>> Announcer: Live from Washington, D.C., it's theCube covering .NEXT conference brought to you by Nutanix. >> Welcome back to the District everybody. This is theCube, the leader in live tech coverage. And this is our special presentation of Nutanix NEXT Conf, hashtag NEXTConf. My name is Dave Vellante, I'm here with Stu Miniman, my cohost for the two days of coverage at this event. Adam Japhet is here. He's the head of infrastructure at Scholastic Corp. Adam, thanks for coming on the Cube. >> Thanks for having me. >> So, is this your first .NEXT? >> This is my first .NEXT. >> Dave: What do ya think? >> There's a lot of energy here. It's a tremendous amount of energy. Just even in the size of the place. But the number of partners that you've got here and the number of customers, I'm really excited to be here. >> Well, the best is yet to come. Nutanix always does a really good job with the keynotes. >> Adam: Yeah, you haven't even opened the keynote yet, and it's already this much energy. >> Yeah, always very crisp messaging. They have great outside speakers. Robert Gates last year, Condi Rice and then, who was the illusionist? They had a-- >> Oh yeah, the guy in the box, David Blaine. Yeah, David Blaine held his breath for like nine minutes. >> He was holding his breath under water while the SE configured-- >> For the entire session? >> Yeah while the SE configured because the argument was it only takes eight minutes to configure a Nutanix solution. >> Wow. And then he came out, after eight minutes. You know he was able to configure the solution. Big hugs afterwards. Wet hugs. But anyway, it's a fun show here and it really hasn't even started yet. It started with Cube interviews. >> We've been interviewing. >> Now I'm even more excited. >> Dave: Yeah, so we've been interviewing practitioners all day. So tell us about Scholastic Corp. What do you guys do? >> Sure, so Scholastic, if you went to school in the US, you probably heard of Scholastic, but I'll reiterate it. It's the, actually, the world's largest, not just in the US, the world's largest children's book publisher and distributor. It's also a major education technology firm, so we do a lot of work within the education space with administrators, librarians, and other educators in your school system. But we're probably most recognized for our trade businesses. Which, Book Clubs, which is now called Reading Clubs, fairs and trade, and just the access to so many of the titles that so many kids in the US have grown up on. >> So, you're making sure the next generation will at least have the opportunity to read. (laughing) >> It's interesting, because I don't know if you're aware of this, but it was actually just two days ago, was the 20th anniversary of the release of the first Harry Potter book. What was called Harry Potter and the Philosopher's Stone in England and now it was called Harry Potter and the Sorcerer's Stone in the US. And actually they did some analysis. Some of the articles I was reading about it about literacy and they actually think that the Harry Potter series has contributed to, I guess we're calling them Gen Z or the post millennials or whatever, they grew up with Harry Potter, really improving literacy in the US. That's how important some of these books that we publish over the years have been. >> So you actually said, used to call it Book Club, now you call it Reading Club. So, that's sort of an indication that your business model's evolving, going digital. So when we talk about some of the drivers there. >> Absolutely, I mean that was really one of the key drivers, I think. I've been at Scholastic a long time now. 17 plus years. So I've seen lots of different evolutions have been evolved and a lot of different technology projects have been evolved, different launches. And I think in particular in 2011, when the iPad came out, and we saw such a rapid transition with newspapers, and periodicals, and magazines. Myself included, I felt myself going through it. Switching to using electronic devices for consumption. The next immediate question is, is this going to make all physical books go away? And so, you know, we really pivoted hard into the digital arena at that time, because we wanted to be where our constituencies are. And interestingly, we found that actually digitization in the children's book space, maybe a little bit in the young adult space, but especially in the elementary school space, it actually has been fairly resistant of digitization. It's there. We've got a number of excellent products there. With Storia and a number of other products for delivering digital content to our consumers, but primarily children. But ultimately kids still read physical books. My kids are 11 and nine, and our house is full of physical books and we really kind of segregate the two together so that they have both the digital reading experience, which is somewhat different from the physical reading experience. Nevertheless, it is continuing to transform our industry. >> We were talking to to Virginia Gambale before. She's an advisor, a strategic advisor, to a number of companies, board member, investor. And she was talking about capital allocation and one of the questions I have is when you guys sort of look at this digital disruption, the change, at what point do you decide, okay hey, we've got to change or we'll be changed. Or we need to get ahead of this. How does that all take, how did it take place in your organization? Was it more reactive, proactive, and sort of where are you headed? >> I mean, I think the proactive elements around it is that we want to make sure that when our consumers are ready to go digital, we've got a viable product that responsive to as many devices as we think our consumers are going to use. And parallel information there, we've been watching really in the last three years how much Google has sweeped into the educational space and they have kind done that at the expense of Microsoft and Apple. And so, we see trends like that and we see how quickly digital can move into the educational spaces which is where the primary customers are and how we sell our products to children. And we knew that we needed to have a viable product there, so I think a lot of things for us are looking at different channels. Making sure that we've got a singular view of our customer and recognizing that our primary customers are really educators. That we're connecting with them and we're understanding how they're using our different models, our different lines of businesses. How they're communicating our products to the parents and children that consume them. And really getting that right balance of physical and digital products in front of every kid. I mean, our core mission is to get kids to learn to love to read. It's to generate literacy so that kids become young adults and full adults and they love to read, and that's really what the core mission is behind Scholastic. And however we can deliver the products to satisfy that mission, we're prepared to do that. >> Adam, reaching the ultimate user in that whole digital transformation, that tends to put a lot of stresses on infrastructure which is the hat you wear. So, maybe explain a little bit some of those challenges you were having and what you've done to transform on the infrastructure side to meet the requirements of the business. >> Absolutely. So in my role, in my various roles that I've had at Scholastic over the years, one of the things I've been able to experience is how different parts of the company move at different speeds. And some of it is just the nature of the function of the company. You know, your back office corporate spaces obviously are going to move somewhat slower than your digital engagement and your e-commerce space. In a role I had several years ago, where I was delivering e-commerce and digital services, I quickly realized that the traditional infrastructure models simply wasn't going to cut it at this point. We were delivering infrastructure trying to scale it out for very seasonal demand. Three, six month lead times trying to stack text stacks all stuff that end up being undifferentiated heavy lifting. So ultimately, for us, we took a couple of big leaps. One of the big leaps that we took was really moving into the public cloud several years ago and that worked out tremendously for us and we've really been able to find the right infrastructure model for delivering our customer engagement experiences has been the public cloud. But when we started to pivot towards the fact that we move physical products, you know a lot of companies don't necessarily deal with physical products anymore. I could be wrong but I don't know that Facebook has a physical, Well I guess they have their VR. They acquired, I forget the name of the VR company now but generally, companies don't deal with physical products. An all in public cloud model can work pretty well for them. But when you're dealing with physical products, latency matters. Geodata locality matters. And some of the applications that you're dealing with can be very centric to the delivery of your manufacturing and your warehouse operations. So, that's actually part of why we've been investing in Nutanix. Because we want to have that same kind of agility with our infrastructure and get out of mixing and matching various vendors text stacks deliver essentially what's a foundational platform for us to deliver business value out of. I'd rather go with one vendor, right? And have a finite set of vendors where we're delivering network and compute and storage and the service delivery of our applications on top of that, and Nutanix has worked out very well for us. >> Appreciate that Adam, and it's really interesting. We talk to customers, the two terms that get thrown out are hybrid or multi-cloud and you laid out where you're using public cloud. Do you consider your Nutanix solution, is that private cloud, hybrid cloud? (speaking over each other) Does that interact with multi-data center or any other services? >> I've kind of avoided the term hybrid cloud because what was originally marketed to us as hybrid cloud was the idea that your workload is seamlessly portable between all these different cloud providers. And we kind of realized that was never really our intent. I think multi-cloud is probably a better model for us, because we're finding that our various cloud provider services, and if you even scale beyond just the basic IS, you get to the pads and the especially SaaS layer, they're all cloud services but they're fairly fit for purpose. And a lot of what our role is as a technology organization has moved towards assembling all of these fit for purpose cloud solutions together into a service delivery that we from a technology group can deliver to our internal and external customers. And so I prefer the term multi-cloud. >> So if we could follow up on this, if I may, skepticism on hybrid cloud, but this idea of a control plane that spans multiple physical clouds, including on-prem. Is something that, am I understanding that you don't feel that that's needed in your organization or that's not feasible technically? >> I think it really depends on the applications that will be delivered to that. So for example, we're finally making our first real foray into containers. And so, we've looked at a couple of different technologies. There's a number out there like OpenShift and Kubernetes and that's really we feel the best opportunity for us to find a way to deploy a true hybrid cloud model where you can actually provision your workload. Maybe not to get so far as to the Priceline type Kayak type view of I want to deploy this workload right now and GCP is the most optimal at this point in time for that. That could be a potential future state, but again, even that feels like it's still a fair amount of undifferentiated heavy lifting for our service delivery. So we find the right mix of products so that we can deliver a kind of a cost optimal workload. And in many cases, I think that technology vendors still haven't quite figured out how to handle state. It works great with the stateless part of your applications but you need to persist your state somewhere. We're probably in the earlier stages, I would say, around utilized service delivery. >> What I heard I think is, you chose by application whether this is going to be something we do in-house because whether there is the locality, the analytics or data processing, something I need it for a reason, as opposed to other things. It's undifferentiated. Public cloud can take care of it and there's not a need to own it in town. >> Yes, you said it better than I said it. >> So the question, I think Dave's asking is how do you manage across? Do you manage them separately or do you want to manage it together? >> Probably at our maturity level, at this point we're probably really only at the governance stage. So we understand what we've got. We've got a good understanding of our cost structures in the public cloud. We don't nearly have as good as an understanding of our cost structures when we're doing hybrid deployments or on-prem deployments. And so that's probably as far as we've matured at this point, I would say. I think we do want to get to a future state where if we take other considerations in particular latency, the particular nature of that application or any other sovereignty or legal concerns outside, that we want to maintain maximum flexibility. Part of my role in the infrastructure group is to provide that kind of foundation. So, hoarding that workload is seamless across these different cloud providers and those application teams can really position the application where it is the best fit for purpose aligned with the price performance I have in mind. >> So bring it back to Nutanix for a little bit. Where do they fit? Talk about your journey a little bit. Maybe paint of picture of the infrastructure of the before, the after, what business impact it had. >> So there were really a couple of drivers for us through Nutanix. One of them is that as we moved a vast majority of our assets out of our data centers to these various cloud providers, we were left with a number of physical data centers and in many cases now, the only data centers that we're actually left with are our on-prem data centers that were no longer sized in accordance with the workload we want to maintain. Additionally for us, a lot of the investment of moving to the public cloud, we deferred a lot of the regular capital investments that we made in traditional infrastructure and we accepted the aging of that infrastructure but we recognize now that there is a fair amount of infrastructure there we need to maintain for these more local applications. And so, I wanted my team, I challenged my team last year to really take a modern approach, right? I don't want to necessarily assemble everything that we've done in the past, but in a much smaller scale to manage the local applications. I know that conversion, in particular hybrid converge, had matured pretty far by 2016. You know, what are the options out there? And so when we do our due diligence and we settled on Nutanix, we really felt that, it's both pioneering, at times even a little bit scary, because it was moving into a new foray with us. But I think it's worked out tremendously. We've started in our back office so that was actually really for that location if some mission critical workload in terms of how we actually do the fulfillment of our physical books, and we're in the process of bringing on a number of those applications off of traditional infrastructure with your segregation between your blade servers, and your chassis, and your racks, and your fiber storage, and your inline networking switches, and your storage array, and just having one condensed box that's going to run that system. >> So, for your in-house deployments, is that all Nutanix today or what's your mix? >> I'd say Nutanix is probably more, I'm getting up to the 20% range, and so 80% is still on traditional. But my goal is about a year from now that we'll, I don't know if they will be necessarily flipped but it will be more than 50 percent Nutanix. >> Is there anything that you're waiting for from Nutanix to be able to move those or is it just kind of budgets. >> It's our own people and process. >> Yeah, people and process. At this point, we're not, with any of these cloud providers, we're not as much hindered by the technology. The technology at this point is in many cases lapped our ability to actually consume it. We're drinking from several simultaneous fire hoses now, and it's which one we turn our mouths to, so. >> And you're taking advantage of Acropolis hypervisor or? >> Absolutely. That was also one of the key drivers. That was the hyper part of it really. I challenged the team. I said I want a solution where we can present a general purpose operating system and our application stack and to me bringing on a third party hypervisor at this point, it just felt like undifferentiated heavy lifting. >> And the container discussion, is Nutanix part of that too? >> Probably in our early stages. When we look at our workload right now, we don't have any on-prem workload that's been designated with containers. But I know having made the choice of Nutanix, if and when we come to that time, we'll be able to provision that on Nutanix and Acropolis. >> Not sure if you heard actually. This morning there was an announcement of partnership between Google and Nutanix so that should accelerate us on containers. >> I saw. That's very exciting. >> What's exciting about that to you? >> Well Google Cloud is one of the cloud providers we actively use today and I think they've really been a great thought leader in this space. We use a number of their services and I know they've really advanced the community around containers with Kubernetes and some of the technologies that they're working on. They have a very mature cloud offering today. And so I think the opportunity for us, that Google and Nutanix to work more closely together, I think a company like Scholastic is really only going to see the fruits, the benefits, of that relationship, and ease our growth into both platforms. >> Right. Adam, we have to leave it there. Thanks very much for coming on theCube and sharing your insights and your story. >> Adam: Appreciate it, appreciate it. Thanks having me on. >> You're very welcome. >> Adam: Okay. >> Alright keep it right there everybody. Stu and I'll be back with our next guest right after this short break. This is theCube. We're live from D.C. at Nutanix.Next. We'll be right back. (techno music)

>> Live from San Francisco. It's the cube covering IBM thing twenty nineteen brought to you by IBM. >> Hello and welcome back to the Cubes. Live coverage here and savor still were alive for IBM. Think twenty nineteen. The Cubes Exclusive contract. Jon for a stimulant in our next two guests of the Cloud gurus and IBM and VM Where A. J. Patel senior vice president general manager Cloud Providers Software Business Unit. Good to see you again. Baron. Scram A general manager. IBM Cloud Guys. Thanks for Spend the time. Get to the cloud gurus. Get it? They're having What's going on? Having privilege. Osti Cloud's been around. We've seen the public Cloud Momentum hybrid Certainly been around for a while. Multi clouds of big conversation. People are having role of data that is super important. Aye, aye, anywhere you guys, an IBM have announced because I've been on this. I'm on >> a journey or a >> library for awhile. On premise. It was on VM, where all the good stuff's happening. This the customers customers want this talk about the relationship you guys have with IBM. >> You know, the broad of'em were IBM relationship over nine, ten years old. I had the privilege of being part of the cloud the last couple years. The momentum is amazing. Over seventeen hundred plus customers and the Enterprise customers, not your you know, one node trial customer. These are really mission critical enterprise customers using this at that scale, and the number one thing we hear from customers is make it easy for me to leverage Plowed right, operate in the world when I'm using my own prim and my public cloud assets make it seamless, and this is really what we've talked about a lot, right? How do we provide that ubiquitous digital platform for them to operate in this hybrid world? And we're privileged to have IBM Of the great partner in this journey >> are some of the IBM cloud, Ginny Rometty said on CNBC this morning. We saw the interview with my friend John Ford over there. Aye, aye. Anywhere means going run on any cloud. Watson with containers. That's cloud DNA. Sitting the cloud with good Burnett ease and containers is changing the game. Now you can run a lot of things everywhere. This's what customers want. End to end from on. Premise to wherever. How has that changed the IBM cloud posture? Its products? You share a little bit of that. >> You absolutely so look I mean, people have their data in different places, and as you know, it's a really expensive to move stuff around. You gotta make sure it's safe, etcetera, So we want to take our applications and run them against the data wherever they are right? And when you think about today's landscape in the cloud industry, I think it's a perfect storm, a good, perfect storm and that containers and Kubernetes, you know, everyone's rallying around at the ecosystem that consumers, the providers. And it just makes us easy for us to take that capability and really make it available on multicloud. And that's what we're doing. >> to talk about your joint customers. Because the BM where has a lot of operators running, running virtually change? For a long time, you guys have been big supporters of that and open source that really grew that whole generation that was seeing with cloud talk about your customers, your mo mentum, Howyou, guys air, just ballpark. How many customers you guys have together? And what if some of the things that they're doing >> all right? So I know this is a really interesting story. I was actually away from IBM for just over two years. But one of the last things I did when I was an IBM the first time around was actually start this Veum where partnership and seated the team that did it. So coming back, it's really interesting to see the uptake it's had, You know, we've got, like, seven hundred customers together over seventeen hundred customers. Together, we've moved tens of thousands of'em workloads, and as I just said, we've done it in a mission. Critical fashion across multiple zones across multiple regions. On now, you know, we want to take it to the next level. We want to make sure that these people that have moved their basic infrastructure and the mission critical infrastructure across the public cloud can extend those applications by leveraging the cloud near application that we have on our cloud. Plus, we want to make it possible for them to move their workloads to other parts of the IBM ecosystem in terms of our capabilities. >> Any one of the things we found was the notion of modernizer infrastructure, first lift and then transform. He's starting to materialize, and we used to talk about this has really the way the best way to use, cowed or use hybrid cloud was start by just uplifting your infrastructure and whether it's west back, you ask for some customers. I respect a great example. I think that we're talking about it in the Parisian. I joined presentation tomorrow or you look at, you know, Kaiser, who's going to be on stage tomorrow? We're seeing industries across the board are saying, You know, I have a lot of complexity sitting on aging hardware, older versions of infrastructure software. How do I modernize A platform first lifted, shifted to leverage a cloud. And then I could transform my application using more and more portable service that'S covering decides to provide a kind of infrastructure portability. But what about my data, Right. What about if I could run my application with the data? So I think we're starting to see the securing of the use of cloud based on workloads and averaging that's that's >> Yeah, a J. What wonder if we could dig a little love level deeper on that? Because, you know, I think backto, you know, fifteen years or so ago, it was bm where allowed me to not have to worry about my infrastructure. My, you know OS in my you know, server that I was running on might be going end of life. Well, let me shove it in a V M. And then I couldn't stand the life, and then I can manage how that happens. Course. The critique I would have is maybe it's time to update that that application anyway, so I like the message that you're saying about Okay, let me get a to a process where I'm a little bit freer of where, and then I can do the hard work of updating that data. Updating that application, you know, help us understand. >> It's no longer about just unlocking the compute right, which was worth trying the server. It's What about my network we talked about earlier? Do I need a suffered If our network well, the reality is, everything is going programmable. If you want a program of infrastructure, it's compute network storage all software defined. So the building block for us is a suffer to find data center running on the infrastructure that IBM pride sixty plus data centers bare metal at Scholastic and then leering that with IBM cloud private, whether it's hosted or on premise, fear gives you that full stack that nirvana, the people talk about supportable stack going, talk about >> right and adding to what he said, right? You said, You know, it's not about just moving your old stuff to the to the cloud. Absolutely. So as I said in one of the earlier conversations that we have, we had is we have a whole wealth of new services, whether it's Blockchain R. I o. T or the that used. You spoke about leveraging those capabilities to further extend your app and give it a new lease of life to provide new insights is what it's all about. >> What? Well, that that that's great, because it's one thing to just say, Okay, I get it there. Can I get better utilization? Is that change my pricing? But it's the services, and that's kind of the promise of the cloud is, you know, if I built something in my environment, that's great and I can update and I can get updates. But if I put it in your environment, you can help manage some of those things as well as I should have access to all of these services. IBM's got a broad ecosystem can you give us? You know what are some of the low hanging fruit is to people when they get there, that they're unlocking data that they're using things like a I What? What What are some of the most prevalent services that people are adding when they go to the IBM clouds? >> So when you look at people who first moved their work list of the cloud, typically they tend to dip their toe in the water. They take what's running on Prem. They used the IRS capabilities in the cloud and start to move it there. But the real innovation really starts to happen further up the stock, so to speak. The platform is a service, things like a II OT blocked and all the things that I mentioned, eso es very natural. Next movement is to start to modernize those applications and add to it. Capability is that it could never have before because, you know it was built in a monolith and it was on prim, and it was kind of stuck there. So now the composition that the cloud gives you with all of these rich services where innovation happens first, that is the real benefit to our customers. >> Every she said, you took a little hiatus from IBM and went out outside IBM. Where did you go and what did you learn? What was that? Goldman Jack. JP Morgan, Where were you? >> So it was a large bank. You know, I'm not not allowed to say the name of the bank. >> One of those two. It >> was a large bank on, and it wasn't the U S. So that narrows down the field. Some >> What is it like to go outside? They'll come inside. U C Davis for cutting edge bank. Now you got IBM Cloud. You feel good about where things are. >> Yeah. You know, if you look at what a lot of these banks are trying to do, they start to attack the cloud journey saying we're going to take everything that ran in the bank for years and years and years. And we're going to, you know, make them micro services and put them all on public cloud. And that's when you really hit the eighty twenty percent problem because you've got a large monolith that don't lend themselves to be re factored and moved out. Tio, eh, Public cloud. So you know again, Enter communities and containers, etcetera. These allow you a way to modernize your applications where you can either deploy those containerized You know, piers you go type models on prim or on public. And if you have a rich enough set of services both on Prem in on the public loud, you can pretty much decide how much of it runs on Trevor's is becoming much more clouds >> moment choice. So really, it's finding deployment. So basically, what you're saying is that we get this right. I want to get your reaction. This You don't have to kill the old to bring in the new containers and Cooper netease and now service measures around the corner. You can bring in new work clothes, take advantage of the cutting edge technology and manage your life cycle of the work loads on the old side or it just can play along. I >> think what we're finding is, you know, we moved from hybrid being a destination to an operating model, and it's no longer about doing this at scale like my multi clark. Any given applications tied to a cloud or destination? It's a late binding decision, but as an aggregate. I may be amusing multiple close, right. So that more model we're moving to is really about a loving developer. Super your workload centric and services centric to see Where do I want to run in Africa? >> Okay, what one of the challenges with multi cloud is their skill sets. I need to worry about it. It can be complex. I want to touch on three points and love to get both your viewpoints, networking, security and management. How do we help tackle that? Make that simple >> right off customers? >> Yeah, sure. So you know, I think when you think about clouds, public clouds especially it's beyond your data center and the mindset out there as if it's beyond my data center. It can be safe. But when you start to build those constructs in the modern era, you really do take care of a lot of things that perhaps you're on Prem pieces that not take into consideration when they were built like many decades ago. Right? So with the IBM public Cloud, for example, you know, security's at the heart of it. We have a leadership position. There was one of the things that we've announced is people keep protect for not only Veum, where workload visa and we sphere etcetera, but also for other applications making use off our public cloud services. Then, when you talk about our Z, you know we have a hardware as security model, which is fifty one forty, level two or dash to level four, which nobody else in the industry has. So when you put your key in there on ly, the customer can take it out, not him. Azaz clouds of his providers can touch it. It will basically disintegrate, you know, sort of speak >> H ey. Talk about VM wears customer base inside the IBM ecosystem. What's new? What should they pay attention to? As you guys continue the momentum. >> So I think if you look at the last two years, it's been around what we call these larger enterprise. Dedicated clouds. Exciting thing in the horizon is we're adding a multi tenant IRS on top of this BM, we're dedicated. So being able to provide that Brett off access thing with dedicated multi tenant public out I, as fully programmable, allows us to go downmarket. So expect the customer kind of go up being able to consume it on a pay as you go basis leveraging kind of multi tenant with dedicated, but it's highly secure or for depth test. So are the use cases kind of joke. We're going to see a much larger sort of use cases that I'm most excited about >> is the bottom line. Bottom line me. I'm the customer. Bottom line me. What's in it for me? What I got >> for the customers with a safest choice, right? It's the mission critical secure cloud. You can now run the same application on Prem in a dedicated environment in public, Claude on IBM or in a multi tenant >> world. And on the Klaxon match on the cloud sign. I could take advantage of all the things you have and take advantage of that. Watson A. I think that Rob Thomas has been talking about Oh yeah, >> absolutely. And again. You know the way that we built I c P forty, which is IBM plowed private for data. You know, it's all containerized. It's orchestrated by Coop, so you can not only build it. You can either run it on crime. You can run it on our public loud or you can run it on other people's public clouds as well >> nourished for customers and for people. They're looking at IBM Cloud and re evaluating you guys now again saying Or for the first time, what should they look at? Cloud private? What key thing would you point someone to look at, IBM? They were going to inspect your cloud offering >> so again, and it's back to my story in the bank. Right? It's, uh you can't do everything in the public cloud, right? There are just certain things that need to remain on creme On. We'll be so for the foreseeable future. So when you take a look at our hybrid story, the fact that it is has a consistent based on which it is built on. It is a industry standard open source base. You know, you build your application to suit the needs of an application, right? Is it low lately? See, Put it on. Crim. You need some cloud Native services. Put it on the public cloud. Do you need to be near your data that lives on somebody else's cloud? Go put it on their cloud. Right. So it really is not a one. Size fits all its whatever your business >> customer where he is, right? That's often >> the way flexibility, choice, flexibility. Enjoy the store for all things cloud. >> Yeah, last thing I want to ask is where to developers fit in tow this joint Solucion >> es O. So I think the biggest thing is that's trying to change for us is making these services available in a portable manner. When do I couldn't lock into the public cloud service with particular data and unlocking that from the infrastructures will be a key trend. So for us, it's about staying true to Coburn eddies and upstream with the distribution. So it's portable for wanting more and more services and making it easy for them to access a catalogue of services on a bagel manner but then making operation a viable. So then you're deployed. You can support the day two operations that are needed. So it's a full life cycle with developers not having to worry about the heavy burden of running an operating. What >> exactly? You know, it's all about the developers. As you well know in the cloud world, the developer is the operator. So as long as you can give him or her, the right set of tools to do C. I C. Dev ops on DH get things out there in a consistent fashion, whether it is on a tram or a public cloud. I think it's a win for all. >> That's exactly the trend We're seeing operations moving to more developers and more big time operational scale questions where your programming, the infrastructure. Absolutely. Developers. You don't want to deal with it >> and making it work. Listen tricks. So you know when to deploy. What workload? Having full control. That's part of the deployment >> exam. Alright, final question. I know we got a break. We're in tight on time. Final point share perspective of what's what's important here happening. And IBM. Think twenty nineteen people who didn't make it here in San Francisco are watching. You have to top cloud executives on VM wear and IBM here as biased towards cloud, of course. But you know, if you're watching, what's the most important story happening this week? What's what's going on with IBM? Think Why is this conference this week important? >> I think for us, it's basically saying We're here to meet you where you are, regardless, where you on your customer journey. It's all about choice. It's no longer only about public Cloud, and you now have a lot of capably of your finger trips to take your legacy workloads or your neck, new workplace or any app anywhere we can help you on that journey. That would be the case with >> you, and I wouldn't go that right, said it slightly differently. You know, a lot of the public service of public cloud service providers kind of bring you over to their public loud, and then you're kind of stuck over there and customers don't like that. I mean, you look at the statistics for everybody has at least two or more public clouds. They're worried about the connective ity, the interoperability, the security costs, the cost, the skills to manage all of it. And I think we have the perfect solution of solutions that really start Teo. Speak to that problem. >> So the world's getting more complex as more functionalities here, Software's gonna distract it away. Developers need clean environment to work in programmable infrastructure. >> And you know where an IBM Safe Choice, choice, choice. >> We have to go on top to cloud executives here. Inside the cue from IBM of'em were bringing all the coverage. Was the Cube here in the lobby of Mosconi North on Howard Street in San Francisco for IBM? Think twenty. Stay with us for more coverage after this short break. Thank you. Thank you.

>> Announcer: Live from Washington D.C., it's theCube, covering .Next conference. Brought to you by Nutanix. >> We're back, this is Dave Vellante with Stu Miniman, and this the wrap of .Next, Nutanix's customer event, #NEXTConf and this is theCube, the leader in the live tech coverage for enterprise technology. Stu, second day. I got to say, Nutanix has always done a good job, innovative venues, they do funky, fun stuff with marketing, we haven't seen the end of it. We have another keynote today, there's a keynote tomorrow morning, big names, Bill McDermott's here, we just saw Peter MacKay, Chad Sakac is here. Who am I missing? >> Stu: Diane Greene >> Diane Gree was up yesterday. >> Y'know, thought leaders, had the CEO of NASDAQ on this morning Dave, y'know really good customers, thought leaders, Nutanix always makes me think a little bit, which I really enjoy. My fourth one of these Dave, usually by the fourth show I've gotten to, it's like I've seen it. Have we made progress, where are we going? >> I thought Sunil Podi's comment was really interesting, he said, "Look, we saw the trends, "we knew that hardware was going down." I mean, they're essentially admitting that they were a hardware oriented company, infrastructure company, we saw what was happening to infrastructure and hyper-converge, and we could just packed it up then, sold the company for a bunch of money, there were rumors floating around, you know they were pre-IPO, they easily could have sold this thing for a billion plus, all could have cashed out and made a buncha dough, and they said, "Y'know what, we're going to do something "different, we're going to go for it." You got to love the ambition, and so many companies today just can't weather that independent storm. I mean, you've seen it over and over and over again. The last billion dollar storage company that remained independent was NetApp, that was 14 years ago, now Nutanix isn't a storage company, but look around here, look at the analysts, a buncha storage guys that have grown up, and it's to me, Stu, it's a representation of what's happening in the marketplace. Storage as we know it is going away, and it always has transformed, y'know it used to be spinning disc drives, then it was subsystems, then it was the SAN, now it's evolving, these guys call it invisible infrastructure, call it whatever you want, but it's moving toward infrastructure as code, which is just a stepping stone to cloud. So your thoughts on the event, the ecosystem, and their position in the marketplace. >> Right, they reach a certain point, they've gone public, can they keep innovating? Look at a number of announcements there, we spent a lot of time talking about the new CloudZi service out there. >> Si? >> Zi. >> Zi, zi, sorry, you got it. (chuckles) >> Pronunciation of some of these, "it's Nutanix, right?" >> Nutonix, Nutanicks, (chuckles) >> They made jokes about the company last year, but this year, that's product, we're talking vision. The ink is still drying on the relationship with Google, doesn't mean they haven't been working for a while, but where this deal goes, interesting to see where it is six months from now, a year from now, because also Google, small player, I mean it wasn't to be honest, I was at the Red Hat Summit and they had a video of Andy Jassy saying, "We've extending AWS with OpenShift." And you're like wow. Red Hat has a position in a lot of clouds, but for Andy Jassy to make an appearance, Amazon, the behemoth in the cloud, that's good. Look, getting Diane Greene here, I said number one, it gives Nutanix credibility, number two it really pokes at VMware a little bit, she's like, "Oh, I did this before." And everybody's like, "Well, she's here now at Nutanix." Nutanix wants to be, that they've compared themselves to both Amazon, I think we hear it was Sunil or Dheeraj in an analyst session said they "want to be like the A Block." Not the V Block that EMC did, but the Amazon Block for the enterprise, or the next VMware, they talked about the new operating system. It's funny, in a lot of my circles, we've been trying to kill the operating system for a while, I need just enough operating system, I want to serverless and containerize all of these things because we need to modernize, and the old general-purpose processor and general-purpose operating system has come and gone, it's seen its day, but Nutanix has a play there. When I look at some of the things going on, we're talking about microsegmentation Dave, we're talking about multi-cloud and some interesting pieces. I like the ecosystem, I like that balance of how do you keep growing and expand where they can go into, leading the customers, but they're delivering today, they've got real products, they've got real growth, sure they have some challenges as to that competitive back and forth, but you asked Chad Sakac if this reminded him of Dell EMC, and kind of that partnership that they had for years, reminded me a little bit of kind of EMC and VMware too, once EMC bought VMware, VMware, the relationship they had, HP, and IBM, and other companies that they needed to treat as good or better than EMC. They're some of those tough relationships, and Dell with Nutanix, their partner, not only do they do Dell XC, but now they're doing like Pivotal on top of it, they can do Hyper-V deployments, Lenovo's another partner, Nutanix is broadening their approach, there's a lot of options out there and a lot of things to dig into, interesting, they keep growing their customers, keep delighting their customers, it reminds me of other shows we go to, Dave, like Amazon re:Invent, customers are super excited, You tell me about the Splunk conference and the ServiceNow conference where those customers are in there, they're excited, and Nutanix is another one of those, that every year you come, there's good solid content, there's a customer base that is growing and exciting and sharing, and that's a fun one to be part of. >> So, I want to ask you about VMware, it's kind of a good reference model. EMC paid out, I don't know, $630 million for VMware, which was the greatest acquisition in enterprise IT history, no question about it in terms of return. A couple questions for you, you were there at the time, you signed the original NDA between EMC and VMware, kind of sniffed em out. Would VMware's ascendancy been as fast and as successful, or even more successful, without EMC? Would VMware have got there on its own? >> I don't think so Dave, because my information that I had, and some of it's piecing together after the fact is VMware was really looking for that company to help them get to the next state. The fundraising was a little bit different back in 2003 than it was later, but rumors were Semantic was going to buy them. Everybody I talked to, you'd know better than me Dave, if Semantic had bought them, they would have integrated into all their pieces, they would have squashed it, the original talent probably would have fled much sooner. EMC didn't really know what they had, I had worked on some of the due diligence for some of the product integration, which took years and years to deliver, and it was mostly we're going to buy them. Diane had a bit of a tense relationship with Joe Tucci kind of from day one, and it was like okay, you're out there in Palo Alto, we're on the other coast, you go and do your thing, and you grow, and by the time EMC had gotten into VMware a little bit more, they were much bigger. So I think as you said, they're one of the great success stories, EMC did best in a lot of its acquisitions where it either let it ran a division and go, or let it kind of sit on its own and just funded it more, so I think that was a-- >> Well, and the story was always that Diane was pissed because she sold out at such a low price, but that's sort of ancient history. The reason I brought that up is I want to try to draw the parallel with Nutanix today, and come back to what you were saying about the A Block. When you look at Amazon, we agree, they have a lead, whether that lead is five years, seven years, four years, probably more like five to seven, but whatever, whatever it is, it's a lead, it's substantive. Beyond the infrastructure, the storage and the compute, they're building out just all kinds of services, I mean just look at their website, whether it's messaging, on and on and on, there's database, there's AI, there's their version of VDI, there's all this big data stuff, with things like Kinesis, and on and on and on, so many services that are much, much larger than the entire Nutanix ecosystem. So the reason for all this background is does Nutanix need a bigger, can Nutanix become it's ambition, which is essentially to be the next VMware, without some kind of white knight? >> So my answer, Dave, is if you look at Nutanix's ambition, one of the challenges for every infrastructure company today, if you think okay, we've talked about True Private Cloud, Dave, what services can I run on that? How can I leverage that? Look at Amazon, y'know a thousand new services coming every year, look at Google, they've got TensorFlow, really cool stuff, they've got those brilliant people coming up with the next stuff, how do I get that in my environment? Well, Nutanix's answer, coming at the show was we're going to partner with Google, we're going to have that partnership, you're going to be able to plug in, and you want to do your analytics and everything, use GCP, they're great at that, we're not, we know that you need to be able to leverage Google services to do that. The Red Hat announcement that I mentioned before, another way how I can take OpenShift and bridge from my data center and my environment and get access to those services. The promise of VMware on Amazon, yeah we're going to have a similar stack that I can go there, but I want to be able to access those VMware servers. Now, could it suck them eventually into all of Amazon and leave VMware behind? Absolutely, it's tough to partner with Amazon. So, the thing I've been looking at at almost every show this year is how are you tying into and working with those public clouds, we talked about it at VMON, Dave, they have Microsoft up on stage, they have partnerships with the public cloud-- >> David: HPE was up there. >> But the public cloud players, if you're not allowing your customers and the infrastructure that you're building to find ways to leverage and access those public cloud services, which not only are they spending $10 billion a year for each one of the big guys on infrastructure to get all around the globe, but it's all of those new services ahead, moving up the stack. To stitch together that in your own environment is going to be really challenging, how many different software pieces, how do I license it? How do I get it on, as opposed to oh, I'm in the public cloud, it's a checkbox, okay I want to access that, and I consume it as I need it, that consumption model needs to change, so I think Nutanix understands that's directionally where they want to go, I look at the Calm software that they launched and say hey, you want to use TensorFlow? Oh, it's just a choice here, absolutely, go. Where is it and how do I use it? Well, some of these details need to be worked out, as Detu said, "it's not like it's one click for every application, any cloud, anywhere." But that's directionally where they're going to make it easy, so all that cool analytic stuff that we cover a lot on theCube, a lot of that is now happening in the cloud, and I should be able to access it whether I'm in my private cloud or public cloud, and it's just going to be consumption model, whether I have certain characteristics that make it that I'm going to want to have that infrastructure for whether that's governance or locality, we talked to Scholastic yesterday, and they said, "Well when you've got manufacturing "in books, I need things close "to where they're coming off the production line, "otherwise there's things that I'm doing "in the public cloud." So that's there we see, when I talk to companies like I do here, at the Vienna show last year, when I talk to Christian Reilly with Citrix, who had been at Bechtel for many years, there's reasons why things need to live close to what's happening, y'know we've talked a lot about Edge, and therefore public cloud doesn't win it all, I know we had one guest on this week that said, "Right, depending on what industry you're is, "is it a 30/70 mix or a 70/30 mix?" There's a lot of nuance to sort this out, and this is long game, Dave, there's this change of the way we do things is a journey, and Nutanix has positioned themselves to continue to grow, continue to expand, some good ambition to expand on, like the five vectors of support that they have, so I've liked what I've heard this week. >> So in thinking about what we're talking about VMware, the imperative for virtualization was so high in the early 2000's because we were coming out of the dot com bust, IT was out of favor, VMware was really the only game in town, there really wasn't a strong alternative, had by far the best product, Microsoft Hyper-V was sort of in-concept, and KVM and others were just really not there, so there really was no choice, it appealed to 100% of the IT shops, I mean essentially. So I wonder though, today, is the imperative for multi-cloud the same? The fundamental is yes, everybody has multiple clouds. But this industry has lived in stovepipes forever, and has figured out how to manage stovepipes, it manages them by fencing things off. So I wonder is the imperative as high, you could maybe make an argument that it's higher, but I'm still not quite getting it yet, as it was in the early 2000's, where the aspirin of virtualization to soothe the pain of do more with less was such an obvious and game changing paradigm shift. I don't see it as much here, I see people still trying to figure out okay, what is our cloud strategy? Number one, number two is the competition seems to be much more wide open, it's unclear at this time that any one company has a fast-track to multi-cloud. >> I think you've got some really good points there, Dave. A thing that I've pointed out a few times is that one of the things that bothered me from the early days with VMware is from an application standpoint, it tended to freeze my application. I didn't have a reason to kind of move forward and modernize my application. Back in 2002 it was like oh, I'm running Windows NT with a really old application, my operating system going to end of life, well maybe it's time to uplift. Oh wait, there's this great virtualization stuff, my hardware's going end of life too. No, shove it in a VM, let's keep it for another five years. Oh my god, that application sucked then, it's going to suck even more in five years, and workforce productivity was way down. So, the vision for Nutanix is they're going to be a platform that are going to be able to help you modernize your environment and how do we get beyond, is it virtualization, is it containerization, is it a lot of the cloud-native pieces, how does that fit in? Starting to hear a little bit more of it, a critique I'd have on HCI about two years ago was it was the same applications that were in my VMware SAN, not VSAN, but my just traditional storage area network was what was running on Nutanix. We're starting to see more interesting applications going on there, and look, Nutanix has a bullseye on them, there are all the HCI direct replacements, there is the threat of the cloud, and I haven't heard as many SAAS applications living on Nutanix as I do when we talk to all flash-array companies, Dave, every single on of them can roll out, here's all these SAAS deployments on our environment, just scalable environments that build that for the future. I haven't heard it as much from Nutanix. >> So VMware was aspirin , Nutanix originally started as aspirin, and now they're pivoting to vitamin. Who are they up against? Who do you like? Who are the horses on the track? Let's analyze the race and then wrap. >> Yeah, so when Nutanix got into this business, it was well, they're helping VMware environments, it was 100% VMware when they first started that relationship with VMware was really tough, they've lowered that too, they've now got what, 28% is running HV, they've got a little bit on Hyper-V, but they've still got about 60% of their customers are VMware. So VMware, y'know, huge challenge, VSAN has more customers than anyone in the hyper-convergent infrastructure space, easy, number of customers, but virtualization admin has taken that. Microsoft, huge potential threat, Azure Stack's coming this year, it's been coming, it's been coming, it's really close there, all the server guys are lining up. Microsoft's a huge player, Microsoft owns applications, they're pulling applications into their SAAS offerings, they're pulling applications into Azure, when they launch Azure Stack, even if the 1.0, if you looked at it on paper and say Nutanix is better, well, Microsoft's a huge threat to both VMware, which uses a lot of Microsoft apps, as well as Nutanix. So those are the two biggest threats, then of course, there's just the general trend of push to SAAS and push to public cloud where Nutanix is starting to play in the multi-cloud, as we talked about, and COM and the DR cloud services are good, but can Nutanix continue to stay ahead of their customers? They're ahead of the vast majority of enterprises, but can they convince them to come on board to them, rather than some of these big guys? Nutanix is a public company now, they're doing great, but yeah, it's a big TAM that they're going after, but that means they're going to have a tax from every side of the market. >> I see HCI as one where you got a leader, and that leader can make some good money. I don't see multi-cloud as a winner-take-all market because I think IBM's going to have its play in multi-cloud, HPE has its play in multi-cloud, Dell EMC is going to have its play in multi-cloud. You got guys coming out of different places like ServiceNow, who's got an IT operations management practice, builds business big, hundreds of millions of dollars of business there, coming at multi-cloud, so a lot of different competitors that are going to be going for it, and some of them with very large service organizations that I think are going to get there fair share, so I would predict, Stu, that this is going to continue to be, multi-cloud is going to be a multi-stovepipe cloud for a long, long time. Now, if Nutanix can come in and solve that control plane problem, and demonstrate substantial business value, and deliver competitive advantage, y'know that might change the game. It's difficult at this point in 2017 to see that Nutanix, over those other guys that I just mentioned, has an advantage, clear advantage, maybe from a product standpoint, maybe. But from a resource standpoint, a distribution channel, services organization, ecosystem, all those other things, they seem to me to be counterbalancing. Alright, I'll give you last thought. >> Yeah, so it's great to see Nutanix, they're aiming high, they're expanding into a couple of areas, and they keep listening, so I hope they keep listening to their customers, expand their partnerships, SAAS customers would be really interesting, service provider is something that they've gotten into little bit, but plenty more opportunity for them to go there. Dave, personally for me, to it have been a company I've watched since the earliest days, it's been a pleasure to watch, y'know I think back, right, VMware you said, I think it was a hundred person company when I first started talking to them and Diane Greene, and I look at where VMware went. I've been tracking VMware for now five years, and reminds me a lot of some of those trends, for a 20 person company, I said to hear almost 3000 boggles the mind, I've been to their headquarters a bunch. So it's been fun to watch the Newton army, and they've been loving watching it from our angles. >> Well and these events are very good events, and so there's a lot of passion here, and that's a great fundamental for this company. So I'm a fan, I think it may be undervalued, I think it very well may be undervalued. >> Wall Street definitely doesn't understand this stuff. >> Alright Stu, great working with you this year, (chuckles) this month, this quarter, this month, certainly this show, so great job. I really appreciate it >> Stu: Thanks, Dave. >> There's a big crew behind what Stu and I, and John Ferrier, and Jeff Frick, and others do here. Here today with us Ava, Patrick, Alex, Jay, you guys have had an awesome spring. Brendan is somewhere, I guess Brendan is doing the keynote right now. So, fantastic job, as always, Kristen Nicole and her team, writing up the articles. Jay Johanson back at the controls, Bert with the crowd shots. Everybody, really appreciate all your support, thanks for watching everybody. We'll see you, we got a little break, I think, in the action, cause it's July Fourth, well it's Canada year, or Canada week-- >> Canada Day and Independence Day next week. >> And Independence Day in the United States, and then we'll be at Infor Inforum, second week of July, I'll be there with Rebecca Knight and the crew, so watch for that, check out SiliconAngle.com for all the news, Wikibon.com for all the research, and theCube.net to find all these videos, Youtube.com/SiliconAngle, it's everywhere, if you can't find it, you're not on Twitter, you're not on social. Thanks for watching, everybody. This is Dave Vellante with Stu Miniman, we're out. (lo-fi synthesizer music)

>> Announcer: Live from Washington DC, it's theCube, covering .NEXT conference. Brought to you by Nutanix. >> Welcome back to NEXT Conf, #NEXTConf. This is Nutanix's big customer event. This is theCube, the leader in live tech coverage. My name is Dave Vellante with Stu Miniman. This is our wrap, day one wrap, Stu. We had the practitioner day today. Interesting setup for Nutanix, they have the keynotes at the end of day one, which is kind of interesting, most companies have it at the beginning of the day. >> Dave, part of that was just logistically, this convention center, while it was kind of massive, there was another show wrapping up, so they had to shuffle things around and the advice I'd given them was, well, who do we put on? Well, put on some of the partners that we heard in announcements. >> Dave: Customers, baby. >> Give us users. I mean, Dave, more users, more users, more users, they deliver. >> Yeah, absolutely. I want to talk about that. Well, let's get right into it. I mean, every customer we talked to today had similar themes, right? Simplifying, getting rid of the non-differentiated heavy lifting, reducing the IT labor pain. All of them that we talked to were using Acropolis, selectively, they all loved VMware, but they were using Acropolis to make sure that there was a level playing field with regard to not only right workloads, but also, just sending a message to VMware that, hey, we have options. >> Yeah. Dave, the thing I loved about the customers, I think about the Scholastic interview we did. We went 10 minutes into the interview before we talked to the head of infrastructure about his infrastructure. We were talking about digital transformation, how they're helping children read and it's underneath, that invisible infrastructure happens to be from Nutanix, is helping them to do that. Same thing talked about with PXP, said it's not, oh, I could my infrastructure a little better, it's, how do I wow my IT staff to do what he called the fun stuff? That meant, I'm working on the analytics, I'm digging into Splunk and getting more value out of my data. That digital transformation is something that the customers here are embracing. The hybrid multicloud maybe not as much yet, so Nutanix is a little bit of ahead of their customers there, but right, there's some real good, customers that are embracing change and building that platform for the future, and Nutanix is a partner. >> The question I always have, because I always talk about, oh, everybody's doing the digital disruption, they've got to get rid of the banal infrastructure tasks, shift that to our digital transformation and analytics initiatives, data initiatives. Sounds good, but that's not easy, and the gentleman from PXP sort of underscored that. It took some time, we had to do some training. People, process, technology, it's the people and process stuff that is hard. That's something that's very interesting, I think, to me, Stu, is this shift that's going on. We talk about in true private cloud, $150 billion going out of heavy lifting, going into vendor R&D, true private cloud and public cloud. >> Stu: Right. >> True private cloud is the fastest growing sector. If you look at infrastructure as a service, software as a service, and true private cloud, those are the explosive growth areas. Virtually everything else in the enterprise is in flat or declining mode. >> Yeah, absolutely, Dave. Got to talk to a number of partners that are helping Nutanix expand where they're going. We're going to hear, Google's going to be in the keynote. Diane Greene, one we're looking forward to, the announcement today, Wall Street gave Nutanix a little bit of a bump, and gives them some added credibility into, really, why Nutanix should be considered a cloud partner. Actually, it was Scholastic said, that he really saw Google as thought leadership in containers and Kubernetes, and something they're starting to look at and therefore, gives him more reason, that when he deploys it, he's going to turn to Nutanix to help him look at it. Talk to Intel, talk to IBM, so some companies expanding what kind of applications are living on Nutanix. Some good thought leaders talking about, right, how IT can continue to be a sustained differentiation in the marketplace, something that I know is near and dear to your heart. >> Julia from Gartner was very guarded in her comments, I thought, excellent comments, but when we tried to sort of push her into the horses on the track conversation, she kind of stayed neutral. Okay, that's cool. But we like to riff independent thoughts on theCube. Nutanix, for a couple years now has been sort of pivoting away from so-called hyper converged infrastructure as everybody else moves to hyper converged infrastructure, and they're pivoting to cloud. The obvious next wave is that what the Fourier calls interclouding. Extending that control plane across multiple physical entities, whether it's public cloud, private cloud, on prem, off prem, legacy, etc., managing that. There's a lot of companies that are trying to do that. In your opinion, is that something that Nutanix should be doing, could be doing, will be doing? What are your thoughts on that? >> Yes, so Nutanix, if they built up the stack, we've said before, I think we said on the intro, Dave, Nutanix is looking to be like the next VMware. What does VMware need to do? VMware needs to know how they fit into that world that you just laid there. That's why Pat Gelsinger made a bold move, going to partner with Amazon. Nutanix has a little bit of a relationship with both AWS and Azure. Looks like they're goin to have a deeper relationship with Google to really expand what they're doing. They've made a few acquisitions in the market, it was calm.io was one that they acquired right before VMworld last year, and that is some of their really management layer, that control plane as to how they're going to look at managing in that multicloud world now. Does a customer turn to Nutanix? Do they turn to some of the stalwarts in the IT management space? Do they turn to the public clouds? Nutanix needs to prove this out, expand their road map, and get more customers excited. There's, I believe, we've said sometimes, it's a smaller show, it's about 4500 people is what they're expecting here at the show. This is a good size for a company that just went public. Not yet at a billion dollars, impressive, always good enthusiasm when we come to this show. Expecting lots, a high bar for what they should be delivering in the keynotes. >> All right, so good first day. We're coming at you tomorrow. We'll kick off with an assessment of the keynotes. Then tomorrow's a lot of Nutanix content. It's going to be great, we've got their executives on, some of their partners, we're going to have D-Rog, who's always a great guest. Very thoughtful. >> Stu: A couple more customers, too. >> Yeah, and more customers, so keep it right there. If you want us to ask questions of some of these guests, you can tweet us, he's @stu, I'm @dvellante. Check out siliconangle.com for all the news from this and other shows. Check out wikibon.com for all the research. Okay, that's it, we're out, we'll see you tomorrow. Thanks for watching, everybody. (electronic music)