(upbeat music) >> It's theCUBE live in Las Vegas, covering AWS re:Invent 2022. This is the first full day of coverage. We will be here tomorrow and Thursday but we started last night. So hopefully you've caught some of those interviews. Lisa Martin here in Vegas with Paul Gillin. Paul, it's great to be back. We just saw a tweet from a very reliable source saying that there are upwards of 70,000 people here at rei:Invent '22 >> I think there's 70,000 people just in that aisle right there. >> I think so. It's been great so far we've gotten, what are some of the things that you have been excited about today? >> Data, I just see data everywhere, which very much relates to our next guest. Companies realizing the value of data and the strategic value of data, beginning to treat it as an asset rather than just exhaust. I see a lot of focus on app development here and building scalable applications now. Developers have to get over that, have to sort of reorient themselves toward building around the set of cloud native primitives which I think we'll see some amazing applications come out of that. >> Absolutely, we will. We're pleased to welcome back one of our alumni to the program. Shinji Kim joins us, the CEO and founder of Select Star. Welcome back Shinji. It's great to have you. >> Thanks Lisa, great to be back. >> So for the audience who may not know much about Select Star before we start digging into all of the good stuff give us a little overview about what the company does and what differentiates you. >> Sure, so Select Star is an automated data discovery platform. We act like it's Google for data scientists, data analysts and data engineers to help find and understand their data better. Lot of companies today, like what you mentioned, Paul, have 100s and 1000s of database tables now swimming through large volumes of data and variety of data today and it's getting harder and harder for people that wants to utilize data make decisions around data and analyze data to truly have the full context of where this data came from, who do you think that's inside the company or what other analysis might have been done? So Select Star's role in this case is we connect different data warehouses BI tools, wherever the data is actually being used inside the company, bringing out all the usage analytics and the pipeline and the models in one place so anyone can search through what's available and how the data has been created, used and being analyzed within the company. So that's why we call it it's kind of like your Google for data. >> What are some of the biggest challenges to doing that? I mean you've got data squirreled away in lots of corners of the organization, Excel spreadsheets, thumb drives, cloud storage accounts. How granular do you get and what's the difficulty of finding all this data? >> So today we focus primarily on lot of cloud data warehouses and data lakes. So this includes data warehouses like Redshift, Snowflake (indistinct), Databricks, S3 buckets, where a lot of the data from different sources are arriving. Because this is a one area where a lot of analysis are now being done. This is a place where you can join other data sets within the same infrastructural umbrella. And so that is one portion that we always integrate with. The other part that we also integrate a lot with are the BI tools. So whether that's (indistinct) where you are running analysis, building reports, and dashboards. We will pull out how those are, which analysis has been done and which business stakeholders are consuming that data through those tools. So you also mentioned about the differentiation. I would say one of the biggest differentiation that we have in the market today is that we are more in the cloud. So it's very cloud native, fully managed SaaS service and it's really focused on user experience of how easily anyone can really search and understand data through Select Star. In the past, data catalogs as a sector has been primarily focused on inventorizing all your enterprise data which are in many disciplinary forces. So it was more focused on technical aspect of the metadata. At the same time now this enterprise data catalog is important and is needed for even smaller companies because they are dealing with ton of data. Another part that we also see is more of democratization of data. Many different types of users are utilizing data whether they are fully technical or not. So we had basically emphasis around how to make our user interface as intuitive as possible for business users or non-technical users but also bring out as much context as possible from the metadata and the laws that we have access to, to bring out these insights for our customers. >> Got it. What was the impetus or the catalyst to launch the business just a couple of years ago? >> Yeah, so prior to this I had another data startup called Concord Systems. We focused on distributed stream processing framework. I sold the company to Akamai which is now called ... and the product is now called IoT Edge Connect. Through Akamai I started working with a lot of enterprises in automotive and consumer electronics and this is where I saw lot of the issues starting to happen when enterprises are starting to try to use the data. Collection of data, storage of data, processing of data with the help of lot of cloud providers, scaling that is not going to be a challenge as much anymore. At the same time now lot of enterprises, what I realized is a lot of enterprises were sitting on top of ton of data that they may not know how to utilize it or know even how to give the access to because they are not 100% sure what's really inside. And more and more companies, as they are building up their cloud data warehouse infrastructure they're starting to run into the same issue. So this is a part that I felt like was missing gap in the market that I wanted to fulfill and that's why I started the company. >> I'm fascinated with some of the mechanics of doing that. In March of 2020 when lockdowns were happening worldwide you're starting new a company, you have to get funding, you have to hire people, you don't have a team in place presumably. So you have to build that as free to core. How did you do all that? (Shinji laughs) >> Yeah, that was definitely a lot of work just starting from scratch. But I've been brewing this idea, I would say three four months prior. I had a few other ideas. Basically after Akamai I took some time off and then when I decided I wanted to start another company there were a number of ideas that I was toying around with. And so late 2019 I was talking to a lot of different potential customers and users to learn a little bit more about whether my hypothesis around data discovery was true or not. And that kind of led into starting to build prototypes and designs and showing them around to see if there is an interest. So it's only after all those validations and conversations in place that I truly decided that I was going to start another company and it just happened to be at the timing of end of February, early March. So that's kind of how it happened. At the same time, I'm very lucky that I was able to have had number of investors that I kept in touch with and I kept them posted on how this process was going and that's why I think during the pandemic it was definitely not an easy thing to raise our initial seed round but we were able to close it and then move on to really start building the product in 2020. >> Now you were also entering a market that's there's quite a few competitors already in that market. What has been your strategy for getting a foot in the door, getting some name recognition for your company other than being on the queue? >> Yes, this is certainly part of it. So I think there are a few things. One is when I was doing my market research and even today there are a lot of customers out there looking for an easier, faster, time to value solution. >> Yes. >> In the market. Today, existing players and legacy players have a whole suite of platform. However, the implementation time for those platforms take six months or longer and they don't necessarily are built for lot of users to use. They are built for database administrators or more technical people to use so that they end up finding their data governance project not necessarily succeeding or getting as much value out of it as they were hoping for. So this is an area that we really try to fill the gaps in because for us from day one you will be able to see all the usage analysis, how your data models look like, and the analysis right up front. And this is one part that a lot of our customers really like and also some of those customers have moved from the legacy players to Select Star's floor. >> Interesting, so you're actually taking business from some of the legacy guys and girls that may not be able to move as fast and quickly as you can. But I'd love to hear, every company these days has to be a data company, whether it's a grocery store or obviously a bank or a car dealership, there's no choice anymore. As consumers, we have this expectation that we're going to be able to get what we want, self-service. So these companies have to figure out where all the data is, what's the insides, what does it say, how can they act on that quickly? And that's a big challenge to enable organizations to be able to see what it is that they have, where's the value, where's the liability as well. Give me a favorite customer story example that you think really highlights the value of what Select Star is delivering. >> Sure, so one customer that we helped and have been working with closely is Pitney Bowes. It's one of the oldest companies, 100 year old company in logistics and manufacturing. They have ton of IoT data they collect from parcels and all the tracking and all the manufacturing that they run. They have recently, I would say a couple years ago moved to a cloud data warehouse. And this is where their challenge around managing data have really started because they have many different teams accessing the data warehouses but maybe different teams creating different things that might have been created before and it's not clear to the other teams and there is no single source of truth that they could manage. So for them, as they were starting to look into implementing data mesh architecture they adopted Select Star. And they have a, as being a very large and also mature company they have considered a lot of other legacy solutions in the market as well. But they decided to give it a try with select Star mainly because all of the automated version of data modeling and the documentation that we were able to provide upfront. And with all that, with the implementation of Select Star now they claim that they save more than 30 hours a month of every person that they have in the data management team. And we have a case study about that. So this is like one place where we see it save a lot of time for the data team as well as all the consumers that data teams serve. >> I have to ask you this as a successful woman in technology, a field that has not been very inviting to women over the years, what do you think this industry has to do better in terms of bringing along girls and young women, particularly in secondary school to encourage them to pursue careers in science and technology? >> Like what could they do better? >> What could this industry do? What is this industry, these 70,000 people here need to do better? Of which maybe 15% are female. >> Yeah, so actually I do see a lot more women and minority in data analytics field which is always great to see, also like bridging the gap between technology and the business point of view. If anything as a takeaway I feel like just making more opportunities for everyone to participate is always great. I feel like there has been, or you know just like being in the industry, a lot of people tends to congregate with people that they know or more closed groups but having more inclusive open groups that is inviting regardless of the level or gender I think is definitely something that needs to be encouraged more just overall in the industry. >> I agree. I think the inclusivity is so important but it also needs to be intentional. We've done a lot of chatting with women in tech lately and we've been talking about this very topic and that they all talk about the inclusivity, diversity, equity but it needs to be intentional by companies to be able to do that. >> Right, and I think in a way if you were to put it as like women in tech then I feel like that's also making it more explosive. I think it's better when it's focused on the industry problem or like the subject matter, but then intentionally inviting more women and minority to participate so that there's more exchange with more diverse attendees in the AWS. >> That's a great point and I hope to your 0.1 day that we're able to get there, but we don't have to call out women in tech but it is just so much more even playing field. And I hope like you that we're on our way to doing that but it's amazing that Paul brought up that you started the company during the pandemic. Also as a female founder getting funding is incredibly difficult. So kudos to you. >> Thank you. >> For all the successes that you've had. Tell us what's next for Select Star before we get to that last question. >> Yeah, we have a lot of exciting features that have been recently released and also coming up. First and foremost we have an auto documentation feature that we recently released. We have a fairly sophisticated data lineage function that parses through activity log and sequel queries to give you what the data pipeline models look like. This allows you to tell what is the dependency of different tables and dashboards so you can plan what your migration or any changes that might happen in the data warehouse so that nothing breaks whenever these changes happen. We went one step further to that to understand how the data replication actually happens and based on that we are now able to detect which are the duplicated data sets and how each different field might have changed their data values. And if the data actually stays the same then we can also propagate the same documentation as well as tagging. So this is particularly useful if you are doing like a PII tagging, you just mark one thing once and based on the data model we will also have the rest of the PII that it's associated with. So that's one part. The second part is more on the security and data governance front. So we are really seeing policy based access control where you can define who can see what data in the catalog based on their team tags and how you want to define the model. So this allows more enterprises to be able to have different teams to work together. And last one at least we have more integrations that we are releasing. We have an upgraded integration now with Redshift so that there's an easy cloud formation template to get it set up, but we now have not added Databricks, and power BI as well. So there are lots of stuff coming up. >> Man, you have accomplished a lot in two and a half years Shinji, my goodness! Last question for you, describing Select Star in a bumper sticker, what would that bumper sticker say? >> So this is on our website, but yes, automated data catalog in 15 minutes would be what I would call. >> 15 minutes. That's awesome. Thank you so much for joining us back on the program reintroducing our audience to Select Star. And again, congratulations on the successes that you've had. You have to come back because what you're creating is a flywheel and I can't wait to see where it goes. >> Awesome, thanks so much for having me here. >> Oh, our pleasure. Shinji Kim and Paul Gillin, I'm Lisa Martin. You're watching theCUBE, the leader in live enterprise and emerging tech coverage. (upbeat music)

(bright music) >> Welcome back to the Cube. Our continuing coverage of Snowflake Summit 22, day two, lots of content as I've said, coming at you the last couple of days. Dave and I, Dave Vellante, and Lisa Martin are here with you. We have an exciting guest here next to talk with us about data discovery. Please welcome Shinji Kim, the founder and CEO at Select Star. Welcome to the program. >> Thanks for having me. >> Dave: Great to see you. >> Excited to be here. >> Talk to us about Select Star. What do you guys do? And then we're going to uncrack data discovery. >> Yeah, why'd you start the company? (Shinji laughing) >> Sure. So, Select Star is, on fully automated data discovery platform, that helps any company to be able to find, understand and manage their data. I started this company because after I sold my last company, Concord Systems to Akamai, I started working with a lot of global enterprise companies that manages a lot of IOT devices like automakers or consumer electronics companies. And it became very clear to me that companies are not going to stop anytime soon about collecting more data, more often, and trying to utilize them as much as they can. And cloud providers, and all the new technologies like Snowflake has really helped them to achieve that goal. But the challenges that, I've started noticing, from a lot of these enterprises, is that they now have 100s or 1000s of data sets that they have to manage. And when you are trying to use that data it's almost impossible to find which specific field which specific data sets that you should use out of 1000s and 100s of 1000s of data sets you have. So, that's why I felt like this is the next problem and challenge that I would like to solve. Also because, I have a background of working as a software engineer, data scientist, product manager, in the stages of creating data, transforming data and also querying data and trying to make business decisions on data. Having a right context about the data, is so important, for me to use that data. So, for us, we are trying to solve that challenge around finding and understanding data, and we call that data discovery. >> Wow. That's music to my ears here because I can't tell you how many meetings I've been in, where somebody presents some data and I say, okay, what's the source of that data? What are the assumptions used to derive data? I have different data, you know, and then it becomes this waste of time. My data's better than your data, or everybody has an agenda. You cut through that. >> Yeah, so, data discovery, in a nutshell, we defining as finding, understanding, and managing your data. So, in Select Star, we will automatically bring out, all your, like the schema information. Where does data exist? We will also analyze the SQL query logs as well as activity logs that's generated by any applications and BI tools that are connected on top of your data warehouse, so that any time you're looking at a database any particular database table, column or dashboard, we will tell you, where did this data come from? Where did it originate from? How was this transformed? And which reporting table does this exist? Who's using this data the most inside the company? How are they using it? And which are the dashboards and reports that are built on top of this data set? So you don't have to go out and ask everybody else, "Hey, I'm looking for this type of data. "Has anybody worked with this?" This is actually something that I realize a lot of data analysts and data scientists waste their time on. So yeah, that's really the, what we call fully automated data context that we provide to our customers so that you can truly use all the data that you have in your data warehouse. >> And you do this by understanding the metadata? Or is it some kind of scanning? Or using math or code? >> It's both. So, first of all, we do connect and bring out all the metadata. So, that's all the information under information schema. And then, we also look at all the query history. So all your select SQL queries, all your create queries, create table queries, create view queries. And based on that, we will also match the metadata, where it exists inside those queries and logs. And based on that, we will generate first and foremost, what we would call column level data lineage. Data lineage is all about showing you the flow of data from where it was originated, how it was transformed, and where it exists now. And also, what we call popularity. Who's using what data? How are they using it? And in aggregate, you can also find out, which are the most important data sets in our company? Which are the data sets that can be deprecated because it was like a duplicate of other data sets and nobody's using it anymore? And we like put a, like a popularity score for every single data asset that you have in your company so you can see how that's being used. >> How do your customers take action on the information that you provide them? Do they ultimately automate it? Do they go through a process of sort of the human in the loop? >> Well, we do the automation for them. >> Yeah. >> And we do also provide them with a, really easy to use user interface so that they can add any semantic level data on top. So, that's like tags. Like whether you want to market as, this is a analyst approved table, or do not use table or if you want to put a PII classification of data you can do that on a column. And we will automatically either propagate those annotations throughout the platform. We will also automatically propagate any same matching documentation that you might want to use within the data warehouse. And we will also provide you with, more of a rich text documentation that you can also add on top as a business glossary or like a Wiki that business users can, get a better understanding of data concepts and models as well. >> How do they tag the data? Do they use another tool that does that or? >> No, they can tag it within Select Star. Any table or column has a little icon, tag icon, so you can click on it. Or, we can also give you a view of every database page will have all the tables in one place. You can add a keyword and bulk tag. >> So humans tag. >> Yeah. So humans tag. So in the beginning, humans tag, and then we will automate the propagation of that tag. So if you already tagged, let's say SSN field as a PII, then we will find all the other columns that may use the exact same data, and also tag the same, just as an example. >> Okay so you, once the human puts it in there then you automate the downstream. 'Cause humans sometimes aren't great at classifying and tagging and inconsistencies and I would think that you could use math to improve that. >> And we do have some plans to add more automated tagging system. For example, we are already, we don't necessarily tag them, but we give our customers filters on top of their search results to see, which are the data sets that nobody's using anymore? Which are the data sets that's being created very recently? And you can also filter by who created them or who are the owners. So these are some of the aspects of the data or even like when's the last time was this data updated? So these are the aspects of the operational metadata that we are starting to automate to put more automated annotation, I would say is more coming up towards the end of the year. But in terms of semantic level tagging, like is this data set around customers? Is this data set for marketing, sales, customer support? That is something that we are giving a really easy to use interface for the data team to be able to easily organize them. >> How are you helping organizations? We think of the all the privacy regulations and legislations. How is Select Star a facilitator of data privacy for your clients? Is it part of that play? >> So, I would say, one of the main use cases of data discovery, is data governance. So, starting this company and starting to work with a lot of fortune 500 companies, as well as I would say more like recently IPOed companies that have grown very fast in Silicon valley. Some of those customers have told us that they initially adopted Select Star because they needed a good data catalog and search platform for their data team. But as they are starting to use Select Star and starting to see all these insights about their own data warehouse, they are all kicking off their new data governance projects, because they get to see a really good lay of the land, of how the data is being accessed today. So, this is why we have a very easy to use and also programmatic API so that you can add tags, ownership, and set access control through a Select Star. We are actually just releasing a beta version of our, what we call policy based access control where you can use either role based and attribute based access control so that different roles of the users get to see different versions of a Select star when they log in. And this is just the beginning. Like PII is for example, any column that's already marked as PII. We will always strip out the value before it gets fully processed within Select Star. So even if anybody might stumble upon any sequel queries that other analysts have run, those values won't be available in Select Star at all. >> And you started the company right before the lockdown, right? That must have been crazy. >> Yes, March, 2020 is our, my incorporation of Select Star. It was a very interesting time to start the company. And in a way, I'm glad I did. We had a lot of focus time to really, go heads down, build out the product, and work closely with our customer. And today it's really awesome to get to, provide that support to more customers today. >> And so, what are you doing with Snowflake? >> So Snowflake has been a great partner for us. Lot of customers and Snowflake is really great for this. Basically building single source of truth of your data by connecting all your source of, databases, as well as like your ERP, CRM systems, ad systems, marketing systems, SaaS platform, you can connect them now all to Snowflake, that will all dump all the data inside. So that, allows data team to be able to actually join and crossmatch the customer data across so many different applications. And what we see from a lot of Snowflake customers, hence they end up with many different schemas and tens of thousands of tables. And for them now they are requiring or needing more of a better data discovery tool so that they can use and leverage Snowflake data that they have. So, in that regard so we are a snowflake data governance accelerator partner. And as part of that accelerator program, one of the things that we've integrated with Snowflake is, what we call Snowflake Tag Sync. So if you create any tags in Select Star, and you marked it as a PII, we will also replicate the same tag, to Snowflake. >> Yeah. Okay. >> And so everything is synced in there. And on top of that, a lot of our customers really like using our column level lineage, because we will show how all the data tables within Snowflake is connected to another. And actually last but not least, we actually just released this feature today, called the auto generated ER diagram. ER diagram stands for Entity Relationship Diagram. ERD is like a blueprint of your data model. When your engineers and data architects start creating tables in databases, this is a diagram that they will put together, to show how they are translating business logic into data models in the databases. And that includes, which are the fields for primary keys, foreign keys, and how are different like when you look at Star schema, how different tables are joined together. When all these tables gets migrated into Snowflake, a lot of them actually lose the, the relationships of primary keys and foreign keys. So, many analysts, what we found, is that they are starting to guess, how to join different tables, how to use different data sets together. But because we know how other analysts have actually joined and used the tables in the past, we can give them the guidance and really nice diagram that they can refer to. So that is the ERD diagram that we are releasing today. Available for all customers including our free customers, where you can select any tables, and we will show you the relationship that table has, that you can use right away in your sequel queries. >> And that will facilitate, that simplifies doing more complex joins, yes? Which is an Achilles heel of Snowflake. That's not really what they are about, but they have to rely on the ecosystem to help them do that, which has always been their strategy. The company founded in March 2020, amazing. And then relatively small still, yes? Or is it self-funded? I mean, you've raised a little bit of money, but what's your status? >> Yeah, we raised our seed funding when I first started the company. We've also raised another round of bridge round last year and we plan to raise our another venture round of funding soon. >> Great. Awesome. >> And we're going to be making those investments. What are some of the key parts of the business that you're going to use that funding for? >> There's a lot to build. (Shinji laughing) >> Dave: Yeah. Engineering. >> Obviously more automation features, but having, I would say right now, we have now built a really good foundation of data discovery and that includes fully automated data cataloging for metadata, column level lineage, and also building the usage model like popularity, who's using what, all that type of stuff. So, now we are starting to build really exciting features that leverages these fundamental aspects of data discovery, like auto propagation of tags. We also do auto propagation of documentation. So you write one column description once, and it will get replicated and changed everywhere throughout your data model. We have also other things that we have in store especially more for next year, are, package support for specific use cases like data governance, self-service analytics and cloud cost management. >> Nice, lots of work-- >> Dave: Impressive, I'm blown away. >> And you've accomplished this during a pandemic that's even more impressive. Thank you so much Shinji for coming on, talking to us about Select Star. What you're enabling organizations to do, really derive the context from that data taking a lot of manual work away. We appreciate your insights and your time and wish you the best of luck. >> Well, thanks so much for having me here. This has been great. >> Good. Thanks so much. For Dave Vellante, I'm Lisa Martin. You're watching the Cube's coverage of Snowflake Summit 22, day two. Stick around. Dave has an industry analyst panel common up next. You won't want to miss it. (soft music)

>>from around the globe. It's the Cube with digital coverage of AWS reinvent 2020 sponsored by Intel, AWS and our community partners. Everyone welcome back to the cubes. Coverage of AWS Reinvent Amazon Web services Annual conference theme. Cuba's normally there in person. This year we can't be. It's a virtual event. This is the Cube virtual. I'm your host for the Cube. John Ferrier Tresh Damn Kroger, VP of G M and G m of the high performance computing team at Intel is here in the Cube until a big part of the cube every year. Trish, thank you for coming on Were remote. We can't be in person. Um, good to see you. >>Good to see you. >>I'm really impressed with Reinvent Has grown from kind of small show eight years ago to now kind of a bellwether. And and every year it's the same story. More scale, more performance, lower prices. This is kind of the intel cadence that we've seen of Intel over the years. But high performance computing, which >>has been >>around for a while, has gotten much more mainstream thinking because it's applying now to scale. So I want to get your thoughts and and just set the table real quick. What is high performance computing mean these days from Intel? And has that relate to what people are experiencing >>e high performance computing? Um, yes, it's been traditionally known as something that's, you know, in the in the labs and the government, you know, not used widely. But high performance computing is truly just changing the world is what you can dio Cove. It is a great example of where they've taken high performance computing to speed up the discovery of drugs and vaccines for or cova 19. They use it every day. You know, whether it's making Pampers or Clorox boxes. So they are those bottles so that they, when you drop them, they don't break, um, to designing airplanes and designing, um, Caterpillar tractors. So it is pervasive throughout. And, um, sometimes people don't realize that high performance computing infrastructure is kind of that basics that you use whenever you need to do something with dense compute. >>So what some examples of workloads can you just share? I mean, obviously Xeon processor. We've covered that many times, but I mean from a workload standpoint, what kind of workloads are high performance computing kind of related or unable or ideal for that's out there, >>right? Z on scalable processors are the foundation for high performance computing. If you look at what most people run high performance computing on its see on, and I think that it's so broad. So if you look at seismic processing or molecular dynamics for the drug discovery type work or if you think about, um, open foam for fluid dynamics or, um, you know, different financial trade service, you know, frequency, fats, frequency trading or low. I can't even think of that word. But anyway, trading is very common using high performance computing. I mean, it's just used pervasively throughout. >>Yeah, and you're seeing you're seeing the cloud of clarification of that. I want to get your thoughts. The next question is, you know it's not just Intel hardware. You mentioned Zeon, but HBC in AWS were here. It reinvent. Can you share how that plays out? What's your what's your What's your take on that? Because it's not just hard work and you just take them into explain relationship, >>right? So we definitely have seen the growth of high performance computing in the cloud over the last couple of years. We've talked about this for, you know, probably a decade, and we've definitely seen that shift. And with AWS, we have this wonderful partnership where Intel is not only bringing the hardware like you say, the Z on scalable processors, but we're also having accelerators and then on that whole software ecosystem where we work closely with our I s V and O S v partners. And when we bring, um, not only compilers but also analyzers in our full to tool suite so people can move between an on Prem situation Thio Public cloud like aws. Um, seamlessly. >>So talk about the developer impact. As I say, it's that learning show reinvent. There's a lot of developers here. I'll see mainstream you're seeing, you know, obviously the born in the cloud. But now you're seeing large scale enterprises and big businesses. You mentioned financial services from high frequency trading to oil and gas. Every vertical has a need for cloud and and what, you should be traditionally on premises compute. So you have. You're kind of connecting those dots here with AWS. Um, what is some of the developer angle here? Because they're in the cloud to they want to develop. How does how does the developer, um, engage with you guys on HPC in Amazon, >>Right? Well, there's there's a couple ways. I mean, so we do work with some of our partners eso that they could help move those workloads to the cloud. So an example is 69 which recently helped a customer successfully port a customized version of the in car models for prediction across scales. So they chose the C 59 18 x large instance type because this is what really deliver the highest performance and the lowest price for compute ratio. Another great example is P. K. I, which is a partner out of the UK, has worked with our customers to implement AI in retail and other segments running on Intel Instances of the EEC too. So I think these air just so you could have people help you migrate your workloads into the cloud. But then also, one of the great things I would like to talk about is, um a ws has come out with the parallel cluster, which is an Intel select solution, which really helps, um, ease that transition from on Prem to cloud. >>That's awesome. Um, let's get into that parallel cluster and you mentioned Intel Select Solution program. There's been some buzz on that. Can you take a minute to explain what that is? I >>mean, the HBC has, AH reputation of being hard, and the whole philosophy between behind the Intel Select solution is to make it easier for our customers to run HBC workloads in the cloud or on Prem and with E Intel Select Solution. It's also about scaling your job across a large number of notes, so we've made it a significant investment into the full stack. So this is from the silicon level all the way up to the application level so that we ensure that your application runs best on Intel and we bring together all the everything that you need into. Basically, it's a reference design. So it's a recipe where we jointly created it with our I, C, P and O S V partners and our open source environment for all the different relevant workloads. And so Amazon Web Services is the first cloud service provider to actually verify a service such as Intel Select Solution and this is this is amazing because this truly means that somebody can say it works today on Prem, and I know it will work exactly the same in AWS Cloud. >>That's huge. And I wanna just call that out because I think it's worth noting. You guys just don't throw this around like in the industry like doing these kind of partnerships. Intel's been pretty hard core on the quality, and so having a cloud service provider kind of go through the thing, it's really notable you mentioned parallel cluster um, deal. What is Can you just tie that together? Because if I get this right, the Intel, uh, select solution with the cloud service provider Amazon is a reference designed for how to go on premise or edge or revenue. It is to cloud in and out of cloud. How does this parallel cluster project fit into all this? Can you just unpack that a little bit? >>Right. So the parallel cluster basically, um, it's a parallel cluster until select solution. And there's three instances that we're featuring with the Intel Xeon Scalable processor, which gives you a variety of compute characteristics. So the select solution gives you the compute, the storage, the memory the networking that you need. You know, it says the specifications for what you need to run a non optimal way. And then a WS has allowed us to take some of the C five or some of the instances, and we are on. Three different instances were on the C five, in instance. But that's for your compute optimize work clothes. We're on the in five instance and that's really for a balanced between higher memory per core ratio. And then you have your are five and instance at a W s that's really targeted for that memory intensive workloads. And so all of these are accessible within the single A. W s parallel cholesterol environment on bits at scale. And it's really you're choosing of what you want to take and do. And then on top of that, the they're enabled with the next generation AWS Nitro system, which delivers 100 gigabits of networking for the HBC workloads. So that is huge for HPC. >>I was gonna get to the Nitro is my one of my top questions. Thanks >>for >>thanks for clarifying that. You know, I'm old enough to remember the old days when you have the intel inside the PC a shell of, ah box and create all that great productivity value. But with cloud, it's almost like we're seeing that again. You just hit on some key points you have. Yeah, this is HPC is like memory storage. You've got networking a compute. All these things kind of all kind of working together. If I get that right, you just kind of laid that out there. And it's not an intel Has to be intel. Everything. Your intel inside the cloud now and on premise, which is the There is no on premise anymore. It's cloud operations. If I get this right because you're essentially bridging the two worlds with the chips, you bring on premise which could be edge a big edge or small legend in cloud. Is that right? I mean, this is kind of where this is >>going. Yeah, so I mean, what I think about so a lot of them. The usages for HBC in the cloud is burst capacity. Most HBC centers are 100% not 100% because they have to do maintenance, but 95% utilized, so there is no more space. And so when you have a need to do a larger run or you need thio, you know, have something done quickly you burst to the cloud. That's just what you need to do now. I mean, or you want to try out different instances. So you want to see whether maybe that memory intensive workload would work better? Maybe in kind of that are five in instance, and that gives you that opportunity to see and also, you know, maybe what you want to purchase. So truly, we're entering this hybrid cloud bottle where you can't, um the demand for high performance computing is so large that you've got to be able to burst to the cloud. >>I think you guys got it right. I'm really impressed. And I like what I'm seeing. And I think you talked about earlier the top of the interview, government labs and whatnot. I think those are the early adopters because when they need more power and they usually don't have a lot of big budgets, a little max out and then go to the cloud Whether it's, you know, computing, you know what's going on in the ocean and climate change are all these things that they work on that need massive compute and power. That's a a pretext to enterprise. So if you can't connect the dots, you're kind of right in line with what we're seeing. So super impressive. Thanks for sharing that. Final thoughts on this is that performance. So Okay, the next question is, OK, all great. You're looking good off the tee or looking down the road. Clear path to success in the future. How does the performance compare in the cloud versus on premise? >>It could be well, and that's one of the great things about the Intel select solution because we have optimized that reference designed so that you can get the performance you're used to on Prem in the AWS Cloud. And so that is what's so cool honestly, about this opportunity So we can help you know, that small and medium business that doesn't maybe have this resource is or even those industries that do. And they know they're already a reference using that modeling SIM reference design, and they can now just burst to the cloud and it will work. But the performance they expect >>Trish, great to have you on great insight. Thanks for sharing all the great goodness from Intel and the A W s final thoughts on the on the partnership. We're not in person. And by the way, Intel usually has a huge presence. The booth is usually right behind the cube stage, which you guys sponsor. Thank you very much greater. Always partner with you. Great party. You sponsor the replay, which is always great, and it's always great party and great partnership. Good content. We're not there this year. What's the relationship like? And you take a minute to explain your final thoughts on a Amazon Web services and intel. >>Yeah, I know we have, Ah, Long term partnership 14 plus year partnership with AWS. And I mean, I think it's with the your, um taking Intel Select solution. It's going to be even a richer partnership we're gonna have in the future. So I'm thrilled that I have the opportunity to talk about it and really talk about how excited I am to be able Thio bring Mawr HBC into the world. It's all about the democratization of HBC because HBC changes the world >>well. Tricia, congratulations on the select program with AWS and the first cloud service provider really is a nice directional indicator of what's gonna happen. Futures laid out. Of course. Intel's in front. Thank you for coming. I appreciate it. >>Oh, thank you, John. >>Okay, that's the cubes. Virtual coverage Cube. Virtual. We're not in person. Aws reinvent 2020 is virtual. Three weeks were over the next three weeks, we're gonna bring you coverage. Of course. Cube Live in studio in Palo Alto will be covering a lot of the news. Stay with us from or coverage after this short break. Thank you.

>> Paige: Hello everybody and thank you for joining us today for the virtual Vertica BDC 2020. Today's breakout session is entitled End-to-End Security in Vertica. I'm Paige Roberts, Open Source Relations Manager at Vertica. I'll be your host for this session. Joining me is Vertica Software Engineers, Fenic Fawkes and Chris Morris. Before we begin, I encourage you to submit your questions or comments during the virtual session. You don't have to wait until the end. Just type your question or comment in the question box below the slide as it occurs to you and click submit. There will be a Q&A session at the end of the presentation and we'll answer as many questions as we're able to during that time. Any questions that we don't address, we'll do our best to answer offline. Also, you can visit Vertica forums to post your questions there after the session. Our team is planning to join the forums to keep the conversation going, so it'll be just like being at a conference and talking to the engineers after the presentation. Also, a reminder that you can maximize your screen by clicking the double arrow button in the lower right corner of the slide. And before you ask, yes, this whole session is being recorded and it will be available to view on-demand this week. We'll send you a notification as soon as it's ready. I think we're ready to get started. Over to you, Fen. >> Fenic: Hi, welcome everyone. My name is Fen. My pronouns are fae/faer and Chris will be presenting the second half, and his pronouns are he/him. So to get started, let's kind of go over what the goals of this presentation are. First off, no deployment is the same. So we can't give you an exact, like, here's the right way to secure Vertica because how it is to set up a deployment is a factor. But the biggest one is, what is your threat model? So, if you don't know what a threat model is, let's take an example. We're all working from home because of the coronavirus and that introduces certain new risks. Our source code is on our laptops at home, that kind of thing. But really our threat model isn't that people will read our code and copy it, like, over our shoulders. So we've encrypted our hard disks and that kind of thing to make sure that no one can get them. So basically, what we're going to give you are building blocks and you can pick and choose the pieces that you need to secure your Vertica deployment. We hope that this gives you a good foundation for how to secure Vertica. And now, what we're going to talk about. So we're going to start off by going over encryption, just how to secure your data from attackers. And then authentication, which is kind of how to log in. Identity, which is who are you? Authorization, which is now that we know who you are, what can you do? Delegation is about how Vertica talks to other systems. And then auditing and monitoring. So, how do you protect your data in transit? Vertica makes a lot of network connections. Here are the important ones basically. There are clients talk to Vertica cluster. Vertica cluster talks to itself. And it can also talk to other Vertica clusters and it can make connections to a bunch of external services. So first off, let's talk about client-server TLS. Securing data between, this is how you secure data between Vertica and clients. It prevents an attacker from sniffing network traffic and say, picking out sensitive data. Clients have a way to configure how strict the authentication is of the server cert. It's called the Client SSLMode and we'll talk about this more in a bit but authentication methods can disable non-TLS connections, which is a pretty cool feature. Okay, so Vertica also makes a lot of network connections within itself. So if Vertica is running behind a strict firewall, you have really good network, both physical and software security, then it's probably not super important that you encrypt all traffic between nodes. But if you're on a public cloud, you can set up AWS' firewall to prevent connections, but if there's a vulnerability in that, then your data's all totally vulnerable. So it's a good idea to set up inter-node encryption in less secure situations. Next, import/export is a good way to move data between clusters. So for instance, say you have an on-premises cluster and you're looking to move to AWS. Import/Export is a great way to move your data from your on-prem cluster to AWS, but that means that the data is going over the open internet. And that is another case where an attacker could try to sniff network traffic and pull out credit card numbers or whatever you have stored in Vertica that's sensitive. So it's a good idea to secure data in that case. And then we also connect to a lot of external services. Kafka, Hadoop, S3 are three of them. Voltage SecureData, which we'll talk about more in a sec, is another. And because of how each service deals with authentication, how to configure your authentication to them differs. So, see our docs. And then I'd like to talk a little bit about where we're going next. Our main goal at this point is making Vertica easier to use. Our first objective was security, was to make sure everything could be secure, so we built relatively low-level building blocks. Now that we've done that, we can identify common use cases and automate them. And that's where our attention is going. Okay, so we've talked about how to secure your data over the network, but what about when it's on disk? There are several different encryption approaches, each depends on kind of what your use case is. RAID controllers and disk encryption are mostly for on-prem clusters and they protect against media theft. They're invisible to Vertica. S3 and GCP are kind of the equivalent in the cloud. They also invisible to Vertica. And then there's field-level encryption, which we accomplish using Voltage SecureData, which is format-preserving encryption. So how does Voltage work? Well, it, the, yeah. It encrypts values to things that look like the same format. So for instance, you can see date of birth encrypted to something that looks like a date of birth but it is not in fact the same thing. You could do cool stuff like with a credit card number, you can encrypt only the first 12 digits, allowing the user to, you know, validate the last four. The benefits of format-preserving encryption are that it doesn't increase database size, you don't need to alter your schema or anything. And because of referential integrity, it means that you can do analytics without unencrypting the data. So again, a little diagram of how you could work Voltage into your use case. And you could even work with Vertica's row and column access policies, which Chris will talk about a bit later, for even more customized access control. Depending on your use case and your Voltage integration. We are enhancing our Voltage integration in several ways in 10.0 and if you're interested in Voltage, you can go see their virtual BDC talk. And then again, talking about roadmap a little, we're working on in-database encryption at rest. What this means is kind of a Vertica solution to encryption at rest that doesn't depend on the platform that you're running on. Encryption at rest is hard. (laughs) Encrypting, say, 10 petabytes of data is a lot of work. And once again, the theme of this talk is everyone has a different key management strategy, a different threat model, so we're working on designing a solution that fits everyone. If you're interested, we'd love to hear from you. Contact us on the Vertica forums. All right, next up we're going to talk a little bit about access control. So first off is how do I prove who I am? How do I log in? So, Vertica has several authentication methods. Which one is best depends on your deployment size/use case. Again, theme of this talk is what you should use depends on your use case. You could order authentication methods by priority and origin. So for instance, you can only allow connections from within your internal network or you can enforce TLS on connections from external networks but relax that for connections from your internal network. That kind of thing. So we have a bunch of built-in authentication methods. They're all password-based. User profiles allow you to set complexity requirements of passwords and you can even reject non-TLS connections, say, or reject certain kinds of connections. Should only be used by small deployments because you probably have an LDAP server, where you manage users if you're a larger deployment and rather than duplicating passwords and users all in LDAP, you should use LDAP Auth, where Vertica still has to keep track of users, but each user can then use LDAP authentication. So Vertica doesn't store the password at all. The client gives Vertica a username and password and Vertica then asks the LDAP server is this a correct username or password. And the benefits of this are, well, manyfold, but if, say, you delete a user from LDAP, you don't need to remember to also delete their Vertica credentials. You can just, they won't be able to log in anymore because they're not in LDAP anymore. If you like LDAP but you want something a little bit more secure, Kerberos is a good idea. So similar to LDAP, Vertica doesn't keep track of who's allowed to log in, it just keeps track of the Kerberos credentials and it even, Vertica never touches the user's password. Users log in to Kerberos and then they pass Vertica a ticket that says "I can log in." It is more complex to set up, so if you're just getting started with security, LDAP is probably a better option. But Kerberos is, again, a little bit more secure. If you're looking for something that, you know, works well for applications, certificate auth is probably what you want. Rather than hardcoding a password, or storing a password in a script that you use to run an application, you can instead use a certificate. So, if you ever need to change it, you can just replace the certificate on disk and the next time the application starts, it just picks that up and logs in. Yeah. And then, multi-factor auth is a feature request we've gotten in the past and it's not built-in to Vertica but you can do it using Kerberos. So, security is a whole application concern and fitting MFA into your workflow is all about fitting it in at the right layer. And we believe that that layer is above Vertica. If you're interested in more about how MFA works and how to set it up, we wrote a blog on how to do it. And now, over to Chris, for more on identity and authorization. >> Chris: Thanks, Fen. Hi everyone, I'm Chris. So, we're a Vertica user and we've connected to Vertica but once we're in the database, who are we? What are we? So in Vertica, the answer to that questions is principals. Users and roles, which are like groups in other systems. Since roles can be enabled and disabled at will and multiple roles can be active, they're a flexible way to use only the privileges you need in the moment. For example here, you've got Alice who has Dbadmin as a role and those are some elevated privileges. She probably doesn't want them active all the time, so she can set the role and add them to her identity set. All of this information is stored in the catalog, which is basically Vertica's metadata storage. How do we manage these principals? Well, depends on your use case, right? So, if you're a small organization or maybe only some people or services need Vertica access, the solution is just to manage it with Vertica. You can see some commands here that will let you do that. But what if we're a big organization and we want Vertica to reflect what's in our centralized user management system? Sort of a similar motivating use case for LDAP authentication, right? We want to avoid duplication hassles, we just want to centralize our management. In that case, we can use Vertica's LDAPLink feature. So with LDAPLink, principals are mirrored from LDAP. They're synced in a considerable fashion from the LDAP into Vertica's catalog. What this does is it manages creating and dropping users and roles for you and then mapping the users to the roles. Once that's done, you can do any Vertica-specific configuration on the Vertica side. It's important to note that principals created in Vertica this way, support multiple forms of authentication, not just LDAP. This is a separate feature from LDAP authentication and if you created a user via LDAPLink, you could have them use a different form of authentication, Kerberos, for example. Up to you. Now of course this kind of system is pretty mission-critical, right? You want to make sure you get the right roles and the right users and the right mappings in Vertica. So you probably want to test it. And for that, we've got new and improved dry run functionality, from 9.3.1. And what this feature offers you is new metafunctions that let you test various parameters without breaking your real LDAPLink configuration. So you can mess around with parameters and the configuration as much as you want and you can be sure that all of that is strictly isolated from the live system. Everything's separated. And when you use this, you get some really nice output through a Data Collector table. You can see some example output here. It runs the same logic as the real LDAPLink and provides detailed information about what would happen. You can check the documentation for specifics. All right, so we've connected to the database, we know who we are, but now, what can we do? So for any given action, you want to control who can do that, right? So what's the question you have to ask? Sometimes the question is just who are you? It's a simple yes or no question. For example, if I want to upgrade a user, the question I have to ask is, am I the superuser? If I'm the superuser, I can do it, if I'm not, I can't. But sometimes the actions are more complex and the question you have to ask is more complex. Does the principal have the required privileges? If you're familiar with SQL privileges, there are things like SELECT, INSERT, and Vertica has a few of their own, but the key thing here is that an action can require specific and maybe even multiple privileges on multiple objects. So for example, when selecting from a table, you need USAGE on the schema and SELECT on the table. And there's some other examples here. So where do these privileges come from? Well, if the action requires a privilege, these are the only places privileges can come from. The first source is implicit privileges, which could come from owning the object or from special roles, which we'll talk about in a sec. Explicit privileges, it's basically a SQL standard GRANT system. So you can grant privileges to users or roles and optionally, those users and roles could grant them downstream. Discretionary access control. So those are explicit and they come from the user and the active roles. So the whole identity set. And then we've got Vertica-specific inherited privileges and those come from the schema, and we'll talk about that in a sec as well. So these are the special roles in Vertica. First role, DBADMIN. This isn't the Dbadmin user, it's a role. And it has specific elevated privileges. You can check the documentation for those exact privileges but it's less than the superuser. The PSEUDOSUPERUSER can do anything the real superuser can do and you can grant this role to whomever. The DBDUSER is actually a role, can run Database Designer functions. SYSMONITOR gives you some elevated auditing permissions and we'll talk about that later as well. And finally, PUBLIC is a role that everyone has all the time so anything you want to be allowed for everyone, attach to PUBLIC. Imagine this scenario. I've got a really big schema with lots of relations. Those relations might be changing all the time. But for each principal that uses this schema, I want the privileges for all the tables and views there to be roughly the same. Even though the tables and views come and go, for example, an analyst might need full access to all of them no matter how many there are or what there are at any given time. So to manage this, my first approach I could use is remember to run grants every time a new table or view is created. And not just you but everyone using this schema. Not only is it a pain, it's hard to enforce. The second approach is to use schema-inherited privileges. So in Vertica, schema grants can include relational privileges. For example, SELECT or INSERT, which normally don't mean anything for a schema, but they do for a table. If a relation's marked as inheriting, then the schema grants to a principal, for example, salespeople, also apply to the relation. And you can see on the diagram here how the usage applies to the schema and the SELECT technically but in Sales.foo table, SELECT also applies. So now, instead of lots of GRANT statements for multiple object owners, we only have to run one ALTER SCHEMA statement and three GRANT statements and from then on, any time that you grant some privileges or revoke privileges to or on the schema, to or from a principal, all your new tables and views will get them automatically. So it's dynamically calculated. Now of course, setting it up securely, is that you want to know what's happened here and what's going on. So to monitor the privileges, there are three system tables which you want to look at. The first is grants, which will show you privileges that are active for you. That is your user and active roles and theirs and so on down the chain. Grants will show you the explicit privileges and inherited_privileges will show you the inherited ones. And then there's one more inheriting_objects which will show all tables and views which inherit privileges so that's useful more for not seeing privileges themselves but managing inherited privileges in general. And finally, how do you see all privileges from all these sources, right? In one go, you want to see them together? Well, there's a metafunction added in 9.3.1. Get_privileges_description which will, given an object, it will sum up all the privileges for a current user on that object. I'll refer you to the documentation for usage and supported types. Now, the problem with SELECT. SELECT let's you see everything or nothing. You can either read the table or you can't. But what if you want some principals to see subset or a transformed version of the data. So for example, I have a table with personnel data and different principals, as you can see here, need different access levels to sensitive information. Social security numbers. Well, one thing I could do is I could make a view for each principal. But I could also use access policies and access policies can do this without introducing any new objects or dependencies. It centralizes your restriction logic and makes it easier to manage. So what do access policies do? Well, we've got row and column access policies. Rows will hide and column access policies will transform data in the row or column, depending on who's doing the SELECTing. So it transforms the data, as we saw on the previous slide, to look as requested. Now, if access policies let you see the raw data, you can still modify the data. And the implication of this is that when you're crafting access policies, you should only use them to refine access for principals that need read-only access. That is, if you want a principal to be able to modify it, the access policies you craft should let through the raw data for that principal. So in our previous example, the loader service should be able to see every row and it should be able to see untransformed data in every column. And as long as that's true, then they can continue to load into this table. All of this is of course monitorable by a system table, in this case access_policy. Check the docs for more information on how to implement these. All right, that's it for access control. Now on to delegation and impersonation. So what's the question here? Well, the question is who is Vertica? And that might seem like a silly question, but here's what I mean by that. When Vertica's connecting to a downstream service, for example, cloud storage, how should Vertica identify itself? Well, most of the time, we do the permissions check ourselves and then we connect as Vertica, like in this diagram here. But sometimes we can do better. And instead of connecting as Vertica, we connect with some kind of upstream user identity. And when we do that, we let the service decide who can do what, so Vertica isn't the only line of defense. And in addition to the defense in depth benefit, there are also benefits for auditing because the external system can see who is really doing something. It's no longer just Vertica showing up in that external service's logs, it's somebody like Alice or Bob, trying to do something. One system where this comes into play is with Voltage SecureData. So, let's look at a couple use cases. The first one, I'm just encrypting for compliance or anti-theft reasons. In this case, I'll just use one global identity to encrypt or decrypt with Voltage. But imagine another use case, I want to control which users can decrypt which data. Now I'm using Voltage for access control. So in this case, we want to delegate. The solution here is on the Voltage side, give Voltage users access to appropriate identities and these identities control encryption for sets of data. A Voltage user can access multiple identities like groups. Then on the Vertica side, a Vertica user can set their Voltage username and password in a session and Vertica will talk to Voltage as that Voltage user. So in the diagram here, you can see an example of how this is leverage so that Alice could decrypt something but Bob cannot. Another place the delegation paradigm shows up is with storage. So Vertica can store and interact with data on non-local file systems. For example, HGFS or S3. Sometimes Vertica's storing Vertica-managed data there. For example, in Eon mode, you might store your projections in communal storage in S3. But sometimes, Vertica is interacting with external data. For example, this usually maps to a user storage location in the Vertica side and it might, on the external storage side, be something like Parquet files on Hadoop. And in that case, it's not really Vertica's data and we don't want to give Vertica more power than it needs, so let's request the data on behalf of who needs it. Lets say I'm an analyst and I want to copy from or export to Parquet, using my own bucket. It's not Vertica's bucket, it's my data. But I want Vertica to manipulate data in it. So the first option I have is to give Vertica as a whole access to the bucket and that's problematic because in that case, Vertica becomes kind of an AWS god. It can see any bucket, any Vertica user might want to push or pull data to or from any time Vertica wants. So it's not good for the principals of least access and zero trust. And we can do better than that. So in the second option, use an ID and secret key pair for an AWS, IAM, if you're familiar, principal that does have access to the bucket. So I might use my, the analyst, credentials, or I might use credentials for an AWS role that has even fewer privileges than I do. Sort of a restricted subset of my privileges. And then I use that. I set it in Vertica at the session level and Vertica will use those credentials for the copy export commands. And it gives more isolation. Something that's in the works is support for keyless delegation, using assumable IAM roles. So similar benefits to option two here, but also not having to manage keys at the user level. We can do basically the same thing with Hadoop and HGFS with three different methods. So first option is Kerberos delegation. I think it's the most secure. It definitely, if access control is your primary concern here, this will give you the tightest access control. The downside is it requires the most configuration outside of Vertica with Kerberos and HGFS but with this, you can really determine which Vertica users can talk to which HGFS locations. Then, you've got secure impersonation. If you've got a highly trusted Vertica userbase, or at least some subset of it is, and you're not worried about them doing things wrong but you want to know about auditing on the HGFS side, that's your primary concern, you can use this option. This diagram here gives you a visual overview of how that works. But I'll refer you to the docs for details. And then finally, option three, this is bringing your own delegation token. It's similar to what we do with AWS. We set something in the session level, so it's very flexible. The user can do it at an ad hoc basis, but it is manual, so that's the third option. Now on to auditing and monitoring. So of course, we want to know, what's happening in our database? It's important in general and important for incident response, of course. So your first stop, to answer this question, should be system tables. And they're a collection of information about events, system state, performance, et cetera. They're SELECT-only tables, but they work in queries as usual. The data is just loaded differently. So there are two types generally. There's the metadata table, which stores persistent information or rather reflects persistent information stored in the catalog, for example, users or schemata. Then there are monitoring tables, which reflect more transient information, like events, system resources. Here you can see an example of output from the resource pool's storage table which, these are actually, despite that it looks like system statistics, they're actually configurable parameters for using that. If you're interested in resource pools, a way to handle users' resource allocation and various principal's resource allocation, again, check that out on the docs. Then of course, there's the followup question, who can see all of this? Well, some system information is sensitive and we should only show it to those who need it. Principal of least privilege, right? So of course the superuser can see everything, but what about non-superusers? How do we give access to people that might need additional information about the system without giving them too much power? One option's SYSMONITOR, as I mentioned before, it's a special role. And this role can always read system tables but not change things like a superuser would be able to. Just reading. And another option is the RESTRICT and RELEASE metafunctions. Those grant and revoke access to from a certain system table set, to and from the PUBLIC role. But the downside of those approaches is that they're inflexible. So they only give you, they're all or nothing. For a specific preset of tables. And you can't really configure it per table. So if you're willing to do a little more setup, then I'd recommend using your own grants and roles. System tables support GRANT and REVOKE statements just like any regular relations. And in that case, I wouldn't even bother with SYSMONITOR or the metafunctions. So to do this, just grant whatever privileges you see fit to roles that you create. Then go ahead and grant those roles to the users that you want. And revoke access to the system tables of your choice from PUBLIC. If you need even finer-grained access than this, you can create views on top of system tables. For example, you can create a view on top of the user system table which only shows the current user's information, uses a built-in function that you can use as part of the view definition. And then, you can actually grant this to PUBLIC, so that each user in Vertica could see their own user's information and never give access to the user system table as a whole, just that view. Now if you're a superuser or if you have direct access to nodes in the cluster, filesystem/OS, et cetera, then you have more ways to see events. Vertica supports various methods of logging. You can see a few methods here which are generally outside of running Vertica, you'd interact with them in a different way, with the exception of active events which is a system table. We've also got the data collector. And that sorts events by subjects. So what the data collector does, it extends the logging and system table functionality, by the component, is what it's called in the documentation. And it logs these events and information to rotating files. For example, AnalyzeStatistics is a function that could be of use by users and as a database administrator, you might want to monitor that so you can use the data collector for AnalyzeStatistics. And the files that these create can be exported into a monitoring database. One example of that is with the Management Console Extended Monitoring. So check out their virtual BDC talk. The one on the management console. And that's it for the key points of security in Vertica. Well, many of these slides could spawn a talk on their own, so we encourage you to check out our blog, check out the documentation and the forum for further investigation and collaboration. Hopefully the information we provided today will inform your choices in securing your deployment of Vertica. Thanks for your time today. That concludes our presentation. Now, we're ready for Q&A.

>> from Bahrain. It's the Q recovery AWS Public sector Bahrain brought to you by Amazon Web service is >> welcome to the cues conversation here. You're in Bahrain for Amazon Webster, is this summit our second summit? Um, here. Big news. Amazon Web services announced the availability of the region in the Middle East. I'm here with the chief of Public Sector Theresa Cross and vice President of Worldwide Public Sector. This is a huge milestone. This event one just in terms of the event. The interest across multiple countries in the region. Yes. And you have a new region with multiple availability zones? Yes, up and running. Congratulations. >> Hey, we launched the confetti today and yes, we're open for business and we do. It's a hyper scale region with three available the zones and lots of activity already here in the delays. But it really is a substantial kind of milestone because we started this sometime back in the Middle East, was one of the top regions around the world requested by our partners and customers. And now here we are. >> We've been talking with you for many, many years and I love interviewing you, but this one to me feels like it's not the weight off your shoulders. It's you're at the start line of another marathon. You've achieved so much with this because what's the first thing about Bart Rainey? We've reported on this on Select Angle and our other sites is that you get a lot of work here, is not just turning on a region. There's a lot of government commitment cloud first, full modernization, fintech banking systems, a full re platforming of a government and society and Amazons powering a lot of it and causing a lot of economic growth. So this is a big deal. >> It really is a big deal because, like you said, it really is about digital transformation here. And when I met the crown Prince in 2014 we had this conversation about really creating the economy here in a different way because Bob terrain itself, it's not oil rich country, but a smaller country with lots and lots of tourism. But in this region, while we haven't based here in Bahrain, this is truly a Middle East GCC region and but But part of that, the reason to start it here in my reign was that they really did take a lead in government transformation. As you heard them say, they're going all in shake Some on today talked about government is moving really fast, and they actually did the hard work to think about their telecommunications industry, their government regulations. They started with cloud first, and then they created all the write regulations to make this happen. So it is kind of phenomenal how quickly, in some ways, you know, feel slower than we'd like, But it's really moving quite fast. >> It's pretty fast. You should get a lot of kudos for that. I think you will. But I think to me what's interesting. The news here is that there is a balance between regulation and innovation going on, and regulation can be hampering innovation, some cases and not enough regulation. You have a Facebook situation or >> right so >> it's a balance. These guys have done it right. But to me, the tell sign is the fintech community, >> because that's where >> the money is. The central bank and then the ABC bank are all talking about a pea eye's all in with Amazon that's gonna create an ecosystem for innovation. Startups, et cetera. >> It totally isn't you heard Thean Vivid Jewel from ABC Bank today talk about their platform. What they're doing with clouds and the reason they chose a DBS was because we had this region of Bob Terrain, and they wanted to move quickly in. The regulations now have been updated in a way that actually allows them to do their banking applications in the lab. There's also a startup accelerator here, Fintech May, and they're doing a tenant work with new types of financial applications. So it's so exciting to see this kind of happening than the lace for I think a lot of people thought it would be much slower. We have a ways to go. It's still day one, for sure, but all the building blocks are getting there in the right place to really make this happen. >> You know, 80. Jessie's quoting the announcement you guys had just a couple weeks ago. Laura Angel And in July, the clouds of chance unlocked digital transmission. Middle East, says Andy chassis. Obviously unlocking is a key word because now you have customers from startups to large enterprises and ecosystem of a P M party. So the Ap N Group is here. Yes, So you have global I SUV's here and knew I s V's. You got the government and the education and to me, the news of the show. To me at least maybe it's not the big news, but is that you guys? They're offering a computer like a cloud computing degree. Yeah, for the first time about that news, >> you are right in terms of kind of every sector's picking at, but like in most places around the world, this is not unique. We need skills, and we've got to make sure that we're teaching the skills, working backwards from what the employer needs, like a TVs. So what? We've been here. We announced today we're launching our first cloud computing degree at the university of our terrain, and they're kind of thing. That's really unusual, John. They're going to do a phase one where they offer a cloud certification starting in early 2021 every program at the University of Bahrain, Whether you're in finance or banking, or business or health care or law, you can do this cloud computing certification, which gets you going and helps you understand how you last cloud in your business and then in the fall will be announcing the four year starting, the four year cloud computing degree, and that is in conjunction with our A DBS Educate program. And it will be all the right cloud skills that are needed to be successful. >> Talk about the demographics in this country because one of the things that's coming up is when I talk people in the doorways and it's a chance to talk to some local folks last night that that all in an Amazon, the theme is this. This younger generation yes, is here, and they have different expectations. They all want to work hard. They don't want to just sit back on their laurels and rest on their on their location. Here. They want to build companies they want to change. This is a key factor in the bottle rain modernization. Is that >> Yeah, generation well, all across the Middle East. The thing that's unique about the mill aces, the very young population you had millions of gamers across the Middle East as an example that comic con and Saudi like two years ago on that was one of the most popular things was fortnight. As soon as the region got at all the different gaming started taking place. But we want to create a culture of builders here, and the way you do that is what you said, John putting it into their hands, allowing these young people have the tools create a startup became entrepreneur, but they need to have access to these tools. And sometimes capital is often not that easy to get. So they want to make sure that the capital that they're given or that they have, whether it's bootstrap capital or venture capital, fending or whatever friends and family, they want to make sure that they can use that capital to the greatest advantage to build that company out. And I truly believe that this is gonna help them having an eight of us cloud region. I mean, you saw. Today we have 36 companies that launched their offering in the region on the day we actually announced so that they had specific offerings for the Middle East, which pretty exciting. I mean, that's a lot on day one. >> I mean, it's still day. One of you guys always say, but literally day one they were launching Yeah, I wanted to comment if you could just share some insights. I know, Um, your passion for, you know, entrepreneurship. You guys are also some skill development investing a lot of women in tech power panel this morning, there's major change going on. You guys were providing a lot of incentives, a lot of mentoring, this internships in conjunction with by rain. There's a lot of good things. Share some of the new things that you're working on, maybe deals you're talking about doing or >> way announced Thio kind of new things today. One is we have our we partake program, which I'm, of course, super passionate about. And that is about preventing tech learning and skills to women and underserved in representative communities. So we announced three other training programs here across the Middle East time. So those were put up today and you'll continue to see its role more and more of those out. And the other thing we did yesterday we announced a internship program with the minister of Youth here in Bahrain. That was shaped Nassir, who's a very famous He's that King san, and he's a very famous sportsmen. He does. He just won the Ironman Ironman and 2016. It was the world champion. He does endurance horse racing, so he's a He's a someone that the youth look at to here, and so he's doing all these programs. So we announced a partnership that were the first group doing the internship with this youth program, and so we're very excited. We're going to start that small and scale it, but we want to get these young people quickly and kind of get them excited. But here, what they focus on it is underrepresented communities. So it fits so nicely in with what we're doing with our attack. So you have both Oliver training our over 400 online courses that we offer with a dubious education academy. Now degree now our internship program and we protect. So, John, we're just getting going. I'm not saying that this is all will offer, but these are the things that were getting going with, and we need to make sure we also Taylor things like this Ministry of Youth program and sports at to the region in terms of water, their local needs, and we'll make sure that we're always looking >> at the entrance. Just just get him some great experience. Yes, so they can earn and feel good about themselves. This is kind of a key, exactly thing not just getting an internship, >> and it's, I think, locally it will be about teaching them to do that, disagree and commit really have that backbone to build that company and ask all those hard questions. So we're really going to try to indoctrinate them into the Amazon a TVs culture so we can help them be entrepreneurs like we are every day. >> And you got the data center, you got the city, the centers, you get the regions up and running, and architect, it perfectly suits up with people in it. Are you going to staff that with local talent, or is it gonna be Amazonian is coming in? What's the makeup of staff gonna be? What's the >> story? I mean, our goal is to hire as many local talent. We everywhere we go around the world. We want to get local talent because you can't yet if we did, First of all, we don't have enough people in our headquarters to bring folks in here, so we really have to train and educate. But locally, we have an office open here by rain. We haven't Office Open and Dubai and one down Saudi, and that is local talent. I mean, we are trying to use as much local talent and will continue to create that. And that's kind of the point. Jonas talking about the degree working backwards from what the employer needs. We want to give input because we think we also are getting good. Yeah, so we need to get the top. But we need those other individual employers that keep telling us we need more cloud skills to give that input. But, yeah, >> we're going to get a degree, migrate them into the job >> market, right quick like >> and educates. Been doing great. I learned a lot. This is a whole opportunity for people who want to make money, get a job. Amazon Web service is >> It's a place you could either work for us. Work for someone now, like even the government has a >> virus. Make a person tomorrow >> there. Yet >> we had one, >> but the point of being a builder, what we're seeing more and more John are these companies and government entities are building their talent internally. They're not outsourcing everything anymore, and the whole culture at being a builder, not just outsourcing all that. And that's what eight of us really helps all these entities. D'oh is moved quicker by having kind of some in house talent and not outsourcing everything to slow you down. That >> really thank ABC pointed that out beautifully in his point was, Hey, I'm gonna you know, I'm all in on AWS. We have domain expertise, We have data. That's our intellectual property. We're going to use that and be competitive and partner. And >> yes, and the new models it is. And that I p stays in house with that company or entity or government organization. It was so fun for me today to hear Shake some on from Maggie. A talk about the government is moving fast, and I think that's an example of a really are they figured out clown helps him just go a lot faster and save many security. >> I'm glad you brought that up. I know you got a short time here, but I want one last point in. We've been talking a lot about modernization of government, your success with C i a United States jet I contract still under consideration. All this going on you're experiencing by ranges and, um, unbelievable, fast moving government. They kind of get it. United States some places gets it. This is really about focusing in on the workloads. What have you learned? As you've been engaging these modernization efforts with governments summer slow, some of political ramifications behind. No one wants to lose. Old guard will hold onto the rails. We've seen that in the news, but this is coming fast. What are you learning? What do you >> take away its leadership? I mean, at the end of the day, all these things were driven by a very strong leaders. And even you can see everybody today on stage. It is leaders that make a decision that they wanted a faster and they want to modernize but have the capabilities. No matter if you're the U. S. Department of Defense. Ah, yes. Health and human resource is National Health Service in the UK or RG a hearing by rain, the government's or enterprises that we work with around the world. The key is leadership. And if there's that leader that is really strong and says we're moving, did you actually see organizations move a lot faster if you see people kind of waffle anger. I'm not sure, you know, that's when you can see the slowness. Wow, What I will tell you is from the early days of starting this business in 2010 the individuals that always move fastest for the mission owners because the mission owners of whatever the business West at a governmental level or enterprise, they said, we need to keep our mission going. So that's the reason they wanted to walk through this transformation. >> And now, I think, with developers coming in and started to see these employees for these companies saying, No, no, what's the reason why we can't go fast? That's right now a groundswell of pressure you see in both government, public sector and commercial. >> And you saw Mark Allen today on stage talking about security. It iss literally day. Zero thing for us, and the reason a lot of our customers are meeting faster now is because of security. Cloud is more secure in their meeting to the cloud for security because they feel like they could both optimize, move faster for workloads, and now they have security. Better, faster, cheaper security, bad design, >> Theresa always pleasure thinking coming. Spending time. Thank >> you for coming to Barbara Ryan. Thank you. So >> we're going global with you guys is seeing the global expansion 20 to 22nd region. 69 availabilities owns nine more coming. More regions. More easy. You guys doing great. Congratulations. >> Thank you. >> Secure. We are here in Bahrain. Form or coverage. Global coverage of the cube with Reese Carlson, vice president of worldwide public sector. She's running the show doing a great job. We're here more after the stroke break. Stay with us.

>> Announcer: Live from New York, it's theCube! Covering AWS Global Summit 2019. Brought to you by Amazon Web Services. >> Welcome back, here in New York City for the AWS Summit. I'm Stu Miniman and my cohost is Corey Quinn. And I'm happy to welcome two guests from NetApp. First to my right, welcome back to the program from another cloud show earlier this year. Jonsi Stefansson, who's the CCO and Vice President for Cloud Services. And to his right, well it's a first time on the program. I actually was on one of his earlier podcasts, Jeff Dickey, who's joining NetApp as the chief technologist inside that same cloud and data services group. Jeff, welcome and Jonsi welcome back. >> Thank you, Stuart. >> Thank you. >> Okay so Jonsi, let's start with you. So we've watched the cloud and data services. From my words it's like almost, I want a new brand. It's like this is not the ONTAP, everywhere, you know, best NFS, you know the number one thing there, it's about multi cloud, it's about getting the value out of my data that transformation we've seen overall in what was known as the storage industry. There are a lot of new people, a lot of new products, and it's the you know the and is I think there was one NetApp term is all of the history and the things you could trust, but a lot of new things. So give us the updates on what's exciting in your world. >> Yeah absolutely, I mean of course we are still relying on that old trusted ONTAP and WAFL storage operating system in the back end, but we have extracted a lot of that into a more automation or you're consuming it in a more autonomous way. We are actually taking all the the storage norms that the traditional storage admin is really used to, you know tweaking and all of that. That's all done and managed by us. It's fully as a service and we are more focused on the data management capabilities of ONTAP than the actual storage system or the performance of that storage operating system. I mean we are in a very unique position as NetApp. I mean we have a very strong foothold in the enterprise. And now we have integrated services with all the public clouds. I mean fully native integrated services either going through their own console or at their own APIs or with our own UI. So the data management capabilities that we are actually bringing to the table is you can seamlessly migrate from the core to the edge and to the cloud, depending on where you want your data to reside. So our goal is actually to do something very similar as Kubernetes has done to the application layer. They have made it completely mobile, there is no longer that VM format issues that you had in the old days. It's basically just a kernel module, I can move it wherever on top of a hypervisor of choice or a public cloud of choice. But that has always been sort of left behind on some propriety box sitting there. But NetApp like I said, NetApp is in this very unique position of being able to move, migrate, replicate and split the data according to your strategy whether it's on-premise or the public cloud. >> All right, Jeff, would love to hear your viewpoint as what you're hearing from customers. I've known you for many years. Talk about that journey towards cloud and what is cloud and how does it fit into their customer environment. Give us what brought you into NetApp and some of the conversations you're having if you've been digging in with the NetApp team. >> Well the coming to NetApp is actually a long story. I've known the Green Cloud folks for a long time. I think was the first kind of US partner of theirs and had been a big fan of first their cloud and then their software so I was really excited when the data acquisition happened and you know for about a year I was learning like the stuff they're working on and that was blowing my mind and again, I've worked with almost every storage company out there so it was exciting to, like the future of what was happening and then after the acquisition of Stackpoint which I was currently working with, so it's like NetApp kind of took my two favorite companies in a short time so I said, hey, I want to be working on, you guys are doing the coolest stuff that I've seen right now and the roadmap is blowing my mind, I want to join. So it's been a great time here. I think what's most unique, what I've found is that the typical, when you're doing cloud consulting, you go after the low-hanging fruit. It's very simple strategy. You know, if you were to go to a customer and say, "Let's take your highest demanding, "most revenue generating systems "and we're going to migrate those to AWS first." Well they're going to look at the $10 billion contract and you know the two year engagement and say no, we're not going to do that. You go for the low-hanging fruit. But because of the products that have come out and what we're doing in the public clouds, we're for the first time we have NFS, you know like basically SLA performant file system in the cloud that can handle the biggest, baddest on-prem apps. So now that we're able to do that, what customers are doing, they are now we're taking those big ones and it's accelerating the whole journey of the cloud because instead of creating more of a chasm between your public cloud infrastructure and your on-prem, there's a lot of people, you know face it, if you've got a $50 million budget, you're putting it mostly into cloud and some of your on-prem, which again is still generating a lot of revenue, is not getting the love it needs and it's not becoming cloud either and you have this kind of chasm. So it think it's great that with the customers we're working with, they're very excited to be moving what they thought they were never going to be able to move because it just wasn't there. And now they have native connections to all the services they love, like you know, here at AWS. So it's just great 'cause you know, yes they're consolidating their data and you're having less silos, that's exciting. But what excites me most is what are they going to do next and after that what're they going to do next with that? Like as they learn how to use their data and connect more to cloud services and our cloud services and the public cloud services, they're going to be able to do way more than they ever thought they would. >> Something that I think would resonate with a number of folks has been that, I go a little bit back, I'm a little older than I look, although I wear it super well. And I cut my teeth on WAFL and working with SnapMirror and doing all kinds of interesting things with that, it's easy to glance, walk around the expo hall and glance at it and figure huh, I see there's a NetApp booth. You must still be trying to convince AWS to let you shove a filer into us-east-1. That's not really what your company does anymore in the traditional sense but I think a lot of people may have lost that message. From a cloud perspective, what is NetApp doing in 2019? >> So I mean we are really, really software focused. So I mean we are doing a lot of work. We are containerizing that WAFL operating system, we are really excited about launching that as alpha today. That basically means launching as an alpha in October. That basically means that you could get all the ONTAP data management goodies on top of any storage operating system on top of any physical or persistent discs in any of these different public clouds. EPS, Volumes, Google PDs or Azure, we wanted to make it so anybody can actually deploy ONTAP. We've always have that story with ONTAP Select but being able to containerize it, I don't know if we can actually. So we can actually reap the benefits of Kubernetes when it comes to high availability, rapication, auto-scaling and self-healing capabilities to make it a much more robust scale out as well as scale up solution. So that's truly our focus. And our focus for 2019 is of course, we've been really, really busy with our heads down coding for a long, long time or for a long time. Very short time in NetApp terms, but in cloud terms, very, very long. Like for the last 18 months. But now we're really sort of integrating our entire portfolio where we have monitoring, deep analytics, compliancy, Kubernetes, storage providers, schedulers. So everything is sort of gelling together now. >> So I think back a couple of years ago, if you talked to Amazon, the answer to everything was move everything to the public cloud. Today, Amazon at least admitted that hybrid cloud is a thing. They won't say hybrid necessarily but you know with the outposts and what they're doing with their partnership with VMware and the like, they're doing that. When I look at customers, most of them have multi cloud. Now when we say multi cloud it means they have lots of clouds and whether or not they're tied together, they're not doing that and while Amazon won't admit to it and isn't looking to manage in that environment, they're playing in that because if I have lots of clouds, one of them is likely AWS. NetApp sits at the intersection of a lot of this. You have your huge install base inside the data center, you're working very much with Amazon, and the other cloud providers. What I'm hoping to get from you is your insight on customers, you know, where are they today, what are they struggling with in that hybrid or multi cloud world and where do you see things maturing as we go the next couple of years? >> Well I mean, the fact of the matter is, 83% of all workloads still recite on-premise. Whether it stays like that or doesn't, I mean AWS is doing Outpost, Google is doing Anthos, Azure is doing Azure Stack. And the good thing is we are actually playing with all of them we are collaborating on all these different projects, both on the storage layer as well as on the application life cycle management. From our point of view, it is really important that we start tying all the infrastructure related stuff into the application layer so you're actually managing everything from that layer and down. So for a developer like me, it's actually really simple to actually do all the tasks and completely manage my own solution. Of course I need operations to be managing the infrastructure but I should be oblivious to it as a developer and what we are actually seeing customers doing now more and more and it's actually really impressing coming here to New York and meeting all these financial companies, they have always been like probably the slowest movers to the public cloud because of compliancy reasons and other stuff, but they are actually really adopting it. They have segmented out their workloads and really know what teams are allowed to provision and are supposed to be running in the public cloud in order to tap into the innovation that's happening there and what teams are only allowed to work on on-premise environments. So it sort of relates into the true cloud concept. The true cloud concept being everything is a cloud and there is no lock in, have the freedom of choice where to provision, where to spin up your workloads. So we're seeing that more and more from our customers. Wouldn't you agree? >> Yeah, totally agree. >> Yeah, Jeff I wonder if you could give a little bit more as you said, NetApp's done quite a few acquisitions in the last couple of years. What sort of things should people be thinking about NetApp that they might not have a couple years ago? >> Well I know, I'll tell a quick story. My first day as a NetApp employee was at KubeCon in Seattle and I remember I was wearing the Net badge and I had a friend that I was partnered with and he looked at my badge and says, "NetApp? "Like the box in the closet people?" And I just like well I mean not anymore. You know and I think that's the biggest thing. You mean Network Appliance? >> Those of us that have know NetApp long enough. >> Now it's internet application, right? Now it's a little bit different. I think the big thing is you know, it's not just a storage. I mean storage is a key component, and it's very important, but that's not the only thing and I think that on the cloud side it's very important because we're still maintaining this relationship with our storage appliances and everything but we have more buyers now so we can go across the company and say, "What are you doing? "Are you an SRE? "Are you a developer lead? "Are you a VP of operations?" We have all these products that work for them yet in the end, it's a single vision to the deep insights of everything they're doing with us. >> Just quick followup on that, I think when NetApp bought a Kubernetes company, it was like okay, I'm trying to understand how that fits when I look at NetApp's biggest partners, I think VMware, Cisco, Red Hat, all going heavily after software solutions including the kubernetes piece so how does NetApp do differently because you still have strong partnerships there. >> I think we're in a strong place because now we're doing two things, we're bringing the apps to the data and the data to the apps. So it's, where do you want to be? There's the right place for your app. There's a lot of choice now and now we have, you know, now you can choose. Where is this going to live best? Where is this going to operate? Where is this going to serve our customers best? What's going to be the most cost effective? You know, being able to deploy and manage. You know, type in a couple characters and your entire production of Kubernetes deployment is backed up into where you want. Like there's just you know, the apps are nothing without data, the data is nothing without the app right? So it's bringing those two together. I think it's very important to kind of get out there. My job is getting that out that it's not storage silos, this is about your apps. What are you doing with it? Where do you want your apps, and what is that data, how is the data helping your apps grow? You know, we're helping people move forward and innovate faster with these products. >> I mean both companies, my company Green Cloud and the Stackpoint company, we were really, really early adopters of Kubernetes and we've always taken both companies very application-centric point of view on Kubernetes while most everybody else have taken a very infrastructure-centric approach. We were two staffed of companies just developers and we always sort of felt like, because it's a very common misunderstanding that Kubernetes was actually built for developers. It wasn't. It is an infrastructure play, built and developed by the Google SREs to run code. So everything that we are adding on top of it and beneath it, it ties it all together. So I mean for a developer working on our Kubernetes offerings, he's basically working in his own element, he's just doing commands and magic happens in the packet. We tie the development branch to a specific Node Pole. We apply the staging branch to another one and the production environment, once you commit that, then it actually goes through like an SRE process where they are basically the gate keepers, where they actually either allow or say hey we found the bug or we are not able to deploy this according to our standards. So tying it all together, all the way from the storage layer all the way up to the application layer is what we are all about. And I got the same question when we were acquired. When we were Green Cloud, we were in a really, really, good situation where we had term sheets from three different companies. I'm not allowed to say which ones, but everybody, once I sold it to NetApp they were like, "Why NetApp?" But if you go to KubeCon, and you are always there, there is a very live matrix on what the biggest problems are with Kubernetes and persistent volume clearance and storage and data management hasn't been sold yet. And that's where we believe that we have a unique way of offering those data management capabilities all the way up the stack. >> All right well Jonsi and Jeff, thank you for giving us the update there, absolutely. Corey Quinn, I'm Stu Miniman. We'll be at KubeCon later this year in San Diego we're at Amazon re:Invent. Always go to theCUBE.net to see all the shows that we're at as well as hit the search and you can see the thousand of videos. Always no registration to be able to check that out so check all out all the interviews. And as always, thanks for watching theCUBE. (light techno music)

>> Live from Orlando, Florida. It's theCUBE. Covering Microsoft Ignite. Brought to you by Cohesity, and theCUBE's Ecosystem partners. >> Welcome back, everyone, to theCUBE's live coverage of Microsoft Ignite here in the Orange County Civic Center in Orlando, Florida. I'm your host, Rebecca Knight, along with my cohost, Stu Miniman. We are joined by Raphael Meyerowitz, he is the VP Office of the CTO at Presidio, And Jake Smith, who is the Director Data Center Solutions and Technologies at Intel. Thank you both so much for coming back on theCUBE. You're both CUBE alums. >> Thank you for having us. >> It's great to be back. >> So, I want to start by laying out for our viewers, why you're here, and if you're part of the Microsoft ecosystem: Intel, Cisco, Dell and others. Can you explain a little bit, to our viewers, the roll you play in this ecosystem. >> Well, for us, Microsoft is a long time partner. I mean, it's pretty well documented, we don't want to go there today, but at this particular event we're announcing a bunch of new product solutions. We're announcing new technology capabilities. And at four PM we're going to announce some world record results, for performance with an operating system in an application environment. So it's a very exciting time for Intel to be a part of this event. >> Well, this is quite a tease. (giggles) Can you give us a little-- >> You're going to have to wait 'til four PM. I will say, it has to do with Windows Server. It has to do with Xeon scale of a processor family. And, our future Optane products. >> Well, so, these are all great lead ins. And, before the cameras were rolling we were talking about all of these things. You want to go through, a little bit, where we are with each of those businesses? >> Yeah, at Presidio, we've mostly been partnering with Intel for a long time. And one of the things that we've seen also, is how Intel has developed their ecosystem of partners. The software, like today, if you look at today what was in our today with desktop as a service with citrix. That's something that we have been involved in, probably, for about 10 years. And now we actually seen that come to market. We're not just, the control plane is in the cloud. But, the actual, virtual desktops are in the cloud. And, we think that that's going to be a really good viable options for our customers with Office 365. >> Raph, maybe expand on that a little bit for our audience. You know, one of the things I always say is you talk in this multi-cloud heterogeneous world. You want to follow the apps. You want to follow the data. Well, you know, the desktop is part of where those applications and data live. So, how does that, you know, tie into all the cloud stuff we've been talkin' about, the last few years? >> So, for a lot of customers, one of the reasons they move to cloud is really for simplicities sake, alright. When you look at the desktop, the desktop is really not necessarily being the most simple thing in the world. Whether it's virtual, or whether it's physical desktop. By having the control plane in the virtual desktop in the cloud, where you can consume it with Office 365. And also through Microsoft. And you can buy it through a single entity. Customers are already going to see a lot of value in that. And we think it's really going to play in the market really, really well. Upper Enterprise customers and some Healthcare customers may take a little bit more time to adapt to. >> Jake, one of the things we talk, for years, we talked about people did their upgrades based on the tick-tock of the Intel fees there. >> Correct. >> Now we're talkin' about things like, you know, Windows as a service, going Evergreen. Maybe, how does that relationship, the old traditional Wintel versus the cloud era. Upgrades. You're talkin' about the new latest generation. How do we think about that? >> You know what, I'm not going to use that, the merged term, because that's, you know. The work that Windows does on Xeon scalable processor family has been amazing. But, typically, we've done a two to three year cycle on a server release. With our new road map, which we announced in August, which you were there for, so thank you. We're actually going to release a new CPU every year. We're releasing a new CPU every year because we have to deal with the fact that cloud customers, in Azure, want to have the availability to the latest and greatest technology, right now. And partners, like Presidio and Raph's team, have developed technologies, like Concierge, which he'll talk about, that give customers the ability to manage their hybrid cloud environments, both in the cloud and on premises. When you start giving customers that flexibility they want the choice to say, I want to deploy your latest Xeon scalable processor family, Skylake processors this year, and next year, I'm going to maybe skip a year before I deploy your next version. >> Yeah, thanks Jake. One of the things that we've done at Presidio, we've tried to innovate ourselves, and we listen to our customers, and we know where our customers pain points are. So, Presidio Concierge is something that we developed from the ground up, that provides both shared space applications, provides customers with the usage on their shared space applications, how they're consuming their licenses, and also provides them with an allessor sign, so the infrastructure's a service. A lot of customers, when you talk about multi cloud, it doesn't always necessarily always mean the Harper scalers, right. It could mean shared space products, as well. So, we developed this product from the ground up in combination with Intel, and it's something that our customers are starting to use a lot, and we think that there's going to be a great grow in their first product. Some of the features that we actually give to our customers are actually for free, because we know that our customers are really battling with figuring out their usage patterns, internally. >> Well, I want to hear about those pain points. What were the problems that you were trying to solve with Concierge? >> So, some of the pain points, you know, we have customers today that get invoices from some of the public cloud companies or their service providers or with their infrastructures service. And the invoices are 50 pages long. They can never actually figure out what their true costs are. So we, through a shared space platform, that we developed from the ground up, we can provide customers with all of those metrics around their licenses. Plus, also, their usage around infrastructure as a service, as well. >> And, what has demand been like? >> The demand's been really good. Actually, when we launched product about two, three months ago, we were already at 20 customers. And we've seen a lot of interest. Presidio has about 7700 customers nationally, that we call on today. And we've grown tremendously, we have about a three billion dollar infrastructure partner today that provides both on premises and public cloud services. >> Yeah, I like, you brought up the fact that customers are looking for simplicity. Unfortunately, today, cloud is no longer simple. You know, I would say if you said, okay, If I went to my server vendor of choice and wanted to configure something, versus I went to my cloud vendor of choice and try to configure something, cloud might even be more challenging for somebody to do. But, one of the areas that we're trying to help customers get some simplicity back, is if you look at solutions like Azure Stack. So, Rebecca and I interviewed Jeffrey Snover earlier today, and that was the goal they had, was to give, kind of, that operational model and even some of the services from Azure and put them in my data center. Was wondering if Intel and Presidio are both partnering with Microsoft on this. What are you seeing, what are you hearing from customers? Any proof points as to how the roll outs are going, on there? >> We at Presidio, we are one of the first Azure Stack partners. Probably, about a year and a half ago, when it was actually announced and when it went, yeah, I think it was June of last year, and we partnered with Cisco, Dell, and also HP in the space, and we seen demand from our customers creep up. Single node solutions. We've seen demand with Single node PLC solutions are being deployed today. And then, in the public sector, we're also starting to see customers that are interested in it because it will provide them with a gateway to the public cloud in the future. >> Yeah, we're seeing the exact same thing. Obviously, we've been partnering together for some time. The beauty of Azure Stack is it's optimized for Xeon scalable processor family, as well as Intel Optane technologies, both the SSDs and in the future, our persistent memory capabilities. What we like in our work that we've done on Azure Stack and Azure Stack development, is that customers have had a lot of releases to begin to determine where Azure Stack's going to fit in their overall portfolio. And that's how you really have to look at Azure Stack, is how do you manage your portfolio between the cloud and on premises. Azure Stack is a great tool for that. >> You know, leading up to the release of Azure Stack, I talked to a number of service providers that had pent up demand. Leading up to this show, I was hearing a lot of non-North American interest. Can you give us any characterization as to how the roll out's going? >> Yeah, I think when you look at non-North American interest, there's a lot of localization, that has to take place in a lot of those countries. Maybe there's not actually an Azure, a public cloud Azure in those countries today, which is something that Microsoft is building towards. So, customers want to get used to their API's, they want to keep their data local. And when they're the same API's, on premises versus in the public cloud for all of their applications. And that's why I think you see, especially in Europe, as an example, a lot of countries in Europe where actually, data sovereignty's a big issue, alright. The data's not allowed to leave the country that they're actually in. And the demand, I think will, I always say, Microsoft, version two or version three. They always get it right. I mean, we've seen this time and time again. They've proven to us, they get this right all the time. >> I want to follow up on something you were just talking about, though with, sort of, risk management being a really big, hot opportunity. The next generation of risk management and mitigation. Can you talk a little bit about what you're doing there, and what you're hearing from customers? >> Yeah, so, Presidio developed the next generation risk management framework, called NGRM. So, we found we do a lot of security with Cisco, Palo Alto. We have a lot of security vendors out there that we deal with, but what our CIO's were really looking for is they were looking for a single dashboard that could actually provide them with a scorecard: Green, Yellow, or Red. Basically saying this is where we're at in our security strategy and this is what we need to remediate right away. They can take that to their board, they can also use that internally for all of their CSO's and also all their internal IT infrastructure personnel that they have. So, it's something that we've seen customers adopt, because it provides that analysis and the remediation and it's not necessarily tied to a specific product. Again, this is a shared space platform that we developed from the ground up, because our customers are always saying, "Well, there's always security vulnerabilities. "How can we constantly check on this?" Right? And it doesn't matter whether you're running Azure, whether you have on-premises solutions, or whether you have some other cloud provider, we can provide that holistic view for customers today. >> One of the announcements that I think surprised everyone. I mean, things like Server 2019, we all expect. The open data initiative, the commentary that we had is if you talk about digital transformation. I mean, Microsoft, Adobe and SAP. Two companies at the center of it. What does it mean? When will customers see the benefits of this? And any commentary of digital transformation in general would be great. >> Well, typically, we've been involved in a lot of these open standards, and they typically take three to five years to work their way all the way through the system and build the proper ecosystem and standards. And then work their way into the product lines. I think, in this particular instance, there is a driver. We talked about the driver of cloud and why we, we Intel, are now producing chips every year, and you're not waiting for the three year release cycle. Well, the open data initiative, I think, falls into that camp. I think you're going to see an escalated transition to the open data initiative, because people have to be able to move their workloads. Presidio recognized it very early on in the process. We've been working with them for some time. But that's one of the values that they bring to customers, is their ability to do that. But, more and more customers and more and more data are being stretched and there has to be compatibility between file systems, file format, and data classification. The open data initiative is a start in that direction. >> Yeah, I mean, one of the examples that I could give you also is we always talk about IT transformation. We have a large customer that's actually a fleet truck company that underwent IT transformation, and they came to us and they said that they actually needed telematics on the trucks in the fleet of trucks. And the reason was because a lot of these trucks are breaking down and they would send it to a mechanic and the mechanic would diagnose it. So, we actually created, in partnership with Intel and with Microsoft, this telematic platform that actually can provide the customer, in real time, with what issues they actually have with the truck. And it saves the customer a lot of money. That's the type of information that customers are looking for. This customer has on premises data, plus, also in the public cloud, and I think stretching it and providing analytics around that is really important. >> And is it possible to take away the silos? I mean, you seem to be an optimist here. >> I'm very optimistic that we can take away the silos, but I'm also realistic. The only way to take away the silos is to develop new applications, new capabilities. And as my friends in Windows Server Team will tell you, we spend a lot of time trying to figure out, how do we use virtualization and container technologies to take old legacy data and carry it forward onto new modern IT infrastructure. And when you can do that, then you can extract value from the data. If you can not take it from an old, antiquated infrastructure to a new infrastructure as Presidio has done, you stranded the data. And that's where you have those silo breakdowns. So, I think we're developing the tools, but we're not all the way there. >> Yeah, you look at Windows 2019 coming out, there's Linux support in Windows 2019. Who would ever think that Microsoft would be releasing Linux support. >> Microsoft loves Linux. >> Microsoft loves Linux now, right? >> And they will in get it. >> And they'll get it now as well. Microsoft is really developed their ecosystem. Our partners also around the open API's and what they've been doing over the past few years. And I think customers are really starting to embrace that. And you look at even another feature that's coming with Windows 2019 with Storage Spaces Direct. Right, I think Microsoft, this is really going to be their entry into the Apple convert space. Customers are going to start building, they'll have to converge platform based on Windows 2019 Data Center. >> Wondering if you can give a little more color here, Raph. You and I lived through, kind of converged and hyperconvergence, when we wrote our original research at Wikibon, it was VMware is the one that's going to get everybody talking about it, but the one eventually that will be very important here is Microsoft. 'Cause, Microsoft owns the apps. They've got the operating systems, so absolutely, they can be critical in the HCI space. What are they doing and how does Presidio and partners go to market with this? >> So, I mean, when you look at Windows 2016, Windows 2016 was really the first iteration of Storage Spaces Direct. Windows 2019 has really improved upon that, and we're starting to see customers become more interested in that. The reason is because customers want a single platform that they can easily manage with a single operating system. So, there used to be the war, as you mentioned Stu, between VMware and Harper-V. ESXi and Harper-V. I don't really see that being talked about anymore. It's more around the features and the robust features that customers can actually get on as quickly as possible. I don't know if you have anymore. >> Well Raph, you're absolutely right on. I think people have taken virtualization for granted. We added virtualization technology in Xeon in 2006 and they've sort of taken it for granted. Obviously, VMware is a big partner for both Microsoft and Intel, but the reality is is that in a hyper convergent environment, you need a file system, you need an operating system, and you need apps. And Microsoft has all that capability. As you'll hear at four o'clock, we announce world record numbers and it's spectacular. And the reason for it is in our last version of Windows Server 2016, we delivered 16 million IOP's in a hyper converged environment. That got Raph and his team off the table saying, okay, you guys are legitimate. You have a legitimate platform now. But it's not good enough. We think this new instantiation that we've already started to announce in Windows 2019, and Jeff Wolsey announced it earlier today and started talking about the features in Project Honolulu. We think those kind of transitions are what it's going to take for Enterprise customers to begin to break down those silos that you discussed, and really start to look at their data holistically, build data lakes that can scale, and build frameworks that are, I don't even want to use the term convergent anymore, but hyper scalable. >> Yeah, I mean, to tie into that, right. You look at what Intel has developed around Optane and some of the storage platforms that they've come out with. 10 years ago? Intel wasn't really known as a storage company, right? But, you look at all the storage vendors out there today, they really are putting Intel aside. And when you start looking at what Storage Spaces Direct is going to deliver and some of the robustness around Optane, we really think that it's going to be something our customers are going to embrace with Windows 2019 and future versions and sequels. >> So, Raph, I got to give Presidio a lot of credit, though. We launched a program called Intel Select Solutions, and it really allowed us to take Windows and Storage Spaces Direct and create a solution that included both the CPU, the networking, the SSD's and the memory. And Presidio has led that. And so because we have these Intel Select Solutions for Storage Spaces Direct with Presidio, we have the flexibility now to give customers package solutions that are pre-configured. >> Great. Well, Jake and Raphael, thank you so much for coming on theCUBE. It was great talking to you. >> Thank you very much. >> I'm Rebecca Knight, for Stu Miniman, we will have more of theCUBE's live coverage of Microsoft Ignite coming up just in a little bit. 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>> From Orlando, Florida, it's theCUBE, covering SAP Sapphire Now 2018, brought to you by NetApp. >> Welcome to theCUBE, I'm Lisa Martin with Keith Townsend, and we are in Orlando at SAP Sapphire Now 2018. We're very proud to be in the NetApp booth. NetApp has a very long standing partnership with SAP and we're joined by Roland Wartenburg, the Senior Director of Global Strategic Alliances at NetApp. Roland, welcome to theCUBE. >> Thanks for having me. >> So NetApp and SAP have been partners for 17 years, very strategic. Let's talk about the role of NetApp in the SAP ecosystem. >> Yeah, happy to do that. So as I said it goes back to I think 2001 when the official partner contract was signed. Actually my role is, I would say it was special because I used to work for SAP, and the first time I worked with NetApp was in 1999. It was actually back then when the whole thing started, it's more than 21 years now, oh time is flying. And NetApp was always and is still a global technology partner. So when you look back at that time over the last 15 years was really about running SAP solutions on top of our technologies, started with F3, went over to SAP Enterprise Suite with Netweaver but now these days when you look at the whole SAP portfolio, there are so many new things. Not only SAP Hana, there is the whole SAP cloud movement with the cloud software service solutions with Hypres, Eribar, Conqueror, you name it, Feedclass, there's so many solutions out there which run now, either operated by SAP or done by SAP with one of their partners in the public cloud space like Google, Microsoft, AWS, for example. In addition you have the new areas with Leonardo covering IOT, Blockchain, machine learning, artificial intelligence and the nice thing is your assio from NetApp is really moving forward from the traditional role as a pure storage provider into so many new ways covering this with entry and data management so that we can offer our joint customers the solutions to cover actually, oh let's say offer solutions to solve the customer's problems in these areas. And IOT, for example, is a really interesting power because you have so many devices in the IOT space, everyone is talking about Etch computing or far computing and when you see how important it is to have data really transferred in a secure way, for example, in healthcare, no question about it, then it's clearly visible that a partner like NetApp offering service in this area for entry and data management, there's no better partner than us to do this with SAP. >> So can we talk about some of the larger ecosystems, NetApp, big partner with SAP, NetApp, big partner with Microsoft. You guys have your NFS service running in Microsoft. Can you talk about how NetApp has moved into a data driven company now. You're in all the major clouds. How important is that to the SAP relationship? >> Oh that's actually my daily business to, to not only cover the so called multi-partner strategies, but also to drive forward because when you look at the SAP, NetApp strategy in general what we do in the Cloud, what we do with Hybrid Cloud scenarios for example, driven by topics like GDPR. That went just live a couple of days ago. Data privacy protection really really important so then you look now at SAP customers where still the big majority runs systems on premises, no question about it, you saw the numbers Bill McDermott showed in the keynote, how many Es Vahana customs they have now. You see that there's a movement from on premises to the Cloud, but not completely. I would say it's also a Hybrid Cloud scenario, specifically what I just said, the whole GDPR topic for example, that customers really want to make sure they're still, have their own data under control either in the Cloud or on premises and this makes not only the challenge for us as a partner but it's also the very interesting part too as a partner to work now with more and more partners which were, before when you looked back at the last five, 10, 15 years, were not part of the SAP ecosystem at all. And that is really, for me in alignment with my daily business to extend this ecosystem in a way that we can offer customers in, almost like a metric you know we have all these partners and you say okay for this specific use case we work together with partner A, in SAP, here with partner B and whatever your name put in there, Microsoft, Skuli, etc. And then have this portfolio offered to the customer in a very comprehensive way. >> SAP has such a wide range of customers from Coca Cola to McLaren Formula One to NetApp as a customer and and Bill McDermott said during his keynote 390 thousand customers in 25 plus industries. They have this lofty goal of becoming one of the top ten most valuable brands globally with an Apple, a Google. They are now 17 on that list and one of the things that struck me yesterday outside of the convention center was seeing a bus that said ERP that you can talk to and hear from. And as they have this ambition to be up there with the Apples that have products and technologies that we interact with and, you know, now they're wanting ERP to become something that you can talk to, how does that help, kind of, lift NetApp? Does it open doors for you guys in new industries where SAP has this almost household brand name? What's the influence there on NetApp? >> Oh definitely, I would say when you look at the role of SAP in this industry it's growing growing. From a branding point of view, from how important you are, not only for Enterprise customers, also for normal end users like you and me and the interesting part is that SAP being the backbone of all these Enterprise business processes sometimes they're not so very known for the normal end users though, if I would ask my daughter hey, you know, of course she knows SAP, no question about it, but do you know any application SAP offers? She probably said no, not really. If I ask her do you know any applications Apple is offering, Microsoft, she would say yes of course so because these big partners with their solutions are actually more at the end user of the consumer user so but when you look now at what SAP is doing you just have to look at a show floor and which areas are SAP getting active in multimedia analytics, etc. You see a lot more branding of rareness all over the place. And as Bill McDermott said that that they really want to increase that and that's the great opportunity for us because when you linked us now from the solution business process level to an area where we are actually the leader in the space of data management. Data is everywhere, everyone knows that and data is created at such enormous speeds that you have to have customers, and end users have to have solutions in place either on a, in an Enterprise environment maybe on the desktop on the tablet or the normal end user on a mobile device to have the opportunity to manage this data. When I look, take my daughter as an example again. Of course she is on Instagram etc., all these things. And whenever you make a picture that's data created >> Right >> And stored somewhere, and it has to be handled. And of course you can talk about security, the different protocols, I think there is a really big need for a partner like NetApp to work together with the key to offer these entry and data management solutions. No question about it. >> So I'd like to hear your thoughts on as we look at all these challenges, whether it's data privacy, smart contracts, the ability to enable supply chain tracking, you know, the formulation of a medicine from the formulation to the manufacturing to getting it on the shelf to being injected, one of the big parts of that conversation is to become Blockchain. SAP announced that their part of a Blockchain initiative How do you view technology like Blockchain in the relationship of NetApp, which is a a data driven company with data storage products, data management products, security concerns and enabling these types of technologies or capabilities through something like Blockchain in your relationship with SAP. >> Blockchain is a really interesting topic for me because when you look at the history of Blockchain go back 20 years ago, it was actually developed for data management in a way, then someone figured out oh this can be used for financial services and the Bitcoin thingy started, and well everyone when you talk about to people what is Blockchain, everyone will think this is financial services, for banking, etc. But now SAP actually invited us last, um October, November last year to join the SAP, Blockchain co-innovation program because, you mentioned that when you use Blockchain now in supply chain management, specifically for smart contracts in manufacturing, automotive, shipment, wherever you have different partners working together in such a chain, and that's the word already, you have different blocks you put together because imagine we three would create a Blockchain, it probably wouldn't be that secure because three pieces can attract right flat away. But in a moment if you have a really more complex, longer chain of ecosystem partners working together like, for example, render producing some products having supplies, shipping that, up to the end user and you want to put this in a smart contract environment so that you as an end user could say oh today I want to have this part of the product enabled. Tomorrow I want to have this part, but not this one anymore. And so it goes back to the original vendor to enable a disfuntion almost like with cell phone technology. You can imagine that the data flow in such Blockchain environment is really really essential because you as a end user, you're gonna have to secure because at the end of the day you pay for it and you want to pay only for that featured function you ordered, so data management and Blockchain goes hand in hand here. So that's why we actually decided okay we want to work here together with SAP. It's a fairly new topic for many many customers so I see this coming for next years more and more and more the customers really see where this can help them to advance from a business point of view but yeah, we are part of that ecosystem. >> So as customers keep their eye on futuristic technologies such as Blockchain, they need these types of capabilities today. Like they still need to be able to do great supply train management. They still need to do data management. What are some of the highlights from a customer's perspective, between the relationship between NetApp technology, and SAP capability as it pertains to digital transformation? We had the NetApp CIO on theCUBE yesterday where he talked about the ability to have empower George, the CEO of NetApp with data driven decisions through that relationship. Are there relationships that you're seeing specifically between the alliances you work with that your like, you know what, no other company could do this other than NetApp and SAP? >> Of course, as I've said we have really the perfect partner for this new world because when you look at the history of NetApp there's a lot going on in terms of digital transformation. We're working much more now with the Cloud service providers We have a Cloud strategy. So we have this and now comes the word, the end to end data management strategy and that's really important for SAP and customers because the customers, they, when you look at SAP customers who've been with SAP for many many many years, they went through this history of free, Enterprise free, now to the Cloud, they still have to manage all the system and you have to make sure that the data is consistent wherever it sits has to call secured, it has to be manageable, it has to be archived, so all this functionality of this features with data you have to have in place and for us is then to report to offer the state of measurement really from the back end on premise over Hybrid Cloud scenarios to the Cloud up to the device the HTY's up to your mobile devices so that we have this whole, and it comes to it again, the chain enabled and that's, I think that is really our competitive advantage here in this partnership with NetApp of SAP for NetApp to offer really this complete entry and data management. >> I think the NetApp marketing team likes to call that the data fabric, the ability to create, whether it's ONTAP or Hybrid Cloud solutions, cloud value, etc., having that underlying technology. >> Exactly, and that's my responsibility the alliance media to look at the complete NetApp portfolio, every product and to make a decision together with other partners with product management, with marketing where it fits in the SAP product portfolio because I don't know if you've ever had the chance to look at the complete SAP portfolio. It's quite large. >> Extensive. >> Yesterday's numbers they have 330 solution, 2300 class of product, and of course in alliance media we can't do all the things, that would be crazy. So as an alliance media we usually have to make clear decisions where are the best opportunities to create business with SAP? What are your customers asking for? So looking at our complete product portfolio with ONTAP, ONTAP Select, the AllFlash technology, ACI, the whole Cloud services, Cloud volume, to make decision where this fits in this SAP world. And that's actually the nice thing that, over the time as I explained it, SAP portfolio increased so much from a portfolio functionality point of view that there is almost everywhere a place where the NetApp product will fit. But again, we have to make a decision where is the place to start because you don't want to boil the ocean but that's what we're working on at SAP to play this overall portfolio for the data frapping and entry and data management. >> One of the things Hasso Plattner talked about in his keynote this morning is that they were hearing, you've mentioned that the sheer volume of products that SAP alone had. You can imagine customers going, where do I start? And he was talking about, you know, hearing from customers who are sort of confused, if you look at the SAP Cloud platform all the different integrations, they talked about, kind of, working to sort of simplify, even naming conventions so the customers can understand better. How does that help NetApp be able to, as you said, kind of make the right decisions on you can do so many different things with SAP? Where do you focus the business and also make sure the customer really can clearly understand the different choices that they have from NetApp to work in SAP environments? >> Oh great question, because a short story, when I look back, as I've told you I was working long time for SAP and when you're an employee of a company you always look at your portfolio, your... And the moment when you leave, and I did this in 2010. I was then six years with Citrix. The first, I remember the first Monday when I was, I was sitting at the Citrix desk, the first time ever I looked at the complete SAP portfolio and I said wow, okay this would be a lot of work. And Hasso was totally right because there's so many solutions for different industries and then they have also different solutions for N Class Enterprises for the SAP, down to, for example with SAP Business One, down to the small chaperone to call on, maybe with 10 employees, and when you look at this whole solution package you wonder, okay, how we fit in there? And this whole run simple, make it simpler this really helps us a lot because at the end of the day we have to make sure that we can tell the customer where the NetApp product fits to the over as a people solution. If that piece appears already difficult to understand it won't be easy if we fit to that more or less in a meshful environment so the easier the SAP colleagues from SAP marketing and product management, the easier they make it for their customers to understand how this whole solution would flow to work, the easier for us to explain how our products fit in the same picture, no questions about it. >> So we are at a massive location. The size of this convention center is 16 American football fields. Huge, tons of partners, tons of customers. As this conference comes to a close in the next day, what are some of the things that you are most energized about, that you've heard from SAP with some of the big announcements in terms of, you know the NetApp, SAP relationship continuing? What are some of the things that you just went, yeah? >> I would say, I come now to Sapphire since 2003. Time is flying. But this one is, as we especially, just enormous as you mentioned, enormous space of the show floor and the number of customers be here. The number of partners, if you come to Sapphire for a long time you go to show floor and see right away ah that's a large one, we have more partners. This year it's unbelievable. It's really large, and the nice thing for us here to be part of this ecosystem is that SAP bring all these customers to Sapphire and inviting us to be part of this ecosystem will enable us also to win more customers, no question about it, this is what we really want to do together with SAP here, go into new business areas, winning new customers for new environment, especially in new world of the whole IOT space, Hybrid Cloud scenarios, when in the past when you look at new ways like automotive, IOT space essuvitive, when you look at what we did in the past and then I was not as active in areas as SAP I so that's a great opportunity for us and when you look at whatever SAP announced here at Sapphire it really, everything fits in this strategy so really excited to be here with you too. >> Well Roland we thank you so much for being part of enabling theCUBE to be in the NetApp booth here at Sapphire and we thank you for stopping by and sharing some of the things that you're working on. >> Thank you. >> We want to thank you for watching theCUBE. Lisa Martin with Keith Townsend from SAP Sapphire Now 2018. Thanks for watching.

>> Announcer: Live from the Moscone Center, it's The Cube covering AWS Summit San Francisco 2018. Brought to you by Amazon Web Services. >> Welcome back to our exclusive Cube coverage here at AWS, Amazon Web Services Summit 2018 in San Francisco. I'm John Furrier with my cohost, Stu Miniman. We have a special guest. We have an influencer, authority figure on AWS, Corey Quinn, editor of Last Week in AWS, also has got a podcast called Screaming, >> Corey: In the Cloud. >> Screaminginthecloud.com just launched. Corey, great to have you on. Thanks for joining us. >> No, thank you for letting me indulge my ongoing love affair with the sound of my own voice. (laughing) >> Well we love to have you on and again, love the commentary on the keynote on Twitter. Lot of action, we were in the front row, kind of getting all the scene. Okay, if you're going to write the newsletter next week for what happened this week, if this week was last week, next week, what's your take on this? Because again, Amazon keeps pounding the freight train that's just the cadence of AWF announcements. But they're laying it out clear. They're putting up the numbers. They're putting out the architecture. They're putting out machine learning. It's more than developers right now. What's your analysis, what's your take of what's happening this week? >> I think that certain trends are continuing to evolve that we've seen before where it used to be that if you're picking an entire technology that you're going to bet your business on, what you're going to build on next. It used to be which vendor do I pick, which software do I pick? Now even staying purely within the AWS ecosystem, that question still continues to grow. Oh so I want to use a database, great. I have 12 of them that I can choose between. And whatever I pick, the consensus is unanimous, I'm wrong. So there needs to be, I still think there needs to be some thoughtful analysis done as far as are these services solving different problems. If so, what are the differentiating points? Right now, I think the consensus emerges that when you look into a product or service offering from AWS, the first reaction all of us feel is to some extent confusion. I'm lost, I'm scared. I don't really know what's going on. And whatever I'm about to do, I feel like I'm about to do it badly. >> Yes, scale is the big point. I want to get your reaction. Matt Wood, Dr. Matt Wood, Cube alum, been on many times, he nailed it I thought when he said, look it, machine learning and data analysis was on megabytes and gigabytes, they're offering petaflop level compute, high performance, and then Werner Vogels has also said something around the services where, you can open things up in parallel scale. So, what's your reaction to that, as you look at that and say whoa, I've got a set of services I can launch in parallel, and the scale of leveraging that petaflops. I mean, this is kind of like the new, you know, compute model. Your reaction is it real? Are customers ready for it? Where are we in that evolutionary customer journey? Are they still cavemen trying to figure out how to make fire and make the wheel? I mean where are we with this? >> I think that we see the same thing continuing to emerge as far as patterns go, where they talk about, yes there's this service. Just start using it and it scales forever. And that's great in theory, but in practice, all of the demos, all of the quick starts, all of the examples, paint by numbers examples that they'll give you, tend to be at very small scale. And yes, it works really well when you have effectively five instances all playing together. When you have 5,000 of those instances, a lot of sharp edges start to emerge. Scale becomes a problem. Fail overs take far longer. And let's not even talk about what the bill does at that point. Additionally once you're at that point, it's very difficult to change course. If I write a silly blog, and effectively baby seals get more hits than this thing does, it's not that difficult for me to migrate that. Whereas if I'm dealing with large scale production traffic that's earning me money on a permanent basis, moving that is no longer trivial or in some cases feasible at all. >> Yeah Corey, how does anybody reasonably make a decision as to how they're going to build something because tomorrow, everything might change. You said oh okay great, I had my environment and I kind of you know, built my architecture a certain way, oh wait there's a new container service. Oh, and start building a, oh wait now there's the orchestrated version of that that I need to change to. Oh wait, now there's a serverless built way that kind of does it in a similar way. So you know, it seems like it used to be the best time to do things would've been two months ago, but now I should do it now. Now the answer is, the best time for me to do things would be if I could wait another quarter, but really I have to get started now. >> I tend to put as much on future Corey as I possibly can. The problem is that at one time I could've sat here and said the same thing to you about, oh virtualization is the way to go. You should migrate your existing bare metal servers there. And then from virtualization to Cloud and Cloud to containers. Then containers to serverless. And this narrative doesn't ever change. It's oh what you're doing is terrible and broken. The lords of thought have decried that now it's time to do this differently, and that's great, but what's the business use case for doing it? Well, we did this thing that effectively people get on stage at keynotes and make fun of us for now, so we should really change it. Okay maybe, but why? Is there a business value driving that decision? And I think that gets lost in the weeds of the new shiny conference ware that gets trotted out. >> Well I mean Amazon's not, I mean they're being pretty forthright. I mean, you can't deny what Intuit put out there today. The Intuit head of machine learning and data science laid out old way, new way. Classic case of old way, new way. Eight months, six to eight months, ton of cluster, you-know-what going on as things changed it. They're just data scientists. They're not back-end developers. They went to one week. Nine months to one week. That's undeniable right? I mean how do you, I mean that's a big company but, that seems to be the big enchilada that Amazon's going for, not the pockets of digital disruption. You know what I'm saying? So it's like, how do you square that out? I mean how do you think about that? >> Cloudability had a great survey that they released the results of somewhat recently where they were discussing that something like four or five of the, or I'm sorry 85% of the global spend on AWS went to four or five services that all have been around for a long time. RDS, EC2, S3, PBS, Data Transfer. And so as much as people talk about this and you're seeing pockets of this, it's not the common gaze by a wide margin. People don't get up on stage and talk about, well I have these bunch of EC2 instances behind a low balancer, storing data on S3 and that's good enough for me, because that's not interesting anymore. People know how to do that. Instead, they're talking about these far future things that definitely add capability, but do come at a cost-- >> I mean it's the classic head room. It's like here's some head room, but at the end of the day it's EC2, S3, Kinesis, Redshift, bunch of services that's U.S that seem to dominate. The question I want to ask you is that they always flaunt out the, every year it changes, Kinesis was at one point the fastest growing service in the history of AWS. Now it's Aurora. We made a, I made a prediction on the opening that a SageMaker will be the fastest growing service, because there just seemed to be so much interest in turn-key machine learning. It's hard as you-know-what to do it. >> I agree. >> Your thoughts on SageMaker? >> In one of my issues a few weeks back, I wound up asking, so who's using SageMaker and for what? And the response was ridiculous. What astounded me was that no two answers were alike as far as what the use case was. But they all started the same way. I'm not a data scientist, but. So this is something that's becoming-- >> John: What does that mean to you? What does that tell you? >> It tells me that everyone thinks they're unqualified to be playing around in the data science world, but they're still seeing results. >> But Corey I wonder because you know, think back a few years ago. That's what part of the promise of big data, is we have all this data and we're going to be able to have the business analysts rather than you know, some PhD sort this out. And machine learning is more right. We want to have these tools and we want to democratize data, you know. Data is the new bacon. It's the new oil. Data's the new everything. So you know, machine learning, you think this is all vapor and promise, or do you think it's real? >> I think big data is very real and very important. Ask anyone who sells storage by the gigabyte. And they will agree with me. In practice I think it's one of those areas where the allure is fascinating but the implementation is challenging. Okay we have history going back 20 years of every purchase someone has ever made in our book store. That's great, why do I still wind up getting recommendations? >> Well yeah and I guess, I want to talk that it was the, I see it more as, everything that was big data is now kind of moving to the ML and AI stage. Because big data didn't deliver on it, will this new wave deliver on the promise of really extracting value from my data? And it's things like this, live data. It's doing things now with my data, not the historical, lots of different types of data that we were trying to do with like the Hadoops of the world. >> Got ya. I think it's a great move because either yes it will or no it won't, but if it doesn't, you're going to see emergent behaviors of so why didn't it work? Well we don't understand the model that this system has constructed, so we can't even tell you why it's replacing the character I with some weird character that's unprintable, so let alone why we decide to target a segment of customers who never buys anything. So it does become defensible from that perspective. Whether there's something serious there that's going to wind up driving a revolution in the world of technology, I think it's too soon to say and I wouldn't dare to predict. But I will be sarcastic about it either way. >> Okay well let's get sarcastic for a second. I wan to talk to you about some moves other people are making. We'll get to the competition in a minute but Salesforce required MuleSoft. That got a lot of news and we were speculating on our studio session this week or last week with the CEO of Rubric that it's great for Salesforce. It can bring structured data in, on PRIM and the Cloud. Salesforce is one big SaaS platform. Amazon is trying to SaaS-ify business through the Cloud. So, but one of the things that's missing from MuleSoft is the unstructured data. So the question for you is, how are you seeing and how is your community looking at the role of the data as a strategic asset in a modern stack, one, both structured and unstructured data, is that becoming, even happening or is it more like, well we don't even know what it means. Your thoughts? >> I think that there's been a long history of people having data in a variety of formats and being able to work with that does require some structure. That's why we're seeing things emerging around S3's, increasing capabilities, being able to manipulate data at rest. We're seeing that with S3 and Glacier Select. We're seeing it with Athena which is named after the goddess of spending money on Cloud services, and there's a number of different tooling options that are, okay we're not going to move three x-abytes of data in so we have to do something with where it is. As far as doing any form of analysis on it, there needs to be some structure to it in order for that to make sense. From that perspective, MuleSoft was a brilliant acquisition. The question is, is what is SalesForce going to do with that? They have a history of acquisition, some of which have gone extremely well. Others of which we prefer not to talk about in polite company. >> It comes back down to the IDE thing. How many IDE's does Salesforce have now? I mean it's a huge number. >> I'm sure there's three more since we've started talking. (laughing) >> Yeah so Corey, you brought up, you know, money. So you know, the trillion dollar, what feedback are you getting from the community? You know there's always, well I get on Amazon and then my bills continue to grow and continue to grow. Same thing at Salesforce by the way if you use them. So you know, there's always as you gain power, people will push back against it. We saw with with Mike Hichwa with Oracle. I hear it some but it's not an overriding thing from when I talk to customers about Amazon. But I'm curious what you're hearing. Where are the customers feeling they're getting squeezed? Where is it you know, phenomenal? What are you seeing kind of on the monetary side of Cloud? >> In my day job, I solve one problem. I fix the horrifying AWS bill, both in terms of dollars and cents as well as analysis and allocation. And what astonishes me, and I'm still not sure how they did it. It's that AWS has somehow put the onus onto the customer. If you or I go out and we buy a $150,000 Ferrari, we wake up with a little bit of buyer's remorse of dear lord, that was an awful lot of money. When you do the equivalent in AWS, you look at that, and instead of blaming the vendor for overcharging, instead we feel wow, I'm not smart enough. I haven't managed that appropriately. Somehow it's my fault that I'm writing what looks like a phone number of a check every month over to AWS. >> John: It creeps up on you. >> It does. It's the boiling a frog problem. And by the time people start to take it seriously, there's a lot of ill will. There's a sense of, our team is terrible, and wasn't caring about this. But you don't ever cost-optimize your way to success. That's something you do once you have something that's up and working and viable. You don't start to build a product day one for the least possible amount of money and expect to attain any success. >> Well let's talk about that real quick to end the segment because I think that's a really important thing. Success is a double-edged sword. The benefit of the Cloud is to buy what you need, get proof of concept going, get some fly wheels going or whatever, virtuous circle of the application. But at some point, you hit a tipping point of oh shit this is working. And then the bill is huge. Better than over-provisioning and having a failed product. So where's that point with you guys or with your customers? Is there like analytics you do? Is that more of a subjective qualitative thing? You say, okay are you successful? Now let's look at it. So how do you deal with customers? 'Cause I can imagine that success is, it becomes the opportunity but also the problem. >> I think it's one of those, you know it when you see it type of moments, where if a company is spending $80,000 a month on their Cloud environment and could be spending 40, that's more interesting to a company that's three people than it is to an engineering team of 50. At that point, sorry they're embezzling more than that in office supplies every month. So that's not the best opportunity to start doing an optimization pass. More important than both of those scales to me has always been about understanding the drivers of it. So what is it that's costing that? Is it a bunch of steady state things that aren't doing work most of the time? Well, maybe there's an auto-scaling story in there. Maybe there's a serverless opportunity. Maybe nobody's using that product and it's time to start looking at rolling it in to something. >> They've left the lights on right? So to speak. >> Exactly. >> The server's are still up. Wait a minute, take them down. So, writing code, analytics, is that the answer? >> All of the above. In a vacuum, if you spin up an instance today, and don't touch it again, you will retire before that instance does. And it will continue to charge you every hour of every day. Understanding and being able to attribute who spun that up, when was it done, why was it done, and what project is it tied to? Is it some failed experiment someone did who hasn't worked here in six months? Or is that now our master database? We kind of need to know in either direction what that looks like. >> Alright before we wrap, you got to tell us, what do we expect to hear from your podcast? >> Good question. My podcast generally focuses on one-on-one conversations with people doing interesting things in the world of Cloud, which is vague enough for me to get away with almost anything as far as it goes. It's less sarcastic and snarky than some of my other work, and more at the why instead of the how. I'm not going to sit here and explain how to use an ABI. There are people far better at that than I am. But I will talk about why you might use a service, and what problem it reports to solve. >> Alright Corey, great to have you on. Uh the Screaming Pod, Screaming Cloud, >> Corey: ScreamingInTheCloud.com >> ScreamingInTheCloud.com, it's a podcast. Corey thanks for coming on and sharing the commentary, the insight on AWS, the how and the why, the Cube breaking down. All the action here in Moscone Western San Francisco, AWS 2018 Summit, back after more, after this short break. (spacey music)

(upbeat music) >> Hey, welcome back everybody. Jeff Frick here with the Cube. We're having the Cube conversation in our Palo Alto studio. The conference season is taking a little bit of a break, so now we can do interviews in the studio which is a little bit more comfortable situation, and we're really excited to have first time guest Karen Steele. She's the GVP of corporate marketing at Marketo. Karen, welcome. >> Thank you, very happy to be here Jeff. >> Absolutely. So, you are talking about something that I've seen in the research coming up to this about engagement. And right, everybody talks about engagement. What is engagement? People are trying to measure engagement, >> Karen: Yep. >> But then it seems like so many people are still stuck though on the mass broadcasting kind of numbers. The want big numbers which is a very different number than engagement. So You guys are getting really into this. Obviously Marketo a leader in marketing innovation and marketing platform. Is this new? Is it renewed focus? I mean, how do you guys deal with this whole concept of engagement? >> Yeah, so thanks. It's a great opening question because we are passionate about engagement. And in fact, we believe that today, people, human beings want to be engaged with as opposed >> to marketed to. >> Right. >> So our CEO created a vision of this idea called The Engagement Economy. And the idea is that everybody and everyone is connected. Today with the digital transformation happening around us, you can touch people, touch customers anywhere and everywhere throughout their journey. You know, before they buy from you, during the sales process and post sale. So, it's all about creating experience and we think the way to do that is through engagement. >> But it's kind of interesting 'cuz the dichotomy is we're in this Google world, right? And the Google world is, you know, build great engineering, people will come. It's all about the data. It's cookies and where have you been and you know, recommendation engines. And more of this kind of, feels more machine-y And not necessarily engage-y, Which is more of a person to person than necessarily a machine to person. >> Karen: Correct. >> But yet, even the person to person is still supported by and enabled by a lot of this technology. So it's this inter, intertwining of both kind of a person to machine, or machine to person, >> excuse me. >> Yep. >> Versus really connecting with, whether it be the brand, Whether it be a person that represents >> the brand >> Right. >> So how, how do you see this kind of evolving and how can people not get too wrapped up >> in the machine-y part? >> Right. >> And actually build a relationship, another word instead of engagement, with their customers, or even take it another step, with their constituents, if you will? >> Yes. >> And their community, >> even more passionate. >> Yes. Yeah, so I think it's interesting you brought up the machine aspect, 'cuz there's sort of a positive and negative. So if you think about the space we're in, it's called Marketing Automation. And it does feel sort of process oriented and machine-like. But at the end of the day, marketing has always been about the human being and building that relationship. And technology has just simply helped facilitate that and do it through multiple channels like never before. But it still comes down to the marketer's primary role is to connect with, in a personalized way, in an authentic way and create a relationship. A relationship that's going to generate advocacy for the brand, that's going to ultimately generate revenue for their business. So it's really important that engagement is about the human being and it's about how you can create positive experience throughout the lifecycle of the journey. >> Right, it's interesting you say experiences too, 'cuz we've seen a huge shift in into customers wanting really more of an experience or an engagement that's potentially tied to a brand. But you look at great experience marketers like Red Bull, >> Yep. >> To pull one out. >> That you know, buying and drinking a Red Bull, the way they've positioned that in the marketplace is really being part of this really cool thing. It's visually stimulating, it's you know, a lot of >> adrenaline, >> Yes. >> and a lot of cool stuff. And then the other one I always think of is Harley Davidson. And the passion that that community has around that motorcycle. But it's so much more than driving that motorcycle, >> You know? >> Yep. >> It's the open road and it's all the accessories and stuff that they put. You know people brand it on their arm. >> A lot of people. >> Right. >> So, in terms of you know how, how does that translate with newer brands? How do you try to get that type of connection with your customers, hold it, and I think you've mentioned in some of the things I've looked up for the interview you know, really thinking about the lifetime value of the customer as opposed to a transactional relationship? >> Right. >> That's a one time shot. >> Yeah, I mean a lot of the examples you, you just gave are very experiential in terms of the physical aspects of seeing, and feeling, and touching a brand. But a lot of digital marketing is, is not physical. And so you're communicating with people through a lot of channels that that are bits and bytes, and they're not looking somebody in the eye. And so I think being in touch with your brand and the messages you want to deliver. Making sure they're relevant and they carry your brand promise forward, and they connect with what that person wants to hear at exactly the right times. So for us engagement is, is about being smart in terms of reaching the person. If I use a social, or excuse me, a mobile device and that's my preferred way of communicating with you, I want you to reach me through that device, and not try and get me through direct mail or an email campaign. I might not pay attention to any of those things. So having that intelligence about your customer, or your prospect, or your partner, or even your employee is going to give you a better option to engage with them and create that one to one while you're still marketing one to many. >> Right. >> In terms of >> the actual relationship. >> And the other challenge a marketer obviously has too, is, I don't know who said it, we do too many shows. But you know, when it's done well, when suggestive selling is done well and recommendation engines are working well, it's magical. >> Yep. >> Right? >> It's what I want, when I want and it's presented to me. >> Yep. >> If it's done poorly, >> it's creepy, right? >> Yep. >> I don't necessarily >> know that you want to know that that was, you know what I was looking at. And obviously the target example which now is way far in the rear view mirror. But you know just because you have all the data, doesn't mean you can use all the data. And the challenge and the nuance of knowing what to use, when and where. >> Right. >> Well now you have >> so much more, kind of ammunition in >> your quiver if you will. >> Yep. >> Is a whole different type of a challenge. >> Yeah I think it's, it's a good point, and I think you're right. You don't want it to feel like big brother and somebody's following or stalking you, that's the last thing you want. But I think paying attention to the response, paying attention to a personalized message, testing that message, seeing what comes back, and helping execute the next thing that you do. And so there's sort of a fine line, but I definitely think the marketers are using the analytics today and it's just getting smarter and smarter. And we're going to talk about adaptive coming up here, >> I hope? >> Right, right. >> And you know, the big buzz right now which is AI, you know, what does AI mean for engagement? And we have some ideas around that >> as well. >> Right. >> Okay, so you broke it down to >> the big threes >> Yep. >> of the engagement economy. So the art of story telling. >> Karen: Yep. >> Adaptive engagement, >> as you just mentioned. >> Yep. >> And then advocacy. >> Karen: Yep. >> Which you talked about earlier before. So let's, let's kind of touch base on each one of those >> things. >> Great. >> How do you define 'em? Why are they important? So start out with the story telling. >> Yeah so it comes back to what we've already been talking about, which is the one to one relationship. Understanding who you're talking to. Crafting a message that, that resonates. Having that message be front and central to what your brand value is. You know, we are more prone to buy from somebody if we value their brand. You might make choices and pay a price premium if you care about a brand or how a brand interacts with you. So crafting the art of story telling is the right message, making sure it resonates, understanding your audience, and connecting it to the brand so you can make that >> emotional connection. >> Right, right. >> So how do you >> So, done, done well, >> you can do a very good job. >> Right, and it's always interesting to me, I always think, I watch sports on TV, right? I always think of the poor guy that just got assigned, I got to do a car commercial. Like, how many car commercials have been created up till now? And I got to think of a new one. >> Right. >> But, >> But you know, kind of traditional, kind of high end TV broadcast commercials are really story telling. I mean, some of them are fascinating what they can actually convey in a 30 second >> ad. >> Right. >> Or whether it's a Coke commercial and makes you cry at the end. So that, that, and that format has, has pretty well developed. But how are you seeing it translated into all these various digital formats and really short engagements, or it's a Snapchat, or it's (snaps fingers) you know a quick hit on Instagram, or it's a Facebook post. >> Karen: Yep. >> How are you seeing some of that story telling evolve into these different kind of communication mediums, if you will? >> Yep. >> And, and you >> you have so many that you have >> to >> Right. >> Jeff: to manage, right? A huge challenge. >> Yeah, and again, I think it's the authenticity as I said, but also the personalized nature of it. I want to deliver a message that matters to you. Where you want to receive that message. I might want to deliver something different to somebody else through an entirely different channel. So, but crafting the story, having the story be based on what you stand for as a brand, and the value for that customer, or whoever the message is, you're attempting to land it on >> Right. >> is still foundational and fundamental. And I think that a lot of the marketing, because technology's automated so much, we've lost a little bit of the art of the story. And really making the story connect back to you as a brand so you deliver the best message to your customer. >> Right. So that kind of feeds into your second one which you described as adaptive engagement. Which I presume is situational, contextual. >> Correct. >> That defines the how, the when, the where, the why. >> Yeah. Yeah, and I think in terms of our vision, so yes it is about delivering the right message, at the right time, to the right person to get the response you want. That's sort of the basics of adaptive and being able to do that very flexibly with technology. But when we think about adaptive and the next generation of it, we think about the impact that AI will have on engagement or marketing. So imagine a marketer today could say to their engagement platform, let's say the Marketo engagement platform, "I want to understand an outcome "and the best way to go about it. "I want to know how I can increase sales "in a particular region, in a particular quarter." And the engagement platform, based on that outcome that I want, will help determine what the right campaign is, what creative elements you put in that campaign based on the assets you've created, and importantly, who you target. And what is the audience? And think of almost just creating that outcome, having the platform deliver that whole experience when you push a button. And that entire campaign gets executed. >> Right, right. >> So that, I think is the future of adaptive. >> Because you'll be able to run you know, A/B test is probably not a very accurate description, >> right? >> Right. >> 'Cuz it's a multi, much more multivariate test that you can run and really >> start to optimize >> Right. >> for a much tighter group of attributes of your customer. >> Than >> Right. >> you ever could >> Yeah, and we >> in the past. >> Jeff: Or try to think of every kind of variable. >> And we do that today, but I think, I think now what we're saying is the marketer's going to truly be in the power seat where they can say not just, "Here's two ideas, test one against the other." It's basically, here's the outcome I want. >> Jeff: Right. >> Tell me exactly the best way to put that message out. What channel it should go through, who it should be delivered to, and run it. And so I think that's going to be the future of adaptive. >> Interesting. And then the third A, that you have, of engagement economy is advocacy. >> Heart and soul of any brand strategy. You know customers, loyal customers, are great customers and you want to create advocacy and relationships. I think when companies talk about advocacy, they talk about "I want a customer reference. "I want somebody who's going to approve a customer story "or a quote in a press release." We go far beyond that when we think about advocacy. We want customers that are going to partner with other customers and make the community around us better. >> And so, >> Right. >> they're speaking on behalf of our brand, Marketo, but they're also making our brand stronger and the relationships they're creating around Marketo. So we have a program called Purple Select, which has about 1200 customers, that every single day you know, we're putting challenges forward for them. We're offering them places to go, you know, generate conversations in community. And as a result they give stuff back to us. >> And they >> Right, right. >> make things available to us that otherwise wouldn't be. >> It's really kind of analogous to open source, right? The fact that you know >> all the smartest people >> Yep. >> in the world, don't happen to reside in your four walls. >> And >> Yep. >> you know, if you can use your product service offering platform, store, as a basis point for an engaged community to engage around, through, with. >> Correct. >> You know, >> you get you know, one plus one makes three, or ten for that, so huge. >> Absolutely. >> Huge kind of shift in, in thinking to really kind of open it up and to share and be collaborative and find out what other people >> are doing. >> And let, >> I think that's a great point. And let the advocates be your heroes. Let them advance their careers based on learning your technology, participating in your community and taking you know, their businesses forward in terms of success from a marketing standpoint. >> So I'm just curious in terms of the holy grail of measuring engagement. You know, kind of your thoughts on that. I mean there are obviously engagement measures out there. >> Karen: Right. >> How do you, you know, what are some of the things you look at to measure engagement. Or that you tell people they should look at to measure engagement. And how do you see engagement as a metric, as an actionable metric kind of evolving? Now that we have so many more potential touchpoints, >> datapoints, >> Right. >> other ways to measure. >> Yeah, so I think in the traditional marketing automation world, which we have played a big part in over the years, the true measurement has always been about pipeline. >> 'Cuz you're >> Right. >> you're doing campaigns to generate revenue for your business. I don't think that goes away, but it gets extended to across the entire lifecycle. So it's not just new customer acquisition. It's up-sell, it's cross-sell, it's renewals if you're in a softwares as service business. So it's lifetime value, not just revenue. >> Jeff: Right, right. >> It's advocacy, not just references. It's you know, peer to peer. There's this whole idea of voice of the customer. There're new companies out there like TrustRadius and G2 Crowd which provide platforms now for customers to do reviews on products and rank companies. And making that available to users gives everybody a voice in the process. >> So. >> Right. >> There's a whole bunch of new metrics, many of them are going to be, you know, very, very much around emotional connections back to your brand. And participation in the community. Today we have the marketing nation which is a 60,000 person community. The way I can cultivate content on that and grow people's roles in participating in that dialogue, is certainly an engagement measure for us. And it will lead to stronger sales, it will lead to stronger you know, preference in terms of our brand. It will lead to premium pricing if we want to do that in the future, et cetera. >> And then I wonder too, if you could just speak to the evolving role of marketing. Not only within the company, but specifically within IT spend, and business analytics spend, and really as a driver. >> Because before >> Yep. >> the analytics was really a service provider to the rest of the company >> and we gave you >> Yep. >> your quarterlies and your weekly sales reports and you know, that was kind of the role of IT. Now we're seeing IT as a business partner stepping in to say, "Here's all these cool technologies." But now marketing and the marketing automation which is way ahead of the automation >> Right. >> in a lot of >> the other places, is really driving that, and you've got measure, measurable results, and you can connect to all the different channels that are new that weren't there two years ago when you just had newspaper and >> Yep. >> and billboards and TVs. >> So you know, as that has evolved how have you seen, you know, marketing's role change in terms of kind of, power seat at the table, driving IT, investment decisions and those types of things? >> Obviously Marketo's >> Yep. >> were those decisions for a lot of companies. >> Yeah and it's a great conversation because there's been a lot of talk about the, the hybrid CMO, and what does that look like today? Because the CIO and the CMO now have to be in lockstep. In many cases now, the CMO's technology budget is looking as large as the CIO's technology budget. >> Right, right. >> And so. >> And then there's this other notion of if marketing owns the customer experience, or all things around customer engagement, are they not, in fact, the chief customer officer? And so, there's a whole bunch of things that I think are crossing lines. But I think it's great news for the marketer, because they need to be more customer centric, they need to be more data centric, and ultimately they sit in a really pivotal place in the organization to achieve many of those things. >> Right. And it's still interesting, and for all the soft things, I'll call it a soft thing, of engagement and lifetime value and some of these, some of these things that aren't necessarily tied to the bottom line at the end of the quarter, >> Right. >> every quarter. >> We still have to respond to that. And at the end of the day there has to be some, some ties, some connection, some demonstrated >> value of these efforts. >> Right. >> It can't just be for you know, apple pie and lemonade, I forget the expression. But anyway (laughs). So, 'cuz it still has to tie back to business, right? >> Absolutely. >> Still has to pay the bills, >> still has to get more sales. >> Absolutely. >> But what you're >> saying is, is it does. Engagement does translate into sales. >> Engagement translates to sales. Engagement translates to brand preference. Engagement translates to price premium. Engagement translates to advocacy. I mean, engagement is, it's such an active way to move the market forward that I think there's going to be a whole set of new metrics that combine sales enablement and sales processes as well because as marketing and sales partner, you know, from a sales engagement standpoint to go after named accounts, the ones that are most strategic to the business we're going to see a huge shift in terms of sales, sales engagement metrics as well. >> Just as you're saying that, I'm thinking of brands, right? And always the debate about the power of brand, and does brand still have power? And I think it does, but the market's really kind of bifurcated where either the brand is super powerful, or has zero power, you know, kind of depending on the product or the engagement. It sounds like really, engagement is probably the best way to make sure your brand can't be replaced by the old white label stuff that they used to have at the grocery store. >> Karen: Yeah. >> 'Cuz people got to be connected. >> Karen: Yep. >> Jeff: Not just a label. >> And they need to care about, people need to ultimately care about the relationship. Not the one thing. You know it used to be you dropped a direct mail, it was sort of an episode and you were never having a dialogue. Today, there's so many ways and so many channels to reach people, you have to have a consistent way to engage and a consistent way to look at, did I move the needle forward? Am I ultimately renewing that customer? Or generating more loyalty from that customer? Or you know, referenceability or advocacy. And so, engagement helps you do that through all the channels. >> It's interesting 'cuz the customer can engage with you, whether you, or communicate with you, whether you >> necessarily want it or not. >> That's right. >> And in new ways that were heretofore nonexistent. >> Karen: That's right. >> Fun stuff. >> Yeah. >> Great place to be. >> Well Karen, I loved >> Yeah. >> sitting down and talking about engagement. It's a thing we talk about here all the time. >> Great. >> It's really how we should measure success, it's how we know we're getting through and look forward to a follow up. I know you have some research coming out, and some books coming out, and Marketo's up to all kinds of stuff. So we will look for that in the not so distant future. >> Awesome. >> Alright. >> Thank you. >> We look forward to it. >> Absolutely, she's Karen >> Thanks a lot. >> Steele from Marketo, I'm Jeff Frick, you're watching the Cube. Thanks for watching, we'll see ya next time. (upbeat music)

>> Voiceover: Live, from San Francisco. It's theCUBE. Covering Pure Accelerate 2017. Brought to you by Pure Storage. >> Welcome back to San Francisco, everybody. We're at Pier 70, one of the oldest piers in San Francisco which is not long for this place. It's going to be torn down after Pure Accelerate. I'm Dave Vellante and this is Stu Miniman, my co-host. This is theCUBE, the leader in live tech coverage. Kent Petzold this year is the enterprise storage manager at Intermountain Healthcare and Vic Nagjee is back. He's the CTO of Healthcare for Pure Storage. Gents, welcome to theCUBE. Good to have you. >> Kent: Thanks for having us. >> Dave: You're welcome. So Kent, let's start with you because we talked with Vic a little bit already but tell us a little bit about Intermountain and your role. >> So, Intermountain is the biggest healthcare provider in Utah. We've got 22 hospitals, 185 clinics. My role there is, I manage the storage team. We've got eight petabytes of usable storage that we manage. Do lots and lots of backups. You know, all things data protection is under my purview as well. >> Now, have you always been a healthcare you know, practitioner, or is this relatively new for you? >> I've been at Intermountain for 24 years. >> Okay, so that's enough... To qualify you as knowing a little bit about healthcare, and so, my question is, relative to sort of other industries what's unique about healthcare? I mean, obviously it's highly regulated. You've got serious privacy, but you're dealing with, you know, many businesses are dealing with dollars and cents. You deal with a lot of budget, but you also deal with lives. Talk about some of the differences of healthcare and the particular stresses that puts on I.T. >> One of the big things is just doing updates of your technology. Because we deal with people's lives we have to be careful about when we do updates. You know, we've got to be cognizant of you know, "Is the emergency room full?" things like that, so it puts an extra challenge on us for when we need to take systems down to do updates. >> So that means, yeah because updates means downtime. >> Yeah, in the past, yes. >> That's not the case with Pure? Tell us about that, Vic. >> Kent: (laughing) >> Okay, so. Maybe, actually tell us about that a little bit. So, if you guys make a big deal out of it, last segment I turned it into dollars and cents because, on average, a migration, a RAID migration is a minimum of $50,000, minimum. In healthcare, it could be lives. >> Yeah, I mean in healthcare it's definitely lives but it's also a little bit more expensive because this is specialty data. So, the minimum you're looking at is about $1,000 per gigabyte. >> Dave: Per gigabyte? >> Per gigabyte transitioned over. Depending on the kind of application you're dealing with. In this particular case, you know it's more than just the expenses like you mentioned. It's interruption of care, interruption of service, which is not acceptable. So, the technology that we have and the architecture that we have allows us to go in to healthcare organizations such as Intermountain and say "You know what? You can have an environment that's "going to get better with time, because we're going to be able "to come in and not only upgrade your software, "we're also going to be able to come in "and upgrade your hardware and keep you on the tock cycle "every three years, update your controllers, "and so on and so forth with zero downtime." And what we're seeing is this big shift in the healthcare industry where, you know, Kent can relate to this. Typically we have these updates all teed up and lined up for three o'clock in the morning on some obscure weekend day, right, where if something goes sideways the number of experts you can reach are very very low and now we're seeing a switch with this kind of technology to actually have people say "You know what, two o'clock in the afternoon on Tuesday? "I'm there. I'm doing it." >> Okay, so Kent. Take us through sort of your journey here. Sort of give us the before and after of Pure, what problem you're trying to solve, and how you solve that problem. >> So, we started down that with our insurance arm Select Health. We were getting calls pretty much every week. Sometimes two and three times a week for slow issues, and, you know, we're looking through logs. We're doing our monitoring and stuff and it was continuing and my architect was spending hours and hours every week >> Dave: Fun. >> trying to research this. So, we started looking at flash vendors. Pure was one of the only ones that came in, gave us the documentation we wanted, was able to answer the questions we had about our environment. It was a sybase database. AIX with some kind of weird settings, and we started testing it. We liked what we saw. We moved along, finally put it into production. They haven't called us about slows since we put it into production over there years ago. >> This is three years ago? >> Kent: Yeah. >> So it was really a performance issue you were having with your traditional apps, and you said you dropped in Pure Flash array and the problems just disappeared. >> Yeah, we haven't had any calls about slows since then. >> Dave: And if you had to sort of increase your capacity of the Pure system. >> We'd increase the capacity. In fact, because our three years was up we just did a head swap on them and added a little more capacity, and that went flawless. No outage for the business, and they were very happy about that. >> So as long-time storage practitioner... what's the difference in terms of... What difference does it make to you when you bring in a system like this? >> Some of the older systems to like do the head swap and get the new controller is weeks and weeks of planning and making sure you understand what's on their, what needs to move, what can take down times, what can't. I mean, there's a lot of planning that goes into that when you know there's going to be a disruption. So, with systems like Pure, we don't have to do as much planning. We still do a little bit so that we know what we're getting ourselves into and what's going to be at risk, but it's a lot less. There's no... >> So, Kent, how are you tracked by the business? What are kind of, do you have any measurements or KPI's that they look to you. We talked about uptime before, but, you know, how're you tracked, and how's that changed in say the last few years? >> It's changed quite a bit, cause we're not having to track, especially in our tier one apps that are on Pure we're not having to track the performance as much. So we're able to re-look at what our KPI's are, and come up with ones that are meaningful for us. And really, with the simplicity of it, it kind of helps us to become more of a trusted advisor to our business and be able to help them solve their problems instead of continually pulling knobs and fighting fires. >> Vik, I'm curious. How do you help the storage administrator today? I remember, Pure used to have streaming on its website. Certain data points from customers. What are you seeing today? What's helping them shift what they're working on, get more done with what they're doing? >> Kent: Yeah, absolutely. And just to come back to that and echo the point here Kent just made, essentially we're seeing the successful organizations in healthcare and possibly other verticals too, but I live and breath healthcare, right. So, healthcare. I.T. organizations that are able to make the transition to a trusted advisor, to a partner to the business are really making those leaps ahead. In terms of better patient care outcomes and also cost mitigation. Now, in terms of what we offer, right. So, it's the simplicity that's at the heart of everything. Once you set it up and you basically it's like Ron Popeil used to say. "You set it and forget it." Right? You have that experience. And then, it's not so much about having practitioners say "There's black magic going on "and we're going to just trust it." We have to build a transparency in there, and we have to demonstrate that at a glance, single pane there's answers to all of the questions and more that they might have. The telemetry that we're getting off of these systems allows us to do things with machine learning and AI and a lot of business intelligence the backend to be able to say "Hey, over eighty-some percent of all "of our problem tickets that are ever opened "are opened by Pure on behalf of our customers." And say "Hey, you have something that's demonstrating "a characteristic that is similar to what we've seen "across the world, somewhere else, "and you might run into a problem, "so let's just go resolve it." >> So, Kent, one of the things we've been poking at and they talked about in the key note this morning is how do you get more value out of your data? We talked about in an earlier segment with Vik. How do you look at your data? How are you sharing with other organizations or leveraging data internally better? >> Kent: Umm... >> Or are you? >> We've got quite a bit of data, and we're starting to go down the genomics road, and with that data we've got some good opportunities to be able to make some good advancements in healthcare and how different diseases are treated. So, we're kind of excited about that, and that's one of the areas my team's been really helping out, and being a trusted advisor to our genomics group. To get them set up with the things they need. >> You guys are talking on stage today about how backup and data protection is changing. It used to be kind of disk to disk to disk, and then sort of flash to disk to tape. Well, tape is still somewhere in there. You know, whatever, maybe it's the fourth level. You guys are talking flash to flash to cloud. We were talking off camera, Kent. You said "We're kind of looking at where to put "the right cloud workloads." Is backup one of those? >> Backup is possibly one of those. We talked a lot about how we off-site. Right now we still use a lot of tape. One of our key things that we think about when we're thinking about cloud and like off-siting stuff so we want to make sure we put it somewhere that, if we have a disaster, we can spin it up in that place. We're not trying to bring it back and bring it somewhere that is impossible during a disaster. So, we want to put it somewhere, and we want to be able to use it there and not just have it sit there and say "Yeah, we've got data protection. "It's right there, but we can't use it." >> Dave: Yeah, yeah. Can't recover. But, I mean, tape is still pretty prevalent in healthcare, right? It's a compliance issue,right? >> Vik: Very much so. >> I mean, your auditors aren't going to let you just throw away tape, right? >> Vik: Yes and no. I think it's just more of the "It's worked for so many years." Now, the problem that we run into is with the things, and we touched a little bit on this in the last segment. We talked about security, right? And sort of, in terms of insurance and protection against any of these threats that are malware et cetera, that are coming up, is getting more and more important for folks like Kent to prove to the business that "Hey, we're not only backing this data up "but we're restoring it. "We can restore it, and it's good." And we know how long this takes. So, all your iTell stuff comes into play. You have your SLO's. It's all back on. Try doing that with tape. Try doing that with tape that's been archived off-site. >> Dave: No, you can't. (laughing) >> And so this is why healthcare's actually moving in the direction of saying "You know what, let's just forget about that. "Let's just try to find different, better, faster "cheaper media if we can actually apply all of "the principals from today to do that." >> So you might still have tape, but you just never use it. Or you pray you never use it, just to have it there just in case. It's like that fire extinguisher in your barn that you don't know if it works or not but you have it there. >> Vik: It's there. It's good. It looks good, right? (laughing) >> Okay, and so, if you think about the experience that you've had with Pure. I told you I was going to put you on the spot, so are there things that you would do differently if you had to do it over again? Advice for your peers? Things that are on Pure's to-do list that you'd like them to do that'd make your life easier? >> I mean, yeah there's things that are on their to-do list. I mean, and I think they're announcing some of those today so that's probably pretty good. We want to do more with replication. Obviously, as a data protection, you need that. We'd like the price point of the M's to go down a little bit because there's kind of this misnomer about tier one storage and "Do I put my dev on tier one." Well, there's huge opportunities with cloning and things like that, and some of the partners that Pure has that we can actually bring up dev environments and not use as much storage as what we're using today. >> So that's a data sharing capability that you can give access to current data to your devs and not have to spin up multiple copies and separate infrastructure. And the use case that we talked about before was an enterprise data warehouse, right that you were trying to speed up. How about this, you heard from Scott Dietzen this morning the big push on analytics. Is that something, certainly your industry is pushing it. Is your organization there yet? Have you dipped your toe into the big data lake yet? >> Yeah. We've been doing analytics for a long time in one way or another. It's just, we're just getting more and more pressured to have the data available so they can continue to do that. >> Dave: Are you throwing Pure at that problem or is that... >> We hope to. Over time. We keep adding to our environment. >> Alright, Vik, we'll give you the last word. >> Pure and healthcare. What's the bumper sticker? >> Yeah, before you give me the last word I mean I think Kent's underselling what Intermountain's been doing in terms of analytics >> Yeah, add some color to it. >> over time, right? So, basically, they have been one of the pioneers in terms of really understanding drawing value from data. >> Really? >> Yes. It's been over time. It's been very much so of "I have this old data. I want to go run analytics on it. "Then I want to do some BI on it." And now we're getting to the real-time near real-time insight on data that really matters. And for that, we're hopeful that we're going to have an opportunity to actually participate and help build out those sorts of frameworks. And Intermountain's one of the organizations that's lead the way. A lot of the other organizations sort of following in the same footsteps. And, you know, right at the end, all I have to say is all of the benefits that we've talked about and we've talked about... We talked about across verticals and just horizontally in general that the Evergreen model brings to bare from Pure. I think they're really heightened, in terms of healthcare. So we talked about uptime. We talked about six ninths of uptime across our arrays And we're counting planned maintenance as part of your runtime. We're not saying exclude those, right? Very important. No data migrations. Super important. >> Dave: Downtime is downtime. >> Downtime is downtime. Exactly, thank you. Data migrations are super risky. Not only are they expensive, but they're risky. If you talk to any CMIO or CNIO and you say "Hey, how do you feel about your data being "picked up from here, put over there." See their reaction. >> Dave: It hurts. >> And they're expensive. And then the simplicity aspect of it. The simplicity is sort of at the function of the heart of everything. Its power is through simplicity, really is what it is. Giving him and his team and his organization time back to be able to go back and say to the business "How can we make your life better? "How can we make patient care better, "and how can we improve on resources?" >> Okay, good. Actually, Kent, we're going to give you the last word. Pure Accelerate 2017. Good event. What are you learning? Anything exciting? >> Kent: It's been a great event so far. Love the announcements. I just love being in this type of environment, because there's such a vibe here of wanting to help people do things and it's really great to be in a place like this. >> Dave: Yeah, it's fun too. We've got Snoop and... Snoop with the multi-cloud. That's an inside joke everyone. >> Vik: Multi-cloud. Are you sticking around? Are you sticking around for that tomorrow? >> Yeah, I'll be around. (laughing) Alright, good , we'll leave it there. Thanks you guys. We really appreciate you coming on. Okay, keep right there. This is theCube. We're live from Pure Accelerate 2017 in San Francisco. We'll be right back. (techno music)

>> Narrator: Live, from Las Vegas, it's theCUBE. Covering Dell EMC World 2017, brought to you by Dell, EMC. >> John: Okay, welcome back, everyone, this is theCUBE live in Las Vegas for Dell EMC World 2017, our 8th year covering EMC World. Now, the first year covering Dell EMC World, I'm John Furrier, my co-host this week, Paul Gillin, on the blue set, two CUBES, two shot guns, double barrel shot gun of content. Our next guest, who's been on theCUBE every single year we've been in existence, since 2010, the Chief Marketing Officer of Dell Technologies and Dell EMC, Jeremy Burton, formerly the CMO of EMC and again, 2010 was your first year with EMC, now. >> That's right. >> Look, I mean, welcome to theCUBE. >> Thanks, yeah the makeup takes a bit longer, I got to cover up more wrinkles, but you know. >> You're running the show, you're on stage, your son is doing some gigs up there. Where are you now mentally, I mean, 2010, when we started our journey with theCUBE was the first at EMC World in Boston, you just joined the company. Now, here, look where you're at. I mean, do you have the pinch me moments? How the hell did this happen? Look how big we are. What's, how do you feel? >> Yeah, it's great. I mean, I almost have this belief in tech, you can never plan more than a couple years. I mean, so I kind of laugh a little bit at the five year strategy or whatever. And I'm think even personally, if you're looking out maybe more than a couple years in your career as to what you want to do, its... it can all change. It's like the start of a race. You can have all the best plans in the world, but you don't know what's going to happen when you get around the first corner, right? So, yeah, I knew last year, when Michael asked me to take on the CMO role, that the marketing team could make a difference. I'm a big believer about story and making sure that people understand what we're trying to do. It was, for me at least, it was a challenge, and a real interesting role to take on. >> Certainly a big challenge, you got the merger going on, obviously bigger role, bigger company, more portfolio product. You also have a product background you usually were doing a lot of the product stuff. What's been the impact from a customer standpoint as you've been rolling out the brand of Dell Technologies which I know is a holistic brand. But you now have a lot of brands to deal with in your portfolio. >> Yeah, well the good news is we're bigger, we have more budget, we can do a bigger brand campaign and the real goal here is; most people, when they think of Dell, they think of a PC. When they think of EMC they think of a storage array. Dell Technologies, if you look at the breadth of the company now, it really is incredible what we can do in an organization. So the brand campaign is really about redefining the company. What is Dell Technologies stand for? Well, it's about transforming your business, Transforming IT, your workforce and security. If we can get across over the next couple of years, the impact that we can have on an organization that's really where the win is. Underneath that obviously, we want to say, hey look, if you're on a digital project, Pivotal's going to be lead. It if's a software-defined data center, it's VMWear. So first and foremost, it's getting the big story of Dell Technologies, and redefining how people perceive the company. >> Well, Jeremy, so what's the message? We've been trying to read the tea leaves here, about what's the theme coming out of the show. What is the single most important message you want customers to take away? >> Number one, first and foremost, it's about, look, if every company is going to become a digital company, if you want to become a digital company, trust Dell Technologies for your journey. >> Everybody's saying that, though. I mean, that's HP's pitch now, too. So why did you adopt digital transformation as a theme, when it has become such a buzzword in the industry? Are you trying to find a nuance there? >> No, because the thing is, is that's where the world is going. And we could make up something that's ours, but the problem with that, I've never been one for saying, oh, we're just going to make up a new category. The category, people are going to become digital companies without a doubt, and I think our differentiation, and this is in the ad campaign, and you see it around the show, here, it's about making it real. At some point, you got to realize that transformation. if you're going to go build a cloud native app with HP, good luck, they don't have any software. >> I think you said on theCUBE last year, or the year before, I forget which year it was. These eight years are blurring in, and... theCUBE's on it's eight year. I think you quote said, "never fight fashion," was a phrase you always say, so I do believe that digital transformation's a little bit boring, but it's a reality. >> Well and for us, I feel like our differentiation, whether it be EMC or Dell, is we're a very practical company. And if we can't make it real, nobody can. Which is why the ad campaign only focused on customers. It was, hey if you want to look at GE, if you're going to look at Colombia Sports Wear, Chitale Dairy, we got about ten different customers, cause I think, to your point, right, it is noisy. How do you make it believable? You have a real customer saying, "I bet on Dell Technologies and they transformed my business." >> So we were talking on the intro about the transformation I know there's a lot of herding cats with the new merged companies, and you got to get every thing they want on stage, limited time on stage, not a lot of customers on stage, so I got to ask you, look it, the business transformation is Isilon Onefs, so digital transformation really means the businesses. How do you evolve from speeds and feeds culture, to real business transformation? Cause that's kind of what I hear you saying. >> That is, if you look internally at how the company's got to transform, it's exactly that. We created around the time we brought the companies together a small group sales team called Dell Technologies Select and these are folks that actually don't... carry any one brand. They carry Dell Technologies, and they're working with fifty of our biggest most transformative customers. So obviously the goal here is over time, you want that fifty to be two hundred, to be a thousand. Really, you're going to grow the DNA within that group, because the difficulty is that, some companies are doing digital transformation, some people are not even doing IT transformation, some companies are still trying to figure out the last big issue that they had. The market doesn't, it's not an on-off switch, you've got early adopters, you've got 'luggards, and everything in between, so Dell Technologies Select, was really geared towards engaging with transformative customers in a different way, across the entire portfolio, instead of; a storage, a service, a virtualization. >> Can you dig a little deeper on the sales model? Because you had the merge of two great sales organizations, one enterprise focused, is account focused, another is channel focused, >> SMB >> And direct SMB. How are you getting them to work together, or trying to merge those cultures, or are you trying to use each for what it does best? >> It's a great question, cause I think this is where many companies fall down when they merge or acquire even, right? So think of the Dell Technologies Select at the very top of the pyramid, they're the biggest, most transformative projects we're engaged on, and have a set of folks who work across the portfolio. Beneath that, we have an enterprise sales team. That, is predominantly made up from the EMC sales team, prior to the merger; relationship selling, big accounts, you know there's three thousand accounts there. Bill Scannell runs that sales team. Beneath that, you've got the commercial sales team, and Marius Haas, who was from Dell. Marius runs that. And so we're trying to preserve the higher end relationship selling that Bill Scannell and his team did. And the transactional sales team that Dell had, and then even beneath that in Jeff Clarke's organization, you've got consumer and small business. So what we've tried to do is, not complicated things. Leave each area to do what they were good at. And then to the key point we made earlier, build this very broad digital capability. Kind of new DNA; start small and grow big. >> You know, EMC has always had good partner relations, they were storage and you had some swim lanes, some stuff to partner program, and all the different stuff you were involved in. The branding was phenomenal when you took over on that. But now my observation on this show, just from watching it over the years, is a whole lift in alliance and marketing partners. Intel Dan Bryan on stage, obviously Dell and Intel make a lot of sense together. That history is there. But the alliances in Microsoft, Cisco, now a whole new set of industry alliances now, at the disposal. Has that changed your thinking a bit? And how do you look at that? Because now that's not just like a merging, that's like pre-existing and exploding. >> No, you always need partners, right? I think both Dell and EMC never believed they do it all themselves, right? And I think here we are, together, we're a much bigger company, but we still need partners. I mean Intel, we're Intel's biggest customer, right? So that makes up more relevant to them, but whereas in the past, maybe we were always thought as on the EMC side as enemy of Microsoft because of the VMWare. Now, Microsoft's an alliance partner. And it's nice that folks like Satya, he's taken over the company, and he's made it very clear that he wants to build an ecosystem, or rebuild and ecosystem. The big companies like Intel and Microsoft, I mean Cisco, we still do two billion dollars of Vblock, right? And as much as I think... we do kind of jousting between vendors at times, ultimately the customer decides who partners, and who competes. We often partner because the customer wants us to partner. >> One of the things I always like about interviewing you, Jeremy, you have your toe in the water of the future. I heard you mention VR, virtual reality, and all kinds of reality on stage; AR, VR. AI is certainly the hottest thing in the world. Deep learning and machine learning... is getting integrated into some of the products. But as a brand marketer, how are you looking at these new trends? Cause they are great opportunities, you have a great show on stage, you had great entertainment, informative, colorful, but now, soon, as a marketer, you have to start integrating some of these awesome tools, into the marketing mix. >> It's incredible right now, because... one of the things I love about the coming together of Dell EMC, and maybe this is not intuitively obvious, but a lot of the client products, a lot of the VR and gaming business that Dell has built over the years, I mean all the guys who come here, are either gamers or have got kids who are gamers. And so getting access to the Alienware team, they've got relationships with the Minecraft team, working with the folks that work on the AR and VR headsets. To me it should make events like this much more engaging. I'm a big believer that over time, these events have got to become- >> And by the way, all those new startups, are going to be running Dell servers, potentially, so a lot of this stuff is going on, your hands in it. >> Yeah, we got to make this experiential for folks. And a lot of the client technology has got that, it grabs you, right? I'm looking forward to exploring- I mean particularly augmented reality. To me, that's a technology, which is going to be massive in future. I think the way we want to present the company, is not as consumer and business, or client and data center, I think we've got to show folks the end to end. If you're doing a service request as a field service worker, and you've got your augmented reality headset on, you're going to get data for the service request from a back office system, you're going to get your knowledge from an Isilon system but it's going to be rendered in real time in front of you, as you do your work. I think the customer wants to see the solution. >> We were talking with Peter Burris in the previous segment about... are we going back to the future? The old IBM, one throat to choke, IBM was in every market, they dominated almost every market. But they had the full range of products you could get from them, from one sales rep. Are we going back to that type of model now? >> Yes and no. If you want a good indication of the future, look at the past, right? And so, infrastructure clearly is consolidating, right? What we believe, as infrastructure consolidates, it can support fewer players. So, you got to be the big player. So, in infrastructure market, we have a consolidation play, and we're very open about that. We're going to be more efficient, more economic Even if that market's flat, we're going to take more- >> But it's still huge numbers, by the way. >> It's a huge number, and then look, there's the new cloud native world. We've got to play with Pivotal there. Look at the myriad of devices you're going to see in IRT. The IRT ecosystem is not a single, vertical integrated stack. You've got sprinklers, you've got things that attach to cows, you've got... sensors on cars. I think when on part of the tech industry starts to consolidate, and you get this, maybe fewer vendors, another area opens up, and you get this incredible ecosystem. I'd say, IoT, machine intelligence, cloud native apps, that's like the next frontier, and those ecosystems are thriving, as the prior ecosystem consolidates. >> Great, awesome comment there, I think you just encapsulated- well done, the consolidation, that's a huge number, by the way. That's massive. >> It's hundreds of billions of dollars. In fact, IDC would track it and say it's about three. >> A hyper conversion that's going on right now. I mean two years ago, that was a thriving ecosystem, now it's all consolidated- >> It's consolidating, because the macro category- >> It seems to happen faster. >> Yeah, you've got to, I think in infrastructure... It's interesting, we don't necessarily in our business need to be the first mover, like we weren't the first mover to hyperconverge. But we can't be asleep at the wheel, number one, and we have to bring our distribution scale to bear. Once something goes to mainstream, as we proved in our flash, and now we're proving in hyperconverge, we has zero revenue for VxRail a year ago, today it's the market leader. That's... we weren't first to market with the product, but we've got distribution scale. The reason why a lot of these small companies are struggling is because they spend all of their VC money, or their profits, it's all spent on building a distribution channel. And so that's where Wall Street doesn't value them anymore. >> Scales and new competitive advantage, we've said on theCUBE, we continue to say that, certainly Amazon web service has proven that. Scale is the new differentiator, it's the barred to entry, great point there. I got to ask you about a point we were discussing, with Peter Burris, and we were kind of riffing on this, kind of, meaning to joke at at some of the vendors out there. Everyone's claiming to be number one, at everything. It's like, we're number one at this! We're number one. Markel's number one, Dell's number one, HP's number one. So the question is, what is the scoreboard? So the answer in our little opening was; customers. That is the ultimate scoreboard. >> Yeah. >> How are you guys going to continue to push, because there's been some wins with the combination. That's ultimately going to be the scoreboard. Forget the market share from whatever research firm. How are you getting new customers, are you retaining them, are they valuing your products and services? Your thoughts. >> Yeah, I mean, there's a couple of things there. And I think the history of Dell is pretty interesting, because the data shows that the best way for us to get into a new customer, believe it or not, is with a PC. And, it's our, probably lowest priced product, it's our, maybe the most frictionless sale. And the nice thing now is once we get in there with the PC, and maybe a low end server, there's a whole lot more value we can bring in behind it. Which is why a lot of our focus, is not just on product; it's distribution channel as well, because if that's working effectively, we can get that cross-sale going. We've already seen in the early days of the merger, customers who've got our storage, sometimes a great tactic is to go, ask the customer; "hey, can we have your server business?" And it's been amazing how many folks have come back and said, "okay," because we've got relationships. And so, adding for the next couple of years, that cross sale becomes absolutely critical for us. Because we get a new customer, but then we want to keep that customer. How do we keep them? We got to solve more of the problem. And that's called cross-sale. >> Jeremy, great to have you on theCUBE. I know you're super busy, I know you got Gwen Stefani's the entertainment tonight. Great attendance here at the show. Congratulations on the CMO role, of the huge organization that's Dell Technologies. Big brand challenge, a great opportunity for you personally. So my final question, as always on theCUBE, What are your priories for next year? When we come back, and look back... what are you trying to do this year? You've got a lot going on, give us the plan. >> I mean, I'll leave the Dell Technologies thing to Michael, he's probably talked about that already. But marketing specifically, look, 70% of the content on the internet is going to be video by 2020. So, as a marketer, we've got to get really great at producing really high quality video content. It's the way that marketing's going to be done. So the nice thing, the exciting thing for the marketing team is, hey, if you're great at doing PowerPoint or writing a white paper, you're going to be a media star in the future. But I'm a huge believer in the fact that we've got to get great at doing unique content, at scale, and that's how you cut through the noise and get people's attention, because the world is going to become more noisy, not less. So that's one of the big priorities, obviously there's a little bit of bedding in of this new marketing model, we only closed the deal back in September. We got to get the team- >> You got to big budget, that's for sure. >> Yeah but video, and storytelling, is huge. Up there, that's the biggest trend. >> And don't forget the gaming. You brought up the gaming. CGI is coming around the corner, we're going to have VR, AR... >> You're going to see a lot of that. >> Jeremy Burton, Chief Marketing Officer of Dell Technologies. Dell EMC, here on theCUBE. Here at the first Dell EMC World 2017. I'm John Furrier, Peter Burris will be back with more live coverage, stay with us. (techno music)