half bigots. That's huge, but that's also signifying to a point you made earlier. There's, there's a shift. So memes SQL isn't, we're not talking about an EDW. We're talking about operational real time. How do you see that if you're not looking in the rear view mirror, those competitors, how do you see that market and the opportunities? >>Yeah, I, I don't think the data warehouse market is dead at thought. I think the very fact that, you know, smoke makers going out at whatever valuation they go out, which is, you know, tens of billions of dollars is, um, is a testimony to the fact that, you know, it's a fancy ad master. This is what it is. I mean, data warehouses have existed for decades and, uh, there is a better way of doing it. So it's a fancy of mousetrap and, and that's great. I mean, that's way to money and it's clearly been demonstrated. Now what we are saying is that I think that is a better way to manage the organization's data rather than having them categorized in buckets of, you know, data warehouse, data developer, data DP, or transactional data, you know, uh, analytical data. Is there a way to imagine the future where there is one single database that you can quit eat, or data warehouse workloads for operational workloads, for OLTB work acknowledge and gain insights. And that's not a fancier mousetrap that is a data strategy reimagine. And, uh, and that's our mission. That's our purpose in life right now and are very excited about it's going to be hard. It's not, it's not a given it's a hard problem to solve. Otherwise, if you can solve it before we have the, uh, we have the goods to deliver and the talent, the deliberate, and, um, we are, we are trying it out with some very, very marquee customers. So we've been very excited about, >>Well, changing of the guard, as you mentioned, is hard. The opposite is easy, the opposite, you know, ignoring and not wanting to get out of that comfort zone. That's taken the easy route in my opinion. So it seems like we've got in the market, this, this significant changing of the guard, not just in, you know, what some of your competition is doing, but also from a customer's perspective, how do you help customers, especially institutions that have been around for decades and decades and decades pivot quickly so that the changing of the guard doesn't wipe them out. >>Yeah. Um, I actually think slightly differently. I think changing of the guard, um, wiping out a customer is if they stick or are resistant to the fact that there is a change of God, you know, and if they, if they hold on to, as we said in our previous conversation, if you stick onto the decisions of yesterday, you will not see the Sundays of tomorrow. So I do think that, uh, you know, change, you have a, God is a, is a symbolism, not even a symbolism as a statement to our customers to say, there is a better way of doing, uh, what you are doing to solve tomorrow's problem. And then doesn't have to be the Oracles and the BB tools and the psychosis of the world. So that's, that's one aspect of it. The second thing is, as I've always said, you're not really that obsessed about, uh, competition. >>The competition will do what they do. Uh, we are really very focused on having an impact in the shortest period of time on our customers and, uh, hopefully a positive impact. And if you can't do it, then, you know, I've had conversations with a few of them saying, maybe be not the company for you. Uh, it's not as if I have to sort of, software's a good one. I supply to the successful customers in the bag to do the unsuccessful with customers. The fact is that, you know, in certain, certain places there isn't an organizational alignment and you don't succeed. However, we do have young, we have in the last 14 months or so made tremendous investments into really ease of use of flexibility of architecture, which is hybrid and tactile, and that shrinking the total time to value for our customers. Because if I, if I believe you, if you do these three things, you will have an impact, a positive impact on the customer, in the sharpest, uh, amount of time and your Lindy or yourself. And I think that is more important than worrying needlessly about competition. And then the competition will do what they do. But if you keep your customers happy by having a positive impact, um, successes, only amount of time, >>Customers and employees are essential to that. But I like that you talked about customer obsession because you see it all over the place. Many people use it as descriptors of themselves and their LinkedIn profiles, for example, but for it actually to be meaningful, you talked about the whole objective is to make an impact for your customers. How do you define that? So that it's not just, I don't want to say marketing term, but something that everyone says they're customer obsessed showing it right within the pudding. >>It's easy to say we are customer obsessed. I mean, this organization is going to say we don't care about our customer. So, you know, of course we all want our customers to be successful. How do you, that's easy, you know, having a cultural value that we put our customers first is, was easy, but we didn't choose to do that. What we said is how do you have an impact on your customer in the shortest amount of time, right? That is, that is what you have. I'm sequel and Lee have now designed every process in mem sequel to align with that word. If, if that is a decision that we have to make a B essentially lenses through the fact of what is in the best interest of our customer and what will get us to have an impact, a positive impact on the customer in the shortest amount of time, that is a decision, which is a buy decision for us to make. >>A lot of times it's more expensive. It's a, a lot duffel. It stresses the, um, the, the, the organization, um, and the people in it. But that's, uh, that's what you have to do if you are. Um, if you are, you know, as, as they say, customer obsessed, um, it is, it's just a term which is easy to use, but very difficult to put here too. And we want to be a tactic. It right to be, we are going to continue to learn. It's a, it's not a destination, it's a journey. And we continue to take decisions and refine our processes do, as I said, huh, impact on our customers in the shortest amount of time. Now, obsessiveness, a lot of times is seen as a negative in the current society that we live in. And there's a reason for that because the, they view view obsession, but I view obsession and aggression is that is a punishing expression, which is really akin to just being cruel, you know, leading by fear and all the rest of it, which is as no place in any organization. >>And I actually think that in society at large, nothing, I believe that doesn't have any place in society. And then there's something which I dumb as instrumentalists, which is, this is where we were. This is where we are. This is where we are going and how do we track our progress on a daily, weekly, monthly basis? And if we, aren't sort of getting to that level that we believe we should get to, if our customers, aren't seeing the value of dramas in the shortest amount of time, what is it that we need to do better? Um, is that obsession, our instrumental aggression is, is, is what we are all about. And that brings with it a level of intensity, which is not what everyone, but then when you are, you know, challenging the institutions which have, uh, you know, the also has to speak for naked, it's gonna take a Herculean effort to ask them. And, uh, you know, the, the basically believed that instrumental aggression in terms of the, uh, you know, having an impact on customer in the shop to smile at time is gonna get us there. And a, and B are glad to have people who actually believe in that. And, uh, and that's why we've made tremendous progress over the course of last, uh, two years. >>So instrumental aggression. Interesting. How you talked about that, it's a provocative statement, but the way that you talk about it almost seems it's a prescriptive, very strategic, well thought out type of moving the business forward, busting through the old guard. Cause let's face it, you know, the big guys, the Oracles they're there, they're not easy for customers to rip and replace, but instrumental aggression seems to kind of go hand in hand with the changing of the guard. You've got to embrace one to be able to deliver the other, right. >>Yeah. So ducks, I think even a fever inventing something new. Um, I mean, yeah, it just requires instrumental aggression, I believe is a, uh, uh, anchor core to most successful organizations, whether in IP or anywhere else. That is a, that is a site to that obsession. And not, I'm not talking about instrumental aggression here, but I'm really talking about the obsession to succeed, uh, which, uh, you know, gave rise to what I think someone called us brilliant jerks and all the rest of it, because that is the sort of negative side of off obsession. And I think the challenge of leadership in our times is how do you foster the positivity of obsession, which needs to change a garden? And that's the instrumental aggression as a, as a tool to, to go there. And how do you prevent the negative side of it, which says that the end justifies the means and, and that's just not true. >>Uh, there is, there is something that's right, and there's something that's wrong. And, uh, and if that is made very clear that the end does not justify the meanings, it creates a lot of trust between, um, Austin, our customers, also not employees. And when their inherent trust, um, happens, then you foster, as I said, the positive side of obsession and, um, get away from the negative side of obsession that you've seen in certain very, very large companies. Now, the one thing that instrumental aggression and obsession brings to a company is that, uh, it makes a lot of people uncomfortable, and this is what I continue to tell. Um, our, our employees and my audience is, um, you know, be comfortable being uncomfortable because what you're trying to do is odd. And it's going to take a, as I say, a Herculean effort. So let's, uh, let's be comfortable being uncomfortable, uh, and have fun doing it. If there's, uh, how many people get a chance to change, uh, industry, which was dominated by a few bears and have such a positive impact, not only on our estimates, but society at large. And, uh, I think it's a privilege. Pressure is a privilege. And, uh, I'm grateful for the opportunity that's been afforded to me and to my colleagues. And, uh, >>It's a great way. Sorry. That's a great way of looking at it. Pressure is a privilege. If you think about, I love what you said, I always say, get, you know, get comfortably uncomfortable. It is a heart in any aspect, whether it's your workouts or your discipline, you know, working from home, it's a hard thing to do to your point. There's a lot of positivity that can come from it. If we think of what's happening this week alone and the U S political climate changing of the old guard, we've got Kamala Harris as our first female VP nominee and how many years, but also from a diversity angle, from a women leadership perspective, blowing the door wide open. >>It's great to see that, um, you know, we have someone that my daughter's going to look up to and say that, uh, you know, yes, there is, there is a place for us in society and we can have a meaningful contribution to society. So I actually think that San Antonio versus nomination is, um, you know, it's a simple ism of change of God, for sure. Um, I have no political agendas, um, at all. Then you can see how it pans out in November, but the one thing is for sure, but it's going to make a lot of people uncomfortable, a change of God, or this makes a lot of people. And, and, uh, and you know, I was reflecting back on something else and in everything that I've actually achieved, which is, is something I'm proud of. I had to go through a zone, but I was extremely uncomfortable. >>Uh, Gould only happens when you have uncomfortable, um, girl to happens in your conference room. And, um, whether it's, um, you know, running them sequel, uh, or are having a society change, uh, if you stick to your comfort zone, you stick to your prejudices and viruses because it's just comfortable there, there's a, uh, wanting to be awkward. And, uh, and, and I think that that's that essential change of God. As I said, at the cost of repeating myself will make a lot of people uncomfortable, but I honestly believe will move the society forward. And, uh, yeah, I, um, I couldn't be more proud of, uh, having a California San Diego would be nominated and it's a, she brings diversity multicultural. And what I loved about it was, you know, we talk about culture and all the rest of it. And she, she was talking about how our parents who were both, uh, uh, at the Berkeley when she was growing up, we were picking up from and she be, you know, in our, in our prime going to protests and Valley. >>And so it was just, uh, it was ingrained in her to be able to challenge the status school and move the society forward. And, uh, you know, she was comfortable being uncomfortable when she was in that, you know, added that. And that's good. Maybe not. I think we sort of, uh, yeah, I, yeah, let's see, let's see what November brings to us, but, um, I think just a nomination has, uh, exchanged a lot of things and, uh, if it's not this time, it can be the next time, but at the time off the bat, but you're going to have a woman by woman president in my lifetime. Um, that's um, I minced about them, uh, and that's just great. >>Well, I should hope so too. And there's so many, I know we've got to wrap here, but so many different data points that show that that technology company actually, companies, excuse me, with women in leadership position are significantly 10, 20% more profitable. So the changing of the guard is hard as you said, but it's time to get uncomfortable. And this is a great example of that as well as the culture that you have at mem sequel Raja. It's always a pleasure and a philosophical time talking with you. I thank you for joining me on the cube today. >>Thank you me since I'm just stay safe, though. >>You as well for my guest, Raj Burma, I'm Lisa Martin. Thank you for watching this cube conversation.

>> Announcer: Live from Las Vegas, it's theCUBE. Covering Dell Technologies World 2018. Brought to you by Dell EMC and its ecosystem partners. >> Welcome back, it's a beautiful day here in Las Vegas and this is theCUBE's live coverage of Dell Technologies World 2018. I'm Stu Miniman and happy to welcome, fresh off the keynote stage and for the first time on our program Jeff Clark, who is the Vice-Chairman of Products and Operations at Dell Technologies. Jeff, great to see you Thanks for joining us. >> Thanks, Stu. Thanks for having me. >> All right, so first of all Jeff, you know, you'll be a CUBE alum when we finish this, so for our audience that's not familiar-- >> Jeff: Do I get a badge? >> I've got a sticker for you actually. >> A sticker will work. >> Absolutely. Tell us a little bit about your background, you've been at Dell for a number of years. You now own really kind of the client and ISG businesses. >> Jeff: Sure. >> Which is a huge chunk of Michael's business. Give us your background. >> I'm an electrical engineer, by training. I went to the University of Texas at San Antonio. Got my double E degree. Out of school went to work for Motorola. And I joined what was PC's Limited when that was the first private name of Dell in 1987. I've been here for 31 years. And I've done a variety of things all on the engineering and product side. I've had the fortunate opportunity, I started in the factory as a process/test/quality/reliability engineer, we were Jacks of many trades at that time. Went to product development in 1989 and have been in that side ever since. I've worked in every kind of product that we had at the core design roles. I got to start a business, one of the funnest things I've ever done. I started the Precision business in 1997 from ground zero, me and a few of our top engineers and building that into the business that it is today. Expanded responsibilities, had a stint of running our enterprise business back in 2002 through 2005. Actually got to work with EMC back then. Dave Donatelli and many others back in the day. And now I lead a combined products and operations organization that has our CSG PC peripheral portfolio and ISG portfolio, our infrastructure products, as well as the fundamental supply chain that runs the company. >> Yeah, so Jeff, you've done it all and you've seen Michael through well, an amazing journey. >> We've worked together for a long time and it's been a heck of a ride. And to be honest, I think the ride's not over and the ride in front of us I think is more exciting than the past 30 years. >> Yeah, as we always say, it's a good thing, nothing's changing. There's nothing new to get those that love technology excited about, right? >> If there's any constant in our industry, and certainly in our company, it is change. And thinking about what's unfolded in my three plus decades at this is amazing to where we are today. But again, the future, as Bob DeCrescenzo said today, wicked cool. >> Wicked cool, absolutely. When you get up to Boston a little bit more, you can get a Boston accent. Yeah, exactly. Jeff, if we look at the Dell Technologies family, client side of the business is about half, the ISG is another 37%, so you know, you own major, major chunk of what's going on inside. Maybe give us a little bit of how you look at this portfolio. Are there interactions between the client side and the enterprise side? You know, we've seen most of the other big tech players that had both, either shed or split or, you know, kept the HPs and the IBMs of the world, no longer have both of those together. >> Yeah, those are interesting thoughts. You know, for us, our customers are asking us to provide a more set of comprehensive solutions. They want more end to end. And I don't see how you provide an end to end solution if you don't have one of the ends. And as trite as that may sound, I think it's the core fabric of what we're doing and certainly the role I have now leading this organization of being able to cultivate and build, I think, the world's leading and innovative PC products and peripherals around them. Same thing on the infrastructure side, where we have the privilege of being a leader in a number of categories. And then beginning to bring them together in new and unique ways. I referenced in my keynote this morning about how new entrants to the workforce are pressuring conventional definitions of how we do work and we deploy technology. So we have leadership, products, and now you capture or able to tie that together with VMware Workspace ONE or an AirWatch or RSA class of products and you begin to modernize the experience. How could you not do that if you're not integrating the pieces? Or a VDI experience where you take a thin client, or VxRail infrastructure, and some VMware Horizon software and build out a solution set. That's what our customers are asking us to do. And I think we're in a very unique position. In fact, I know we are, 'cause no one else has all of what I just described. >> Jeff, there was a main theme you talked about in your keynote, that IT can drive and change business and it resonated from what I'm hearing with customers. But if you dial back a few years ago, it was IT wasn't getting it done, IT wasn't listening to the business, we had Stealth IT. Why are things different now? What's the role of IT going forward? And how does Dell fit into that big picture? >> You know, Michael touched on it in his opening yesterday about IT and business have become much much more closely integrated to compete in this modern world. And I suspect some of this goes back to we've always thought of IT as a cost center, OPEX. Yet, over the past decade, we've seen some fundamental disruption of business that has been fundamentally IT-led. New technology-led. New business models that have been fueled by new technology. I think that modernization, whether it's modernization of applications, taking advantage of information at your disposal and turning that into useful insights to make better business decisions, is a catalyst for a reframing, if you will, of what IT does. And the role of IT in a business, and a role that IT can help companies be more competitive, or at a minimum, help them not get disrupted by someone who's doing it, as well. So I think that's what's changing and I think you're seeing companies embrace that. And as soon as you do, you begin to I think challenge what have you invested in, where are you going, how am I taking advantage of some of the new trends that I outlined maybe this morning. And it gets I think a pretty interesting time in front of us. >> Yeah, you know, you actually went through immersive and collaborative computing, IOT, multi-clouded options, offer to find anything and AI and ML. So a lot of new things. One area I'd like to touch on, we heard some great side from Allison Dew earlier this week. It's great when we have the new tools and the new technology but sometimes we wonder how does adoption go and how does that impact productivity and people's engagement? And I'm curious how we help the enterprise and help the client side, not just do something new but be more productive and move their business forward. >> Look, if start with the client side, I think it's pretty easy to think about productivity. Particularly if you believe this boundary between work and the workplace is fundamentally changed and think about where people do work. You're actually getting a much more productive workforce by allowing people to work when the want to work, where they want to work. And that traditional boundary of eight to five, whatever it might be, physically in the office. You now have access to all 168 hours in a week and people want to work when they want to work. And we find that the work more, particularly if you put technology in their hand that makes them more productive and they have access to what they need to do their job. You cast that forward into the enterprise and I think, look, at some level IT is hard and we have a huge role in making it much easier. How to simplify. How to make it more automated so IT practitioners can actually migrate to how do I configure this LAN? How do I set up this server? And interesting things and still important things, but can migrate to how do I take this data and turn it into information that helps my business unit, my company win. That's where I think, again, I think this migrates, too and we play a huge role in helping that. >> Yeah, there's a theme that, another thing came up in the keynote, data really at the center of everything and not just talking about storage, but you had McClaren up on stage talking about that. How do you see the role of data changing? How do we capture for companies? How valued data is? >> A tie back to Michael's opening, he talked about data being, if you will, the rocket fuel for this rocket change and digitization of our world, the digital transformation that's underway. And between Michael, Pat, and myself, we all talked about that happening at the edge in a decentralized manner. I tried to build upon that and say you hadn't seen nothing yet, there's a whole lot more coming. Well, if believe that, you have to start preparing today, and anticipating that. And again, I think we play a role in helping companies do that. I think it requires a modern approach. It requires an approach to understand how that information is coming in to be able to do something with it. That's where we're focusing, as I mentioned. In fact, I think I specifically said it's sort of the heart of our vision for IT transformation. The data's the gold. In fact, Pat may have said that yesterday. Now, the challenge will be how do you take all of that data sort through it, figure out which pieces are most valuable and then get them to where they're supposed to go to make decisions. That's yet to be seen how we do that but I'm encouraged, given our track record in this industry. We'll find ways to do that. Engines like AI and machine or capabilities like artificial intelligence and machine learning are certainly a vast step forward of making sense of all that stuff. >> Yeah. Jeff, I wonder if you could bring us inside some of your customers. You know, where do you find some of the strategic discussions happening? I think back to early PC or server days, you know, who bought boxes versus now, it seems like more of a C level discussion for some of these large trends that you're seeing. What are some of the big changes that you're seeing in the customers and what are some of the biggest challenges that they're having today? >> I think you mentioned it. One of the things that I've seen in the customer interactions I've had in this new role and getting to see more and more each and every month. The conversations I have, or participate in, are seldom, if ever, about the speeds and feeds of this, the performance of that. It's about here's my business problem, how do you help me? How do you help me get this done? How do you provide me a set of solutions to get to where I want to go? By the way, if you have advice, recommendation to help us, they want to hear that. So they want to access our technical knowledge base across our organization. But again, I think this theme that I tried to say a couple of times this morning around outcomes, so it's an outcome-driven discussion. It's solutions. It's end to end. And how can you help me? Probably, I guess, I could generalize them to fit those four attributes. >> Great. Last thing, you talked about the modern data center. What's that mean for your customers? >> To me, it's all about putting at the disposal of our customers a set of technologies and infrastructure solutions and services that allows 'em to take advantage of that data. Allow them to have the data services they need and the underlying horsepower to do it in a fairly intelligent way. Hopefully automating a few of those tasks and giving them the agility and flexibility they need. >> Yeah. Jeff, wonder if you could speak to really, the engineering culture inside of Dell. Think back to before Dell made a lot of exhibitions, it's like, oh well Dell was a supply chain company, people would say. And then a number of acquisitions came through, you know, you lived with a lot of the engineers, you've got more engineers through the EMC merger. Sometimes people that don't understand, they're like oh, it's just all going to commodity stuff, software defined anything means that infrastructure doesn't matter. You know, where does the Dell engineering culture differentiate and position you in the market? >> You know, it might not surprise you, given my background, that certainly we are a supply chain company. We were doing hardcore engineering for a long time. I look at some of the advancements we made back in the day in leading the industry. I think we have a long distinguished track record of doing that. And now with the combination of the two companies, I look at this organization and the engineering capability we have, I like my hand, we like our hand. The trick is, is to getting our teams to innovate where we can differentiate, where we can help customers solve problems. And part of what I've been doing across this community of engineers, is doing that. Pivoting resources to the most important things. Pivoting resources to where we can differentiate. Pivoting resources where our innovation can actually distinguish, or shine against the competitive set. We've seen this in every category, PC, server, storage. And many of these cases, we start from the privileged position of being the leader. So think about when we get everything aligned to be able to innovate and differentiate, I like my hand. >> All right. Jeff, I want to give you the final word, coming away from Dell Technologies World this year. There's a lot of product announcements, people are going to learn a lot in the sessions, but what do you want people to come away with? Understanding the Dell portfolio and Dell as a company, as a partner? >> Well, if I could leave any parting statement, and make it very specific to the ISG portfolio, I talked about power, our power brand now being the brand of our future state ISG products, walk away with a commitment to build a power branded portfolio that is going to be innovative, differentiated in the marketplace, and something that helps our customers with. That's our commitment and that's what we'll deliver going forward. >> All right. Jeff Clark, thank you for sharing with us all the information, your update. Your first time on theCUBE, but I'm sure we'll have you on many times in the future. >> My pleasure, thanks for having me. >> All right. We'll be back with lots more coverage here from Dell Technologies World 2018. I'm Stu Miniman and you're watching theCUBE.

>> Hey welcome back everybody. Jeff Frick here with the Cube. We're at the Hotel Nikko in downtown San Francisco, International Women's Day. Accenture's putting on a big event today. It's called Getting to Equal, about 400 executives. Packed house in the little conference area. So we're excited to sit down with some of the leadership team and talk about some interesting research that Accenture's come out with. And also just talk to some terrific guests and we're excited by our first guest. She's Jennifer Cabalquinto. She's the CFO of the Golden State Warriors. Jennifer, great to see you. >> Thank you. >> I'm joined by Mike Sutcliff. He's a group chief executive for Accenture Digital. Great to see you Mike. >> Great to be hear. >> Alright, so let's just jump in to it. We're a little short on time and got a packed schedule. But I want to jump in, Jennifer with you, in culture. >> Yeah. >> Talk about the culture at the Golden State Warriors. I think it's such a phenomenal example that we can all see. We can't see in lot's of other companies, but with a professional sports franchise, we can see what a top down culture change when the change of management happened. When, when >> Sure >> Joe and Peter came in and how they've been able to change the culture, but then also drive that through all the way down to the greatest operations. >> Yeah, no we've really been fortunate. Our ownership group has been so supportive. And they really want us to succeed and they gave us all the resources to do it. And they've really brought that sort of Silicon Valley leadership style and fast fail and really make us push to be innovative and to grow. I love, you know, they brought on Bob Myers as our general manager for the basketball operation side. And he always says that he recruits for character first. And then tall 'cause you can't teach tall, but character is really something that I think, we as part of the whole organization really focuses on is that, you know, it's that are we all willing to be a team and have that sort of drive together. >> Right. >> And Joe and Peter embody that from the top down and I think it really permeates. And it's really our desire to be innovative and to drive this business, both on the basketball side and on the business side. >> And what's interesting, I mean they're good guys, but they're not doing it to be good guys, they're doing it to win. I mean, it's a competitive business >> Sure. >> that we can all watch the winners and losers. It's a business decision for better business. >> That's exactly right and you know, they really do want to win. They're competitive and every single person I think in the organization is competitive. But I think they want to win in the right way. And I think you can see it in the way that we approach both the basketball side and the business side really wanting to, you know, I think do, I think the community the best that we can. I mean, we really want to reflect our community, as well as our business partners and really succeed together >> Right. So Mike, you're out on the field. You talk to a lot of customers. I mean, do people get it? Do people get that diversity of opinions, points of views, teams, isn't just to do the right thing? It's actually to drive better business outcomes? >> I think they do. I mean one of the reasons we were attracted to work with the Warriors is they were looking not just to change their game, but to change the community that they were involved in. We see lot's of clients with the same aspiration. They're trying to figure out how to improve the way the world works and lives. And so if you want improve the way the world works and lives, you got to have diversity of thought. People with different educational backgrounds, cultural backgrounds, different experiences who can look at those really tough problems and say there's a better way. >> Right. >> And that's where we think diversity brings powers. That diversity of experience allowing you to come up with new solutions. >> So Jennifer, just from a woman's perspective being in obviously a very male dominated world. Of course, a lot of the tech companies around here are as well, how are you attracted to this industry? You know, kind of, what was your experience going in knowing that you were going to be in the minority in terms of the executives around the table? >> Right. >> And how did you overcome? >> You know, I am one of five children. I have four brothers, two older, two younger. And raised in Brooklyn. I'd like to think that I've been competing with boys my entire life. And I think my environment sort of gave me a tough skin. So I don't look at it in that lens. I didn't approach the job thinking I'm the only woman, or I'm one of a handful of women. I really approached the job saying I can make a difference in this organization and to help drive and bring a new perspective to the sports industry. It was my first sports job I was out of entertainment space and not really the sports entertainment world. And I really thought that I could bring a different perspective. And I think, you know, the ownership saw the same thing. And that's why I came aboard. And I think not filtering anything that I do with the lens of I'm a woman. >> Right. >> I think really makes a difference in terms of how I approach the role and then how other people, you know, sort of receive that. >> Right. So that said, for the gals that weren't raised in Brooklyn with four brothers. Fighting for food at the table probably since you were a little kid. You know, what advice would you give them? I mean, is it just, there's some really great advice coming out of the panel in terms of just focus on data, focus on results, you know, raise your hand. What advice would you give to, you know, say young women, say a junior in college, a senior in college, first years out, who want to get started, and are attracted to a traditionally male dominated space? >> Sure, I think one, don't self edit. Like know you can succeed in that space. Just because it's male dominated doesn't mean that it needs to always be that way. I also think you have to be great at what you do. I mean it's performance first, I think in any industry. And so, when you can actually have the confidence in your abilities, I think it starts to show through and then people, you know, I think respond to that. So I think perform really, really well. Be deliberate about what you want. Ask for what you want. Set your rules. You know, I think all of that is really important. Find your voice. >> Alright, well we could go on and on, and I want to continue this later at the San Antonio game this evening, but we'll make that work out, but we got to drop. So I'll leave it there. Jennifer, Mike, thanks for >> See you there. >> taking a few minutes. >> Great to see you today. >> Alright, I'm Jeff Frick, we're at the Accenture International Women's Day celebration in downtown San Francisco. Thanks for watching. (upbeat music)

(click) >> Hey, welcome back everybody. Jeff Frick here with theCUBE. It's 2018. We just got out of the CES show and all the rage is autonomous vehicles. You can't get away from it. It's what everybody's talking about. Tesla just announced their autonomous truck, their autonomous Roadster. We're here in Palo Alto, right on San Antonio Road. Googleplex and Waymo's are right up the street. So everyone is all about autonomous vehicles, but we're excited to be here at Phantom Auto and they're taking a slightly different approach for a slightly different problem. We're excited to have Shai Magzimof. He's the co-founder and CEO of Phantom Auto. Shai, great to see you. >> Nice talking to you, yeah. Thanks for having me. >> So Phantom Auto, you guys just got back from CES. You were giving demos, but you weren't stuck in, like, the little lane that was protected. You were actually driving people all over the streets. >> We were driving on the Strip, yeah, yeah. We actually were picking people from the hotel lobby, so the valet guys would let us in with an empty vehicle. These videos are actually also online, and we drove them off the Strip and back to the hotel, or to another destination. >> So you're doing a whole different thing. You do not have an autonomous vehicle. >> It's not an autonomous vehicle. >> You were the ultimate chauffeur driven vehicle. >> Right. Right. So again, for the show, we did our job to show that the vehicle can drive without a driver in the driver's seat, but what we do is actually a safety solution for autonomous vehicles. And that safety is basically what happens if an autonomous vehicle artificial intelligence doesn't work. Let's say there's something that it cannot see, or something that, you know, an unidentified object, road construction areas, severe weather conditions, all this stuff happens all the time. And autonomous vehicles may struggle with the situation so Phantom Auto provides a solution that we work with these companies. We provide them that solution that allows remote operations, so someone will connect remotely. >> So let's back up a couple steps. Autonomous vehicles are meant for no driver. You guys have a driver but you're really assisted driving with a person from a remote location. So how do you describe that in a short category? I'm sure the analysts will want you to have a category. >> The category would be the same way you think about air traffic control, right, or any type of control center, like call control centers. Any type of support for customers, you would have a bunch of people sitting in front of computers, in our case they're sitting at computers with steering wheels, we'll see that later, and they can connect to a vehicle remotely, and when they move the steering wheel or press the gas or brake, it would actually happen in realtime. So we have this software that allows this realtime, critical communication for autonomous vehicles. >> Now what's weird is when we first heard about you guys, I'm thinking, okay what is the use case? Am I going to send the Phantom Auto to go pick up my hundred-year old grandfather who probably shouldn't be driving anymore, where you're escorting it. But really it's a very different application, and I don't think most people understand that, in autonomous vehicles, there's a whole lot of use cases still that they haven't quite figured out. My favorite one is when two of them pull up to a four-way stop, and neither of them wants to go first. They get stuck in a friendly lock, right, they get paper-logger, some poor kid has his foot in the intersection and is trying to wave the car through and it won't go through. So it's corner cases that you guys are all about, to really enable that next-stage of machinery. >> When I started a company, right, I'm a big believer in autonomous vehicle, I wanted to make them happen faster and sooner because it's life-saving technology. This is going to change the world. We all want it faster. Now, the reason why we're still not there yet is because there are many corner cases, edge cases, these situations where the machine didn't train enough for, and in this situation they provide a cover. So we have a person that would sit in an office, he doesn't have to be so close nearby. When we were in Vegas a couple weeks ago, the driver was in Mountain View, so Mountain View, California, Silicon Valley to Vegas, and he moves the steering wheel and he moves it real time. >> But he's driving the car. >> Yeah. >> So one of the great knocks on cloud, right, is latency, and clearly the use case that's always brought up is if you're in a self-driving car, you don't have time for the data to get it to the cloud and back to make a decision if a little ball rolls out into the street. So latency is a big issue. How do you guys deal with the latency issue? >> That's our secret sauce, obviously, but I'm happy to share as much as I can. The high level description would be, we connect multiple networks at the same time. We would usually have only AT&T in your cellphone, right, or in your car, and then we have AT&T, Verizon, T-Mobile, and a few networks, all of these together are bonded, and once they're bonded they get a much stronger connection. It sounds maybe easy, okay so let's plug a few phones and then get a really good connection, but it's much more complicated than that. We share and split the data across multiple networks at the same time, we prioritize the data. So, like a brake, it's very important, right, so if the remote operator is pressing the brake, you want it to be first in the vehicle, where the right side of the camera is not as critical, so lower latency for the brake, and then a little bit higher latency for something less important. >> So you've got dynamic, kind of, latent distribution. >> It's all dynamic, realtime, you know, so that's what we do, our real core. We provide this communication, real time, critical layer of communication for the video streaming and back of the data from the remote operator, back and forth all the time. >> So that's one big piece of it. Another big piece of it is the communications between the occupants in the vehicle and the driver. Another really important piece that obviously most people aren't thinking about for autonomous vehicles because they don't have that use case. But that's a pretty important piece of your solution. >> Yeah, that's a big one. I'd say that for this, you don't need to do a lot of innovation. It could be a simple call with the driver remotely. But, we're all about safety, right, and we're all about giving passengers this psychological trust, and it is true, you want to sit in a car that drives 100% of the time. If I tell you that your car today would go in and drives only 95% of the time, you would not buy this car. Same thing with autonomous vehicles. So we provide a safety and service layer. On the safety side, it's about assisting the vehicle when there's an emergency. It could be post-emergency or before it happens. Let's say you're just stuck in the middle of the lane and you don't know what happens. Even if the driver remotely wouldn't actually drive the car, you still want to be able to talk to somebody, right. So, I'd start with first the person, the driver, the human being would greet you when you enter the vehicle. It's an autonomous vehicle, he would say hello, how are you, nice to meet you, my name is let's say Ben- >> Ben is going to be your driver. >> Your driver soon, and Ben is going to tell you that whenever you have a problem, if you need any assistance, he would be there for you. That already gives you like a whole different type of experience, and when you leave the vehicle too, he's not going to be there all the time engaged with the car. The car is going to drive on an autonomous AV system, but at least he's there in case you need him. >> And again, the attention thing, which is an issue, you see with some of the test autonomous cars out there we were talking before we turned the cameras on, where the engineer's got his hands ready to grab the wheel if there's an emergency. That's not really Ben's role here. The car is going to take evasive action in terms of emergency. It's more to get out of like these weird corner cases as you said. >> Correct, it's not a test driver. Today, most autonomous vehicle companies still require and mandate it, it's actually illegal. By the regs, you have to have a person in the car. We also have a person in the car, and we do that same thing, although when Ben is driving, he's not replacing that person. He's just assisting when the autonomous vehicle system would have an issue. >> Right. So the next thing I think that's pretty interesting about your company, as you said, you're a software company. There is hardware components, you can see the back of the car, we'll take some film of the driving station, but you use a lot of off the shelf, really simple hardware to execute this. There's Logitech, little steering wheels are over there, it feels like a big video game, you've got the big, curved Samsung screens, basic cameras on the car, so talk about the opportunity to build a software company and you're leveraging somebody else's autonomous vehicle technology to really get in the middle of this with just software, a pretty cool opportunity. >> I'll tell you what. The best time of my life was earlier this year, when I was just putting this whole thing together because it was plugging in the hardware and the software, I did it together with a team that's also here in the office. Obviously, it was more challenging because from a software person to try and build this hardware, you know, is more challenging, but I'd say today, you can get anything on Amazon, you buy on eBay a part you need, you plug it in and it would just work. So, again, we did a lot of iteration, I'd say we spent a bit more money than we were supposed to. But, that works. >> Right. And then the last piece of the puzzle that I think is fascinating is the way you're going to integrate in with other people's autonomous vehicle, so again, we talked about Waymo up the street, the Google one, Uber is working on theirs, Volvo, every day you read about BMW, et cetera et cetera, so you really get to take advantage of those hardware systems, the sensor systems, the control systems, not only from those autonomous vehicles, but you're seeing now all this stuff that's coming in factory, right, avoidance collision and radar and all types of sensors, so you will have to be able to take advantage of those different platforms and integrate your system into those various platforms. >> Right. So we would work with a company, let's say if it's one of the big OEMs or ride-sharing companies, we would know how their vehicle is set up, all we need for our solution to work is a bunch of cameras and a few modems, right, so cameras everybody have, it's one of the most essential things in an autonomous vehicle- >> Right, right. >> We would just tag into these cameras, use the modems that we need for the software to run, and that's about it. So it's a pretty straightforward solution to allow remote control assistant for autonomous vehicles. >> I'm just curious, when you're talking to customers or potential partners, what is the piece that really resonates with them when you kind of explain your solution and how it fits with what they're trying to accomplish? >> Right, so our solution is really trying to help them reach market faster, so we're not replacing anybody's work. We're adding another layer of support and safety so when yous computer crashed, when your software crashed in the car, we're going to be there with another redundancy system to support with a driver remotely. So, that's what we do at the service level. >> Okay, so can I go take a drive? >> Yeah, sure. Let's do it. >> All right, we're going to check it out, we're going to take a drive. We'll see you in the car. Thanks for watching. (upbeat music)