>> Voiceover: Live from Washington, D.C., it's The Cube covering .NEXT Conference. Brought to you by Nutanix. >> Welcome back to Nutanix .NEXT Con, this is The Cube, the leader in live tech coverage, and we're here just outside of Washington, D.C. John Walton is here, he's the CIO of San Mateo County, Cube alum, good to see you again, thanks for coming back on. >> Great to be here, thanks for having me. You're very welcome, so it was good show. You been to .NEXT Con before, or-- >> This is my second one. >> Second one, okay. It's good little meet-ups, still kind of intimate, but they're growing, good buzz, what's your sense so far? >> I think it's good, I like to see the partners here. I've been wandering around, talking to some of my fellow CIOs on the floor here. It seems like people are really starting to understand better where Nutanix is going. I think there's a little bit of, you know, concern in the CIO community when they went public what that would mean, would they going to get bought out? And I think people are just happy to see status quo, heading in the right direction, being stable. You know, we all feel like our money's well invested and they are going to be around for the long run. >> I wonder if we could talk, sort of about the CIO role specifically at the county. And, you know, CIO, a lot of jokes, career is over, and keeping the lights on, that's all you do, and kind of thankless jobs, etc. But times are changing, everybody's talking about digital disruption, everybody's talking about being data driven. The whole big data thing is actually starting to feel real. And a lot of CIOs tell us that, in fact the last guest was saying we were sort of able to shift our attention from doing just nitty gritty infrastructure management to doing fun stuff. Is that what you're seeing in your environment? What are some of the drivers, and what's the environment like for you? >> Yeah, it is that way in San Mateo County. I mean, San Mateo County is interesting 'cause we are kind of the forgotten county between San Jose and San Francisco, right? Everybody commutes through San Mateo to one place or the other. But it's an exciting county to work in because you have so many of the thought leaders who actually live in the county. They run the companies and things. So, you have a community that's a very embracing of technology, and as the CIO for the county, I have the opportunity to play a multiple number of roles. I think what you alluded to, sort of the traditional view of the CIO role was keep the lights on, make sure everybody's got a new PC, don't let anything go down. And in our county certainly there was an aspect of that when I first joined them. And that's how we met Nutanix, was really refreshing our infrastructure, getting our uptime up, getting compute up. But that's all invisible now. That is a thing that technologies like Nutanix have afforded a CIO like myself is after you go through that initial big lift of getting up into the 21st century, and getting your infrastructure modernized in government, then you're able to be that chief innovation officer, chief disruption person, and really say, "What can I do for the community?", "What can I do on a regional scale?", "What can I do through partnerships?", so... You know, I really feel like infrastructure really has to become invisible. Nobody cares what switch is transmitting their data, nobody care what WAP they're connecting to. I mean, the end users don't really care what hyper-convert solution we use to provide the solution. I care, 'cause I'm a geek, and I care about the budget, and I care that my staff are happy, but really at the end of the day, the people who I'm most worried about are, you know, that departments that provide services to the public I'm trying to show relevance to, the elected officials who want to see us heading in the right direction and really adding value as government to the public that pays a lot of taxes, frankly. They want to see benefits. So, I'm really excited about the coming, we just got out of our budget cycle, and sort of really setting that vision for what do we want to do in the coming years. Nutanix powers that, but I don't have to worry about it anymore. >> John, what are some of those drivers that are helping you to innovate or provide more services, what are some of the big things you can share? >> Well I think you have to look at it from a, when you have infrastructure that's robust and it's up and it's cost-affordable, then you don't spend 80% of your time worrying about that. That's not what's keeping you awake at night. I get asked that a lot, "What's keeping you awake at night?" It's no longer that hard work on a crash or fail, or become the thing that delays all of my projects. So now the value-adds we look for is connectivity. You know, we talk about SMC Connect, San Mateo County Connect. It's now that we've created the infrastructure, put all of the services online, how do we get people better to connect to those? Do we need to market them more, or do we need to help understand the value they add to the community more? Do we need more wireless connectivity, do we need fiber connectivity? It's more connecting the public to the backend solution, whether they live in my data center or the cloud, what I care about are, are the applications and data relevant to the public, are they making their lives better, and do they have the tools to connect to those? 'Cause, kind of like San Mateo, it's very diverse. You know, you have sort of a high-tech corridor down the 101 corridor, where you have a lot of high tech area, and then you have a very rural area out towards the coast, and very different population you have to serve. >> Sounds like you're a service provider. >> Yes >> Yeah, yeah. >> Talk about this notion of invisibility. How has it changed the way in which your team works? >> Well, I think, you know, everyone wants to feel valued. I think if you're a network engineer or a server engineer, you want to feel like you add value. The one thing I think we do well in San Mateo County is, you know, we have performance metrics that we publish, that we're trying to achieve. Whether it's uptime or customer satisfaction, those trickle down to every group. So, invisibility means you don't have to worry about it anymore. But we do try to keep some visibility on how every staff person contributes to the ultimate outcome we're trying to achieve. So if people can see how6 they're individual efforts add value to the end result, I think they feel valued and they feel important. Invisibility's important because when I go to board meeting now, I'm not talking about, "Oh I need millions of dollars for this server," "Oh, we need to do this big network refresh." That's too visible. That's making the infrastructure the cornerstone of all your conversations, and it takes about two seconds before the board member's or elected official's eyes glaze over. They don't want to hear it. They want to hear about what are the visible aspects, how are we helping youth and community centers better connect to educational opportunities or job or internships. So, I think there'll always going to be a spend on technology to make things better. But I think as CIOs, when we get trapped in talking about specific technologies or how important infrastructure is, that makes it too visible. That makes it seem like that's all we care about. And I think the biggest compliment I ever got, in a budget meeting, was somebody saying, "What I appreciate is we spent 30 minutes talking about IT, and you never used one technical term." You know, and I think that's the invisibility piece of it is. I think as a CIO, you know you've done your job when you never have to to talk about the technology, right? The people that we serve in the community and the elected officials, they need to assume we're making a good technical decision to make those solutions happen. So I think, in a sense, the technology should be invisible, it should be affordable it should be simple. It should enable the end results, but the nuances of the technology we use, should probably in large be invisible to the public 'cause that's not really their concern. >> So you've suppressed a lot of the mundane, complex infrastructure, kind of low value add discussion, it sounds like, with the board. I imagine one area that you still talk about a lot is security. Is that a topic that is a regular topic at board meetings? >> Absolutely, and I think all the ransomware and virus attacks and hacker attacks, you've seen recently. And, I tweet about those a lot, and we talk about those a lot because we've have real impacts on our organization about things like that, phishing attacks. And this again is back to the value add, I think the message I try to bring to the board is our weakest point in security isn't always necessarily the technology, it's the complexity of the technology, right? So, the more complex we make our systems, the more complex and difficult to manage our infrastructure is, the more opportunities for weakness there are. So, we've gone from taking about security in an ivory tower aspect to, I think the two areas where we can focus on is more simplifying our infrastructure so it's easier to manage and easier to secure from our staff's standpoint, and that really adds value. So, we're really able to rapidly react to and address security issues as they come up because we have simplified our infrastructure. The board doesn't really need to worry about how we've done that, but the staff feel more confident that they're able to react to and manage those things, and then we can do value add things like train the users to be more aware of how phishing attacks happen when there's threats. Communicate better. We spent most of our time in the back room hashing servers, now with the Nutanix infrastructure, it's the easy button upgrade to patch servers and to get things addressed, and we can spend more of our time communicating with the end users about threats that are out there, how they should react, how they should respond to it. >> So John, you're kind of an early adopter of this whole concept of convergence. When we first met at VM Worlds a couple years ago, I think we were talking about traditional converged infrastructure, if I can use that term. Are you still using that type of infrastructure, how does is compare with so-called hyper-converged infrastructure, do you see differences? Is HCI a buzzword, or is it substantive in your view? >> I think it's substantive, you know I was doubtful at first too. You know, I came from, like you said, a few years ago, I think every CIO faces this. Especially in the public sector. It's what I call project ware. You know, you do a project, you do an RFP, you got three or four racks of equipment in of the lowest bidder, and that becomes a little island. And then you do the next RFP and you kind of grow your data center like that. We had tried early on when some of the new, sort of converged infrastructures were coming out, and I spend a lot of time going to EBCs, and talking about reference architectures, and one throat to choke when it came to when there's a problem, is it a compute problem or is it a storage problem? I think the industry has recognized for a while now since we first had these conversations about, again, simplifying and collapsing the complexity of those infrastructures is important. You know, I was doubtful when we first did the pilot with Nutanix. We first did the pilot around just VDI. We just saw Nutanix three years ago as a point solution, sort of the project where this was going to be our VDI platform. We would still maintain these other infrastructures for really important projects that needed the more traditional architectures. And, you know, it's really credited to my staff and engineers, it only took about six months before we had failing infrastructure, they would say, "Hey, we can use Nutanix. Let's hyper-converge, and chime in for other things, for compute. And now we're 100% virtualized. You know, we have over 1,200 servers now, all running on the Nutanix. There hasn't been a time in two years where my staff came to me and said, "The hyper-converged infrastructure we've selected isn't going to work for this, we have to buy something else." And so, to me that's when it goes from the theoretical, it might work, it might just be a... to a reality. If I'm going to go all in, and my staff are going to go all in on something, they have to be pretty confident that that's going to work for 'em. >> Are you Acropolis Hypervisor? >> We are in some things, you know, we don't use it for everything. But I think, you know, it goes back. We still have a very good relationship with VMware, we still think in some cases that VMware tools are still slightly more mature than the Acropolis tools. We think Acropolis has been catching up, we've actually been pushing really hard on Nutanix, to make it mature. And that's one of the reasons we've went with this platform, is we like to see that competition. We'd like to think that the Acropolis product will continue to mature, and challenge Vmware to either continue to evolve ahead of it, or bring their prices down to compete with it. >> You know, John, what's still on your to do list for Nutanix and it's ecosystem in your mind? >> You know, we're really looking at, really now around our disaster-recovery strategy, we're doing local replication between two data centers that are about six miles apart, which from a local building failure standpoint's useful. But my county's on the San Andreas fault, so the likelihood that a large earthquake is going to take both local data center is pretty high. So, we're really looking with Commvault and Nutanix and Amazon Web Services now, sort of about, you know, we have over 200 applications we support, for both public safety, healthcare, really mission-critical things that we can have zero downtime on, and in a disaster situation, healthcare and public safety applications are probably going to be the most needed applications out there. So, we're really pushing to try to see what that future looks like in the next 12 months around the Nutanix infrastructure. I don't say we have everything solved locally, but we're very confident in what we've implemented locally for our local compute, but really that next thing, what is the right balance between cloud compute and local compute? And how does that fit into the DR conversation's important. And back to your question about security, we still have real concerns about how secure is the public cloud. You know, it's not is it going to get hacked, but can the public cloud infrastructure be compromised to the point where in a disaster, if that's not available, how are we still going to get the data and applications up and running we need? So, we really see that there needs to be a balance between the two things. >> It's a response issue for you, and in that case-- >> It is, and we don't believe it's less secure, but we believe there's a RTO we need to meet in a disaster, and having lived through the Japan earthquake when I was in Tokyo when they had the 9.0, response time was critical. You can't say, "Well, we'll have the internet connection back up by then," and be reliant on your partners to do that, you need access to that data right now. So you've got a synchronous connection today, between your two data center, is that right? >> We have two data centers, but not to an out-of-area data center yet. That's what we need to accomplish next. >> Okay, yeah, good. Alright, listen. John, thanks very much for coming to The Cube. >> It's my pleasure. >> Let me give you the last word here on Nutanix, your future with them, or other things that you'd want to share? >> Well, we're excited about it and I'd recommend to any CIO who's watching this or thinking about it, really consider it, and see how it fits into your ecosystem. >> Great, always good having you on. Thanks very much for coming. >> It's my pleasure, thank you gentlemen. >> You're welcome. Alright, keep right there, buddy. Stew and I back with our next guest. This is The Cube, we're live from Nutanix .NEXT Conf. Be right back. >> Voiceover: Robert Herjavec

live from San Francisco California it's the queue at vmworld 2014 brought to you by vmware cisco EMC HP and nutanix now here are your hosts John courier and Dave vellante okay welcome back in when we are live in san francisco california at vmworld 2014 is the cube I'm John furry with Dave a lot day our next guest is ecology about the president and chief operating officer VMware welcome back to the queue great to see you thanks for having me again Dave appreciate it looking good the question I want to get get to you right away as vmworld gets bigger and bigger and bigger every year and your job gets bigger and bigger and bigger every year so give us the update on what's going on at the top of VMware obviously operationalizing cloud and with air watch end-user computing I'll see several engine data center you're still on your mission what's the big change or impact to your business yeah so at the top of VMware we've recently announced some realignment of our executive staff and it started with myself patent Jonathan or CFO sitting down and having a conversation and how can we scale our company to be 10 billion dollars from six billion where we're at today so we looked at all of different operational aspects we looked at our go-to-market aspects we looked at the strategy and how we run our M&A business and we decided to break things up and I've now got responsibilities continue to have responsibility for the go-to-market aspects our partner ecosystem and i also have responsibility obviously for marketing's of these events in robin matlock our chief marketing officer and i also recently picked up the responsibility to support our strategy efforts as well as our ma efforts so all of that at the same time and I've given up a few of the operational you know responsibilities I've had and given in the Jonathan's and now Jonathan can really look at the back office and make sure we're built to scale operationally and this is freed pad up than to really focus his efforts and I'm on each of the strategic initiatives we have around the software-defined data center the hybrid cloud and our end user computing components and and it really worked out well the structures work and you know we have a great executive team that really like to work together yeah you got so you got guy running the trains on time in the back office you're watching the chess board has stringing the products together trying to build out the division exactly yeah exactly so I got I got to ask you about just in general the the overall plan with MA for instance obviously AirWatch very successful position pat was kind of glowing about it didn't give specifics certain a lot to do growing market a lot of white space is a lot of new things like docker obviously evo rails and I'll see an end user side before before we get the kind of that vision talk about air watch how is that done can you be specific about some metrics yeah so you know we're very excited about the air watch acquisition obviously it took place earlier this year and you know we've achieved everything we expected to achieve out of that acquisition it's really you know hit its mark based on the business hand when we built as we went into the acquisition and what I'm really excited about now is you know how do we get leverage how do we get economies of scale on leverage ally existing VMware footprint that we have on a global basis to really help bear watch expand deeper into our large accounts and faster internationally so as you could imagine VMware having a large international footprint AirWatch did not we're leveraging our international footprint to get air watch deep into parts of Europe and Asia and Pacific where they haven't been in the past and then the last area leverage we're really excited about is you know it was just last month when we put the air watch product on our price list that now gives not only VMware core sales folks the ability to sell it into the market but also our channel so now our channel has the ability to sell if you will you know all of the air watch products into the market and not just do it themselves in their channels so there's a lot of leverage we're going to get so go to market seems exciting a lot of action going on talk about the name change is obviously there's been some that we've got a decoder ring blog posts were putting together around okay you got you got the air name vCloud air a lot of stuff changing on kind of the nomenclature of some of the what's the rationale behind that was there a method to the madness was it just kind of like just trying to align everything not just water vapor anymore yeah exactly no yeah so we actually have a you know under Robin that like our CMO we have a team that focus on naming and branding and when we looked at all the components we have we actually were getting a little bit disconnect is connected and how we take to market our products their brands in their names so we've decided to streamline everything everything always mark starts with a small D so now we have vCloud air right for you know our hybrid cloud we have V realize which is now our suite of management automation and provisioning tools and operation tools so we just thought it was the right time to do it we had this great event called vmworld to take our new brand and naming conventions into the market and you know everyone seems to be responding quite well to it everyone recognized V something around VMware and we're just trying to streamline that across everything we do so there's some some consistency in our naming because they're not going to call this the VQ I'm actually I'm very open to doing that to hit you are a TM world and if you want to change the name we can make that announcement right now my stag Dave and I will sell right you're running out that I'm just asking I don't run M&A now so you guys pretty much I think nailed the docker positioning obviously this this conference I mean announced a big partnership OpenStack you know there was a lot of buzz about that before these disruptive technologies seem to have a good playbook for saying okay how are we going to address these how are we going to embrace them and how does I was going to help us attack art am so we started to pool the other day though I got to ask you this so who gets to 10 billion first AWS or or VMware so you mentioned how do you get to 10 billion now Behrendt yesterday at the analyst meeting I thought asked a very good question he brought up he basically said this conventional wisdom out here that Amazon is going to rule the world he said I don't I don't agree that said there's at least one other guy that doesn't agree you obviously didn't agree so I want to talk about that it's the one piece that is still hard to understand because you got you know guys like Andy Jassy I'm one end of the world saying okay this is what the world is going to look like and you guys like yourself and pat and joe tucci say no no this is what the world is going to look like and certainly you talk to customers are they are you guys both right you both is one wrong is one right what's your take on it well I obviously can't comment on whether they're right or wrong but I can give you our views and pay nobody really sad right we'll find out in a few years I you know during during the keynote yesterday I thought bill fathers had a great slide to talked about the amount of workloads that are on premise versus the amount of workloads that are off premise in the public cloud and still to this day less than ten percent of the workloads are in the public cloud and even if you look out many years from now there will still be you know less than twenty percent of the workloads in a public cloud so the opportunity still exists in private clouds and on-premise but what we need to do is we need to make sure that we're not locking any customer into a or strategy is it on premise or off premise is a hybrid cloud or as a public cloud or is it only public cloud and hybrid cut it has to be in an strategy that's why we tried to articulate the power of and and that's how we think we're differentiating ourselves in the market so we don't think about it as we're competing against the public cloud providers because we have a differentiated platform we're bringing this hybrid solution to market to what we call hybridity that allows our customers to move workloads you know inside out and outside in and when we pull all that together I think the winner will be the people who can truly deliver a hybrid cloud infrastructure and allow companies to seamlessly and securely federated workloads and move them on premise and off-premise and that's our focus so I like that strategy I mean basically you're saying we're focused on the customers you got about half a million customers now we have half a million customers and fifty million virtual machines under metal the strategies of you if you service those guys you're gonna you're going to do well and I and I buy that at the same time Carl in a way I feel like well you may not be competing with the public cloud AKA amazon your customers in a way are and what i mean by that is there's pressure from the corner office yeah now you have to be their advocate and help drive those costs down you've cited I think yesterday you started but look when it comes to security reliability availability that's where we're going to win that's our spot so my specific question is what do you make for example of the CIA deal a company like Amazon was able to take on a company like IBM and knock them out is that a unique corner case or I wonder if you could give a perspective on that no I think I think as we go forward we're going to see more and more if you all vertical clouds start to emerge you can think of the CIA transaction with AWS as a vertical cloud specifically to serve the CIA you know department and I think you'll see more and more of them emerge in the future and it's a very competitive world that we live in right i mean everyone bid on that except for vmware because we didn't necessarily have our product in the market for the federal government we didn't have our certification to service the federal market but now we will have in the very near future all assertive certifications we need to build a vertical cloud and go and support you know department of defense agencies so i think in the future it's going to be a competitive battleground everyone's going to buy for it but at the same time you know i think you know people can over rotate and say hey they won that and that means they're going to dominate this market this market is still very immature it's growing the majority of the workloads are on premise and I still go back to the fundamentals of the hybrid approach that you talked about to securely and seamlessly move workloads I think you know we're well positioned and but time will tell right and well the average age of an enterprise app I think it's uh almost 20 years one of years those actors gonna disappear overnight yeah no they will not disappear and again just remember that slide from bill father's presentation yesterday I remember it's a lot of DNA from BM worldstar 50 year 2010 when calm originals to CEO he laid out the vision and it's happening maybe Linda different for how you get there pivotal now out separate company yeah I got to ask you the Pat Gelsinger question I get in some comments here and LinkedIn people from my friend John bare ass CMO mint ago who worked at padded Intel people tend to forget Pat led the Intel team that designed for 86 he knows his stuff technically pad certainly as a technical person so Pat's got some time freed up you're doing the MA is Pat yesterday is you guys playing defense or offense of course was packing say offense you know he's an offensive player so did you really think he was gonna say detail I didn't I was actually saying he's an offensive nobody came up in the cube earlier somebody said oh thank you but I said no how had a player that's he doesn't play defense been knowing bad so I'd ask you the same question what is the offense for your plays in strategy go to market for VMware what hills are you going to take down first given your base position you had a lot of clients you're adding value certainly that's cool but as you go out and compete and win what's your offensive strategies so listen the thing we do every year at vmworld as we come out and we go on the offensive right we're a very disruptive you know technology innovative lead company in a very positive way disruption can be viewed negatively but I think we're a very disruptive company in a positive way and what we did this year is we absolutely went on the offensive we looked at the market dynamics we looked at the shift in how people might want to consume technology in the future whether it's open source OpenStack or this whole emergence of the containers that are happening so if you just stop and look at where each of those are at OpenStack is still very immature you're not going to find a lot of people have built big implementations of OpenStack successfully containers right has just emerged in the last if you will six months we're actually recognizing that as a potential market you know movement and we're embracing it so this is an opportunity for VMware to say we're not trying to defend our strategy we're not trying to defend our turf we see containers we see OpenStack as a market expansion opportunity for us and I think one of the things people tend to forget if you go back a decade ago there was many different value propositions around just server virtualization but one of the key ones was it allowed us to break down the silos that existed in data centers for many decades and with virtualization we brought to market a platform that allow people to get easy access to infrastructure in the same form factor so it was a platform play now think about that we broke down the silos a decade ago if we go back in as an industry we start to deploy VMware which most customers have today then all of a sudden now I need to OpenStack environment and let's now think about a container strategy and deploy something like Dockers and you do all on different physical infrastructures you've built a lot more silos and it only makes it that much more complex for our customers and our partners this is why we're now taking to market in a very offensive offensive approach to say support VMware but if you want to run these other things please do so but we believe are the best platform for service delivery that gives consistency and lowers both effects and capex for our customers yeah and you said the consumption is key and this cloud consumption models changing the game on how customers can soon technologies so you're saying hey we want to protect our vmware base but we're going to give them a choice exactly right fictional flexibility a choice is one of our key tenets of our strategy and as our company if you will values so I want to talk about caught I mean it's kind of boring in mundane but when you talk to we have a CIO of San Mateo County coming on one of your customers shortly and there's always a focus on cost when you talk about infrastructure vmware's got a very tough act to follow in it then it's because it it created such a huge cost savings by you know taking all the waste out of much of the waste out of servers so where does that next sort of wave come from there's certainly a lot of innovation going on we're seeing that is it things like hyper convergence what you guys announced this week can you keep that cost curve go is it volume with your you know 4,000 partners I wonder if you could talk about that a little because I'm sure your customers are beating up all the time how do we keep costs going what have you done for me lately Carl yeah absolutely it's a great question so it to your point you know over the last decade we brought our customers a massive amount of capex savings you know you take a hundred widget you consolidate that the tenders an immediate ROI there but you have to remember where you are now not just a computer chua zation company we're a data center automation company and we're taking the core tenants of the cat back savings that we brought many of our customers over the last decade and we're moving from compute and we're doing the same on networking and we're doing the same on storage so if you look at it networking alone right by implementing a technology like NSX as an abstraction in an overlay networking platform you don't need to rip and replace your hardware infrastructures to get network virtualization if you think about our customers who have a whole bunch of servers out there today and a lot of those servers have local did saan them most of them are never being used in VMware environment you're using you know an ass or a SAN storage array around VMware now you implement something like this and you can take advantage of all that unused excess capacity that people already have in the data center that is just three examples of capex savings we're bringing our customers so it's not just that we did it in compute I fundamentally believe we have the opportunity to do the same across the rest of the physical state of the data center now on top of that by implementing you know management automation orchestration and remediation proactive remediation tools across the software-defined data center we know there is massive capex savings and affects a great labor cost acting there you know we can take a server administrator who used to support you know a hundred physical servers now can support 500 virtual machines the optic savings around that is just incredible is the business case greater in your opinion I think with the software-defined data center the business case is even greater going forward because again we're doing it on the server but now network can compute and is the automation tools really start to take shape and form to manage the software-defined data center I think you even drive more value and you know even going back a decade ago everyone thought our play was really catback savings but if you talk to most of our customers why they got massive capex savings even in the early days the amount of affects a savings they got because of how we've implemented our technology and architecture in our data center was even greater than the capex savings so I think when you pull it all together this is a bias statement so i'm going to say i'm biased up front so you can't call me biased but i don't think there's a technology in the last decade or in the next decade that has driven more value both business value as well as Capital savings in the data center than VMware we're out to duty independent I would say the same thing another way Carl I mean it connect the dots there on the effects piece and also you guys do something to find data center hybrid cloud and and use a computer if those things all come home and and and and it happened the way you want you move to your next fail point so I got to bring up the globalization conversation if cloud goes down this path the consumption model will be I want by pay by the drink all surfaces and mobile becomes a huge deal so because globalization outside North America you have different issues data center clouds and I real sovereignty also so what's your take on that you guys have a huge base what's your globalization view in that piece if things start to start to materialize really aggressively you build on your base cloud comes home clouds happen in consumption but is happening what's the global strategy global impact I should say yeah so let me talk about our global strategy and then global impact so first of all vmware is very global if you look at our book of business today you know greater than fifty percent of our business is out in or outside of you know the u.s. and North America right so we're already doing very well internationally and how we go to market and how we're generating revenue across the company what you're talking about as the world becomes more and more global in the context of cloud computing how do we play into that so what we've done is we've taken our vCloud air platform and we said where are the biggest markets in the world for cloud computing it's the u.s. right it's the UK right it's Australia it's Japan it's China and if you look at what we've done is we've built out our own data centers we're addressing probably greater than ninety five percent of the infrastructure as a service market in the world with our vCloud air platform where we're not we allow our partners to do that those 3900 partners that we showcase yesterday on stage cover almost a hundred percent of the cloud opportunity so we're not going to do it ourselves we're not going to be in every country around the world but our 3900 partners are in over a hundred countries and we're servicing the cloud market opportunity directly and indirectly across vCloud air in the vCloud air network getting the hook but i want to get that partner thing is just to kind of get pivot quickly for quick comment on that AUSA to partner networks are huge they care about margin expansion and serving customers what's going on with VMware how's that going for the partners yeah so I guess it depends on which type of partner were talking about but I would say in general you know our partner ecosystem is alive and well and all you need to do is take a few steps down over there and go look at the solutions exchange floor and you'll see every technology company in the world that is either integrated or wishes to integrate with VMware in one capacity or the other and it is our responsibility just like we have over the last decade to bring our ecosystem along with us to enjoy the rich opportunity we see in the mobile cloud era the boots are big the booths are packed v Emeril's rock and i'll give you the final word but the bumper sticker on the show this year as the car drives away at down out of san francisco what's it say about vmware what's going to say in the bumper sticker that's a great question what do you think i should say Pat kelson had a good one brave new IT yeah well that's our motto it's the brave new IT but I actually think what it will say is let's go do it again we've had a hell of a journey with our customers in our ecosystem over the last decade and I say let's go do it again over the next decade and disrupt this market in a very positive way and break innovation and technology to market each in every year Kaiser by president and chief I promise of VMware making moves on the offensive vmworld 2014 we'll be right back with our next guest after this break thanks