>> live from San Francisco, celebrating 10 years of high tech coverage. It's the Cube covering Veum World 2019. Brought to you by IBM Wear and its ecosystem partners. >> Welcome back to the cubes Live coverage Of'em World 2019 in San Francisco, California We're here at Mosconi North Lobby. Two sets. Jumper of my Coast. David wanted Dave 10 years. Our 10th season of the cue coming up on our 10 year anniversary May of 2020. But this corner are 10 years of the Cube. Our next guest is Sanjay Putting Chief Operating Officer Of'em where who took the time out of his busy schedule to help us do a commemorative look back. Thanks for coming to our studio. Hello, John. That was great. Fans of yours was really regulations on the 10 year mark with the, um well, we really appreciate your partnership. We really appreciate one. Things we love doing is covering as we call that thing. David, I coined the term tech athletes, you know, kind of the whole joke of ESPN effect that we've been called and they're really tech athlete is just someone who's a strong in tech always fighting for that extra inch. Always putting in the hard work discipline, smart, competitive. You get all that above. Plus, you interviewed athletes today on state real athletes. Real athletes, Tech show. So I guess they would qualify as Tech athlete Steve Young. That's pretty funny. It was a >> great time. We've been trying to, you know, Veum World is now the first time was 2004. So it's 1/16 season here, and traditionally many of these tech conference is a really boring because it's just PowerPoint dead by power point lots of Tec Tec Tec Tec breakout sessions. And we're like, You know, last year we thought, Why don't we mix it up and have something that's inspirational education We had Malala was a huge hit. People are crying at the end of the session. Well, let's try something different this year, and we thought the combination of Steve Young and Lyndsey one would be great. Uh, you know, Listen, just like you guys prepped for these interviews, I did a lot of prep. I mean, I'm not I'm a skier, but I'm nowhere close to an avid skier that watch in the Olympics huge fan of Steve Young so that part was easy, but preparing for Lindsay was tough. There were many dynamics of that interview that I had to really think through. You want to get both of them to converse, you know, he's She's 34 he's 55. You want to get them to really feel like it's a good and I think it kind of played out well. >> You were watching videos. A great prep. Congratulations >> trying t o show. It's the culture of bringing the humanization aspect of your team about tech for good. Also, you believe in culture, too, and I don't get your thoughts on that. You recently promoted one of your person that she has a chief communications Johnstone Johnstone about stars you promote from within. This >> is the >> culture you believe it. Talk about the ethos. Jones is a rock star. We love her. She's just >> hardworking, credible, well respected. Inside VM where and when we had a opening in that area a few months ago, I remember going to the her team meeting and announcing, and the team erupted in cheers. I mean that to me tells me that somebody was well liked from within, respected within and pure level and you know the organization's support for a promotion of that kind of battlefield promotion. It's great big fan of hers, and this is obviously her first show at Vienna. Well, along with Robin, Matt, look. So we kind of both of them as the chief marketing officer, Robin and Jones >> and Robinson story. Low Crawl made her interim first, but they then she became Steve Made it Permanent way. >> Want them to both do well. They have different disciplines. Susan, uh, national does our alliances, you know, if you include my chief of staff for the six of my direct reports are women, and I'm a big believer in more women. And take why? Because I want my Sophia, who's 13 year old do not feel like the tech industry is something that is not welcome to women in tech. So, you know, we really want to see more of them. And I hope that the folks who are reporting to me in senior positions senior vice president is an example can be a role model to other women who are aspiring, say, one day I wanna be like a Jones Stone or Robin. Madam Local Susan Nash, >> John and I both have daughters, so we're passionate about this. Tech is everywhere, so virtually whatever industry they go into. But I've asked this question Sanjay of women before on the Cube. I've never asked him in. And because you have a track record of hiring women, how do you succeed in hiring women? Sometimes way have challenges because way go into our little network. Convenient. What? What's your approach? Gotta >> blow off that network and basically say First off, if that network is only male or sometimes unfortunately white male or just Indian male, which is sometimes the nature of tech I mean, if you're looking for a new position, tell the recruiters to find you something that's different. Find me, Ah woman. Find me on underrepresented minority like an African American Latino and those people exist. You just have a goal. Either build a network yourself. So you've got those people on your radar. We'll go look, and that's more work on us, says leaders. But we should be doing that work. We should be cultivating those people because the more you promote capable. First off, you have to be capable. This is not, you know, some kind of affirmative action away. We want capable people. Someone shouldn't get the job just because they're a woman just because the minority, that's not the way we work. We want capable people to do it. But if we have to go a little further to find them, we'll go do it. That's okay. They exist. So part of my desires to cultivate relationships with women and underrepresented minorities in the world that can actually in the world of tech and maintain those relationships because you never know you're not gonna hire them immediately. But at some point in time, you might need to have them on your radar. >> Sanjay, I wanna ask you a big picture question. I didn't get a chance to ask path this morning. I was at the bar last night just having a little dinner, and I was checking out Twitter. And he said that the time has never been. It's never been a greater time arm or important time to be a technologist. Now I saw that I went interesting. What does that mean? Economic impact, social impact? And I know we often say that, and I don't say this to disparage the comment. It's just to provide historical context and get a get it open discussion about what is actually achievable with tech in this era and what we actually believe. So I started to do some research and I started right down. First of all, I presume you believe that right on your >> trusty napkin at the >> bar. So there has never been a more important time to be a technologist. You know, it's your company at your league. You know, Pat, I presume you agree with it. Yeah, absolutely. I slipped it back to the 1900. Electricity, autos, airplanes, telephones. So you we, as an industry are up against some pretty major innovations. With that historical context, Do you feel as though we can have a similar greater economic and social impact? >> Let's start with economic first and social. Next time. Maybe we should do the opposite, but economic? Absolutely. All those inventions that you >> have are all being reinvented. The technology the airplanes all been joined by software telephones are all driving through, you know, five g, which is all software in the future. So tech is really reinventing every industry, including the mundane non tech industries like agriculture. If you look at what's happening. Agriculture, I ot devices are monitoring the amount of water that should go to particular plant in Brazil, or the way in which you're able to use big data to kind of figure out what's the right way to think about health care, which is becoming very much tech oriented financial service. Every industry is becoming a tech industry. People are putting tech executives on their boards because they need an advice on what is the digital transformations impact on them cybersecurity. Everyone started by this. Part of the reason we made these big moves and security, including the acquisition of carbon black, is because that's a fundamental topic. Now social, we have to really use this as a platform for good. So just the same way that you know a matchstick could help. You know, Warm house and could also tear down the house. Is fire good or bad? That's been the perennial debate since people first discovered fire technology. Is this the same way it can be used? Reboot. It could be bad in our job is leaders is to channel the good and use examples aware tech is making a bit force for good. And then listen. Some parts of it may not be tech, but just our influence in society. One thing that pains me about San Francisco's homelessness and all of the executives that a partner to help rid this wonderful city of homeless men. They have nothing to attack. It might be a lot of our philanthropy that helps solve that and those of us who have much. I mean, I grew up in a poor, uh, bringing from Bangla, India, but now I have much more than I have. Then I grew up my obligations to give back, and that may have nothing to do with Tech would have to do all with my philanthropy. Those are just principles by which I think when you live with your a happier man, happier woman, you build a happier >> society and I want to get your thoughts on common. And I asked a random set of college students, thanks to my son that the network is you said your daughter to look at the key to Pat's King Pat's commentary in The Cube here this morning that was talking about tech for good. And here's some of the comments, but I liked the part about tech for good and humanity. Tech with no purpose is meaningless tech back by purposes. More impactful is what path said then the final comments and Pat's point quality engineering backing quality purpose was great. So again, this is like this is Gen Z, not Millennials. But again, this is the purpose where it's not just window dressing on on industry. It's, you know, neutral fire. I like that argument. Fire. That's a good way Facebook weaponizing Facebook could be good or bad, right? Same thing. But the younger generation. You're new demographics that are coming into cloud. Native. Yeah, what do you think? >> No. And I think that's absolutely right. We have to build a purpose driven company that's purposes much more than just being the world's best softer infrastructure company or being the most profit. We have to obviously deliver results to our shareholders. But I think if you look at the Milton Friedman quote, you know, paper that was written that said, the sole purpose of a company is just making profits, and every business school student is made to read that I >> think even he >> would probably agree that listen today While that's important, the modern company has to also have a appropriate good that they are focused on, you know, with social good or not. And I don't think it's a trade off being able to have a purpose driven culture that makes an impact on society and being profitable. >> And a pointed out yesterday on our intro analysis, the old term was You guys go Oh, yeah, Michael Dell and PAD shareholder value. They point out that stakeholder value, because now the stakeholder Employees and society. So congratulations could keep keep keep it going on the millennial generation. >> Just like your son and our kids want a purpose driven company. They want to know that the company that working for is having an impact. Um, not just making an impression. You do that. It shows like, but having an impact. >> And fire is the most popular icon on instagram. Is that right? Yeah, I know that fire is good. Like your fire. Your hot I don't know. I guess. Whatever. Um fire. Come comment. There was good Sanjay now on business front. Okay, again, A lot of inflection points happen over 10 years. We look back at some of this era, the Abel's relationship would you know about. But they've also brought up a nuance which we talked about on the intro air Watch. You were part of that acquisition again. Pig part of it. So what Nasiriyah did for the networking STD see movement that shaped VM. Whereas it is today your acquisition that you were involved and also shaping the end user computing was also kind of come together with the cloud Natives. >> How is >> this coming to market? I mean, you could get with >> my comparison with carbon black there watch was out of the building. Carbon black is not considered. >> Let's talk about it openly. And we talked about it some of the earnings because we got that question. Listen, I was very fortunate. Bless to work on the revitalization of end user computing that was Turbo charged to the acquisition of a watch. At that time was the biggest acquisition we did on both Nice era and air watch put us into court new markets, networking and enterprise mobility of what we call not additional work space. And they've been so successful thanks to know not just me. It was a team of village that made those successful. There's a lot of parallels what we're doing. Carbon, black and security. As we looked at the security industry, we feel it's broken. I alluded to this, but if I could replay just 30 seconds of what I said on some very important for your viewers to know this if I went to my doctor, my mom's a doctor and I asked her how Doe I get well, and she proposed 5000 tablets to me. Okay, it would take me at 30 seconds of pop to eat a tablet a couple of weeks to eat 5000 tablets. That's not how you stay healthy. And the analogy is 5000 metres and security all saying that they're important fact. They use similar words to the health care industry viruses. I mean, you know, you and what do you do instead, to stay healthy, you have a good diet. You eat your vegetables or fruit. Your proteins drink water. So part of a diet is making security intrinsic to the platform. So the more that we could make security intrinsic to the platform, we avoid the bloatware of agents, the number of different consuls, all of this pleasure of tools that led to this morass. And what happens at the end of that is you about these point vendors, Okay, Who get gobbled up by hardware companies that's happening spattered my hardware companies and sold to private equity companies. What happens? The talent they all leave, we look at the landscape is that's ripe for disruption, much the same way we saw things with their watch. And, you know, we had only companies focusing VD I and we revitalize and innovative that space. So what we're gonna do in securities make it intrinsic and take a modern cloud security company carbon black, and make that part of our endpoint Security and Security Analytics strategy? Yes, they're one of two companies that focus in the space. And when we did air watch, they were number three. Good was number one. Mobile line was number two and that which was number three and the embers hands. We got number one. The perception in this space is common. Lacks number two and crowdstrike number one. That's okay, you know, that might be placed with multiple vendors, but that's the state of it today, and we're not going point against Crowdstrike. Our competition's not just an endpoint security point to a were reshaping the entire security industry, and we believe with the integration that we have planned, like that product is really good. I would say just a cz good upper hand in some areas ahead of common black, not even counting the things we're gonna integrate with it. It's just that they didn't have the gold market muscle. I mean, the sales and marketing of that company was not as further ahead that >> we >> change Of'em where we've got an incredible distribution will bundle that also with the Dell distribution, and that can change. And it doesn't take long for that to take a lot of customers here. One copy black. So that's the way in which we were old. >> A lot of growth there. >> Yeah, plenty of >> opportunity to follow up on that because you've obviously looked at a lot of companies and crowdstrike. I mean, huge valuation compared to what you guys paid for carbon black. I mean, >> I'm a buyer. I mean, if I'm a buyer, I liked what we paid. >> Well, I had some color to it. Just when you line up the Was it really go to market. I mean some functions. Maybe not that there >> was a >> few product gaps, but it's not very nominal. But when you add what we announced in a road map app, defensive alderman management, the integration of works based one this category is gonna be reshaped very quickly. Nobody, I mean, the place. We're probably gonna compete more semantic and McAfee because most of those companies that kind of decaying assets, you know, they've gotten acquired by the companies and they're not innovating. So I'd say the bulk of the market will be eating up the leftover fossils of those sort of companies as as companies decided they want to invest in legacy. Technology is a more modern, but I think the differentiation from Crowdstrike very clear is we integrate these, these technology and the V's fear. Let me give an example. With that defense, we can make that that workload security agent list. Nobody can do that. Nobody, And that's apt defense with carbon black huge innovation. I described on stage workspace one plus carbon black is like peanut butter and jelly management. Security should go together. Nobody could do that as good as us. Okay, what we do inside NSX. So those four areas that I outlined in our plans with carbon black pending the close of the transaction into V sphere Agent Lis with workspace one unified with NSX integrated and into secure state, You know, in the cloud security area we take that and then send it through the V m. Where the devil and other ecosystem channels like you No idea. Security operative CDW You know, I think Dimension data, all the security savvy partners here. I think the distribution and the innovation of any of'em were takes over long term across strike may have a very legitimate place, but our strategy is very different. We're not going point tool against 0.0.2 wish reshaping the security industry. Yeah, What platform? >> You're not done building that platform. My obvious question is the other other assets inside of Arcee and secureworks that you'd like to get your hands on. >> I mean, listen, at this point in time, we are good. I mean, it's the same thing like asking me when we acquired air watching. Nice Here. Are you gonna do more networking and mobility? Yeah, but we're right now. We got enough to Digest in due course you. For five years later, we did acquire Arkin for network Analytics. We acquired fellow Cloud for SD when we're cloud recently, Avi. So the approach we take a hammer to innovations first. You know, if you're gonna have an anchor acquisition, make sure it's got critical mass. I mean, buying a small start up with only 35 people 10 people doesn't really work for us. So we got 1100 people would come back, we're gonna build on it. But let's build, build, build, build, partner and then acquire. So we will partner a lot with a lot of players. That compliment competition will build a lot around this. >> And years from now, we need >> add another tuck in acquisition. But we feel we get a lot in this acquisition from both endpoint security and Security Analytics. Okay, it's too early to say how much more we will need and when we will need that. But, you know, our goal would be Let's go plot away. I have a billion dollar business and then take it from there. >> One more security question, if I may say so. I'm not trying to pit you against your friends and AWS. But there are some cleared areas where your counter poise >> Stevens just runs on eight of us comin back. >> That part about a cloud that helps your class ass business. I like the acquisition. But Steven Schmidt, it reinforced the cloud security conference, said, You know, this narrative in the industry that security is broken is not the right one. Now, by the way, agree with this. Security's a do over pat kill singer. And we talked about that for five years ago. Um, but then in eight of you says the shared security model, when you talk to the practitioners like, yeah, they they cover, that's three and compute. But we have the the real work to d'oh! So help me square that circle. >> Yeah, I think if aws bills Security Service is that our intrinsic to their platform and they open up a prize, we should leverage it. But I don't think aws is gonna build workload security for azure compute or for Gogol compute. That's against the embers or into the sphere. Like after finishing third accordion. And they're like, That's not a goal. You go do it via more So from my perspective. Come back to hydrogen. 80. If there's a workload security problem that's going to require security at the kernel of the hyper visor E C to azure compute containers. Google Compute. >> Who's gonna do >> that? Jammer? Hopefully, hopefully better than because we understand the so workloads. Okay, now go to the client site. There's Windows endpoints. There's Mac. There's Lennox. Who should do it? We've been doing that for a while on the client side and added with workspace one. So I think if you believe there is a Switzerland case for security, just like there was a Switzerland case for management endpoint management I described in Point management in Point Security going together like peanut butter and jelly, Whatever your favorite analogy is, if we do that well, we will prove to the market just like we did with their watch An endpoint management. There is a new way of doing endpoint security. Dan has been done ever before. Okay, none >> of these >> guys let me give an example. I've worked at Semantic 15 years ago. I know a lot about the space. None of these guys built a really strategic partnership with the laptop vendors. Okay, Del was not partnering strategically on their laptops with semantic micro. Why? Because if this wasn't a priority, then they were, you know, and a key part of what we're doing here is gonna be able to do end point management. And in point security and partner Adult, they announced unified workspace integrated into the silicon of Dell laptops. Okay, we can add endpoint security that capability next. Why not? I mean, if you could do management security. So, you know, we think that workspace one, we'll get standing toe work space security with the combination of workspace one and security moving and carbon black. >> Sanjay, we talked about this on our little preview and delivery. Done us. We don't need to go into it. The Amazon relationship cleared the way for the strategy in stock price since October 2016 up. But >> one of the >> things I remember from that announcement that I heard from the field sales folks that that were salespeople for VM wear as well as customers, was finally clarity around. What the hell? We're doing the cloud. So I bring up the go to market In the business side, the business results are still strong. Doing great. You guys doing a great job? >> How do you >> keep your field troops motivated? I know Michael Dell says these are all in a strategy line. So when we do these acquisitions, you >> had a lot >> of new stuff coming in. I mean, what's how do you keep him trained? Motivated constantly simplifying whenever >> you get complex because you add into your portfolio, you go back and simplify, simplify, simplify, make it Sesame Street simple. So we go back to that any cloud, any app, any device diagram, if you would, which had security on the side. And we say Now, let's tell you looking this diagram how the new moves that we've made, whether it's pivotal and what we're announcing with tanz ou in the container layer that's in that any Apple air carbon black on the security there. But the core strategy of the emer stays the same. So the any cloud strategy now with the relevance now what, what eight of us, Who's our first and preferred partner? But if you watched on stage, Freddie Mac was incredible. Story. Off moving 600 absent of the N word cloud made of us Fred and Tim Snyder talked about that very eloquently. The deputy CTO. They're ratty Murthy. CTO off Gap basically goes out and says, Listen, I got 800 APS. I'm gonna invest a lot on premise, and when I go to the cloud, I'm actually going to Azure. >> Thanks for joining you. Keep winning. Keep motivated through winning >> and you articulate a strategy that constantly tells people Listen. It's their choice of how they run in the data center in the cloud. It's their choice, and we basically on top of all of those in the any cloud AP world. That's how we play on the same with the device and the >> security. A lot of great things having Sanjay. Thanks >> for you know what a cricket fan I am. Congratulations. India won by 318 goals. Is that >> what they call girls run against the West Indies? I think you >> should stay on and be a 40 niner fan for when you get Tom baseball get Tom Brady's a keynote will know will be in good Wasn't Steve Young and today love so inspirational and we just love them? Thank you for coming on the Cube. 10 years. Congratulations. Any cute moments you can point out >> all of them. I mean, I think when I first came to, I was Who's the d? I said ASAP, like these guys, John and Dave, and I was like, Man, they're authentic people. What I like about you is your authentic real good questions. When I came first year, you groomed me a lot of their watch like, Hey, this could be a big hat. No cattle. What you gonna do? And you made me accountable. You grilled me on eight of us. You're grilling me right now on cloud native and modern, absent security, which is good. You keep us accountable. Hopefully, every you're that we come to you, we want to show as a team that we're making progress and then were credible back with you. That's the way we roll. >> Sanjay. Thanks for coming. Appreciate. Okay, we're live here. Stay with us for more of this short break from San Francisco v emerald 2019

>> live from Orlando, Florida It's the que covering Accelerate nineteen. Brought to you by Ford. >> Hey, welcome back to the Cube. We are live at forty nine. Accelerate twenty nineteen in noisy Orlando, Florida, and Lisa Martin welcoming to Guest to the program one you know and love Well, John Madison, the executive vice president of Products and Solutions at fourteen. That and gentle Mary, please toe also welcome Peter Jogger, the vice president of business development from Symantec. Welcome back. Welcome. >> Thank you. >> So, guys, Partnerships, symbiotic partnerships. We've been talking about partnerships all day. Now we want to talk about what's new? Fortinet and semantic. You guys just announced a couple months ago an expansive partnership. Peter, let's go ahead and start with you. You guys just like we're gonna partner to deliver the most robust and comprehensive cloud security service. Why did semantic decide to partner and collaborate with forty minutes and why now? >> Absolutely. So when we think about what our customers they're going through, they're going through a digital transformation to Billy to the cloud on DH. We wanted to make sure that we perform the best possible technology for our customers. We chose fortunate way were great partners. Actually, before this whole thing started, we looked the technology that they had to offer repaired it with what we had in our Web security service. There was a fantastic fit, and so far with the show today and accelerate, we made the right choice. >> That's always good, right to get some validation there talks to us about the from from Maybe from a customer's perspective, what were some of the drivers saying, Hey, guys, this partnership could be really beneficial for your doing part. Customers, partners and each company. Yeah, well, they think it's >> a very expensive relationship. Peter just talked about having our next year firewall inside their cloud, providing security there. There's also opportunity at the end point for sound. Full semantic is the largest endpoint hundred seventy five million or something. In points out, there were the largest network security vendor in terms of implementation. Some four million firewalls out there what customs they're saying they want their security solutions to work together there, one the end point to see the network. They want the networks to the end point one exchange information, so one of the other integration points is between the end point on our next generation firewalls providing policy exchange, providing the ability to exchange information. So if I'm a large customer and I've got a very all encompassing degree off implementation ofthe semantic endpoint separate think it's called on DH, they've got Fortinet taken. Simply connect those two together, provide a very comprehensive solution. So we get some great feedback from our customers around them. >> Talk to me a little bit more about that. Are you seeing this adoption on? You know, both semantic and forty eight have customers in every industry of many sizes, but in terms of some of the successes that you're seeing, I know this is still really early on. What are some of those that really excite you? That, like Peter, you said we've made the right choice. >> Yeah, I'll just follow on from a comment you made Whether you're a medium size customer, the largest financial customer, security is a very tough thing to solve on. What you don't do is add complexity to that problem. You also wanna make sure you don't cost as well. So the really cool thing we're doing here is through the collaboration through the integrations that John spoke about between the employment network and secure rst. One of the fabric we're actually solving those problems in very intuitive ways is seamless for the customer. It just clicks together. That's what it should be like. We don't have any complexity here, and that's you know, that's what we're doing this, right? >> Yeah, and I think, think for customers Every time they need toe, add a security solution, it makes more complex. It's more costs, more operational overhead. So if they've got existing vendors like Semantic at the end, point off a cloud security and they've got Fortinet in there for SD when our next fire war, if >> we could >> simply switch on the connectivity policy exchange threat, intelligent exchange between those two things is great for the customer because they instantly get a better solution is more secure. It's more cost effective, >> of course, customers. You mentioned you guys both mentioned a couple of words that every customer wants seamless wanted to click in kind of plug and play. Obviously, it's it's a cut ostensible undertaking to integrate your solutions talked to us since this was just announced a few months ago. Where are you in terms of integrating the technologies. I think we saw the next Gen firewall integrated into semantics. Web security service and semantics. Endpoint solutions integrated into the security fabric. Where are you guys on the faces of those integrations? >> Well, let people talk about the WSSC. >> Yes, eso I think one big yellow into this as I just mentioned Wass Web security service. We have data centers around the planet on what we're doing is we're taking the virtual Forget solutions were installing them. Now in all of our data pods Andi were in the We're starting the rollout phase this summer. Andi will be probably finished done with it as we get into the fall season around the planet and we'LL be switching that that that on and they really cool bit about This is it's going to be one single interface. The customer just simply switches on five walling i ps Next one firewall. It's completely seamless >> from a management perspective policy upside looking through one crystal ball, >> one cloud security says service. >> Yes, on the end points mourners to develop. So we have to develop this connector of our election and firewall into the end point. And we're looking probably toward the end of this port early Q three. To do that on we'LL start rolling that out across are different operating systems. >> Talk to me about part about the channel, so I know forty nine is very much dedicated to the channel we've had with a number of your partner's on. I know you've Got John both coming up next and Facebooking with him for several years. Saw a lot of statistics, a lot of revenue growth, front of growth, affording that driven by the channel. One of the main kind of pillars that was discussed in the keynotes this morning was education. Talked about technology, talked about equal system collaboration. Education. How are you guys working together to educate your joint partners? Teo. Understand that the impact potential that Fortinet and Cemented customers are about to have? >> Yeah, from a training perspective. Obviously we have our own individual training programs, and as I was saying earlier, I think one thing that's very important to customers is more of an architectural approach. I want to look at an architecture of a four or five years. I don't make sure all these pieces are integrated inside there, so one of things we do initially for something, something like this for our partners. This produced boats are fast track. A fast track is a small module. Off training was focused on hands on training off both components to make sure that all our partners understand how to integrate. How to make that work as soon as possible. Then, before I followed that up with some more detailed training on on both solutions. >> Excellent. And from a relative perspective, this is something that's going to be going global by the way it's >> gonna go fast. It's going to start next week. So and the nice thing is when we map out our channel party because semantic is a channel very channel friendly company as well. We've got some great overlap, but there's also a ton of white space there for a partner, too. So I think it's going to really help both, obviously, our fields, but also our channel partners engaged, group broader and grow deeper into opportunities, >> and we need that. Security is a pan industry challenge, as every organization now lives and successful lives in this hybrid multi cloud world, millions of connected devices every industry has to react otherwise every business in every industry. Otherwise they face going out of business. I noticed that, though, that there were a couple of tracks here. John. Some sessions focused on a couple of verticals healthcare financial services. Retail, for example. Are you expecting to see any leading edge industries joint customers that really are ripe for this integrated solution? >> Maybe. But I also think that smacked. It's got a huge footprint across all the verticals across all the segments, the same as us. And so I think initially, you'LL see some of the larger companies who have these huge footprints of M points and network security. Implement these connectors, implement the cloud security and, as you see that roll down into the segments as well. >> So we're at the event today in the last couple days. What is that? Some of the feedback been from partners, but from also and user customers. Since there's about about four thousand people here today, John, what are some of the things that you're hearing? >> Well, we've been talking to some of our customers before here, obviously on DH overwhelmingly positive feedback from the large customers I spoke to some partners to hear today as well. They really like the ability to bring together on M point leading edge endpoint solution on network solution with cloud attached to it as well. So it's not often, actually I've done a partner announcement and I've seen so much excitement, not only with some of our some of the customers, all the customers on all the partners, but also both organizations. We announced it to ourselves. Organizations were doing that with semantics later on. That's right this week and I see a lot of excitement. So I think that bodes well going forward. >> And I imagine, Peter, you're hearing similar feedback from semantics and Sol days. >> Yeah, I mean, it's just been tremendous. This show for me has cemented the fact this is gonna be a very special partnership. The feedback I've been hearing from potential customers, our own customers coming to us, who say, Hey, I've got these solutions. It's fantastic. You doing this now to our partners saying, You know, this is this is truly amazing what you're doing it is very rare. You find these two companies that could come together in a meaningful way that can actually really impact what we're all trying to do here is find the adversary. >> Yeah, I mean, you look at that. Both companies that are big companies Cyrus critic companies think semantics. Probably enterprise in the top two. Top Juan we're in the top five easy, huge companies on our footprints. From a part of perspective is a bit of overlap here and there, but not really. Which makes is exciting, I think, for our partners for both companies, I think, yes, we you know, I see these relationships where it's a local exchange or we'LL do a bit of this integration on this AP I hear this is a truly very integrate solution for both our channel partners on our customers. >> And let's talk about competition that came up a lot during the general session this morning where just a few times a few people mentioned it, you know, in past saying on giant slides with arrows pointing, No, I'm kidding, but really what? What was very clear, I think, from not only the general session this morning, but also somatic that we've heard on the Cube today is the industry leadership, the product leadership that forty nine is demonstrating, but also, you know, telephoto networks Cisco some of your other competitors where really proudly showing this is where we are in relation even so far as the number of Gardner Insight partner appearance I reviews that Fortinet has gotten vs your competitors. So let's start with you, Peter. Talk to us about the competitive advantage that Symantec sees this partnership being able to generate. >> So the the way the way we look at it, is we're going to come to market now. We're both way with love technology. I think we can agree that we're both very much technology forward, very research forward, bringing this pieces together. When you do that, you're goingto win. Andi. If you do that in a way that is highly integrated, you're going to be. The competition is going to have a clear advantage. We're going to do text a faster. We're going to respond to start faster. It's just going to show Ray very well on DH. I'm not going to appoint a particular competitors. Don't mention the name way. We're obviously very large player in industry, but way like this a lot again. We think that if you make a very big impact, so let's see where it goes >> and John any predictions on what those graphs might look like it accelerate twenty, twenty, >> twenty twenty. That's a long time away from now, but I You know what? We continue to grow as a company. We take marketshare. We're aligning with some of the big players, such a semantic in the marketplace. So those graphs definitely up until the right, is that the right direction? >> That's the right direction. And last question is, we talked a lot about data sharing on a number of our segments. Today is semantic and forty that sharing threat intelligence and if so, why? Is that a good thing? Why is that >> important? Where where she, both founders of the cyber threat, aligns the C t a way already share way did that for two years ago. At least I know we're expanding. That strong was staying with really time on the ground. Three intelligence sharing between our products between the fabrics that would happen just automatically. >> It's important that you got the global sharing through the T A, but also going for because of targeted attacks. You have the local sharing, so we'LL have global sharing with big amounts of threat intelligence and data, but at the local level between the end points on the network's puree will have threat sharing there as well. >> But this is important to do that fast Security changes by the second. If you don't react to something quickly, If you don't share the intelligence that's actionable on relevant, you may as well just give up. You're gonna be fast, responsive >> and lasting. Last question is you mentioned the word react and we talked about that a lot today, as well as how and I'll ask you both thiss Peter, we'LL start with you. How is this partnership going to enable your joint customers to eventually go from being reactive to proactive to predictive? >> They're for sure. Well, I thinks of these integrations we're working on is all about being proactive. So is an example. If we see something in our network we've seen in a corner case, we can automatically give it over Too fortunate they'LL be inoculated everywhere around the planet in every single device. Advice first. So, unfortunately, something in their network that we've never seen before we can inoculate all ofher own points. All of our customers, that's been truly proactive. That's how you get ahead. >> Yeah, it's all about showing that threat intelligence is fastest possible across much of the attack surface is possible, and that's where the relationship >> Well, guys, thanks so much for stopping by the Cuban sharing with us a little bit more about the partnership with semantic and Fortinet. We look forward to hearing what comes in this year ahead, and we'LL talk to you next year. You look, we want to thank you for watching the Cube. I'm Lisa Martin Live from Fortinet. Accelerate twenty nineteen. Thanks for watching.

>> From Tavern on the Green in Central Park, New York, it's theCUBE, covering Veritas Vision Solution Day. Brought to you by Veritas. (robotic music) >> We're back in the heart of Central Park. We're here at Tavern on the Green. Beautiful location for the Veritas Vision Day. You're watching theCUBE, my name is Dave Vellante. We go out to the events, we extract the signal from the noise, we got the CEO of Veritas here, Greg Hughes, newly minted, nine months in. Greg, thanks for coming on theCUBE. >> It's great to be here Dave, thank you. >> So let's talk about your nine. What was your agenda your first nine months? You know they talk about the 100 day plan. What was your nine month plan? >> Yeah, well look, I've been here for nine months, but I'm a boomerang. So I was here from 2003 to 2010. I ran all of global services, during that time and became the chief strategy officer after that. Was here during the merger by Semantic. And then ran the Enterprise Product Group. So I had all the products and all the engineering teams for all the Enterprise products. And really my starting point is the customer. I really like to hear directly from the customer. So I've spent probably 50% of my time out and about, meeting with customers. And at this point, I've met with a 100 different accounts all around the world. And what I'm hearing, makes me even more excited to be here. Digital transformation is real. These customers are investing a lot in digitizing their companies. And that's driving an explosion of data. That data all needs to be available and recoverable and that's where we step in. We're the best at that. >> Okay, so that was sort of alluring to you. You're right, everybody's trying to get digital transformation right. It changes the whole data protection equation. It kind of reminds me, in a much bigger scale, of virtualization. You remember, everybody had to rethink their backup strategies because you now have less physical resources. This is a whole different set of pressures, isn't it? It's like you can't go down, you have to always have access to data. Data is-- >> 24 by seven. >> Increasingly valuable. >> Yup. >> So talk a little bit more about the importance of data, the role of data, and where Veritas fits in. >> Well, our customers are using new, they're driving new applications throughout the enterprise. So machine learning, AI, big data, internet of things. And that's all driving the use of new data management technologies. Cassandra, Hadoop, Open Sequel, MongoDB. You've heard all of these, right? And then that's driving the use of new platforms. Hyper-converged, virtual machines, the cloud. So all this data is popping up in all these different areas. And without Veritas, it can exist, it'll just be in silos. And that becomes very hard to manage and protect it. All that data needs to be protected. We're there to protect everything. And that's really how we think about it. >> The big message we heard today was you got a lot of different clouds, you don't want to have a different data protection strategy for each cloud. So you've got to simplify that for people. Sounds easy, but from an R&D perspective, you've got a large install base, you've been around for a long, long time. So you've got to put investments to actually see that through. Talk about your R&D and investment strategy. >> Well, our investment strategy's very simple. We are the market share leader in data protection and software-defined storage. And that scale, gives us a tremendous advantage. We can use that scale to invest more aggressively than anybody else, in those areas. So we can cover all the workloads, we can cover wherever our customers are putting their data, and we can help them standardize on one provider of data protection, and that's us. So they don't have to have the complexity of point products in their infrastructure. >> So I wonder if we could talk, just a little veer here, and talk about the private equity play. You guys are the private equity exit. And you're seeing a lot of high profile PE companies. It used to be where companies would go to die, and now it's becoming a way for the PE guys to actually get step-ups, and make a lot of money by investing in companies, and building communities, investing in R&D. Some of the stuff we've covered. We've followed Syncsort, BMC, Infor, a really interesting company, what's kind of an exit from PE, right? Dell, the biggest one of all. Riverbed, and of course Veritas. So, there's like a new private equity playbook. It's something you know well from your Silver Lake days. Describe what that dynamic is like, and how it's changed. >> Oh look, private equity's been involved in software for 10 or 15 years. It's been a very important area of investment in private equity. I've worked for private equity firms, worked for software companies, so I know it very well. And the basic idea is, continue the investment. Continue in the investment in the core products and the core customers, to make sure that there is continued enhancement and innovation, of the core products. With that, there'll be continuity in customer relationships, and those customer relationships are very valuable. That's really the secret, if you will, of the private equity playbook. >> Well and public markets are very fickle. I mean, they want growth now. They don't care about profits. I see you've got a very nice cash flow, you and some of the brethren that I mentioned. So that could be very attractive, particularly when, you know, public markets they ebb and flow. The key is value for customers, and that's going to drive value for shareholders. >> That's absolutely right. >> So talk about the TAM. Part of a CEOs job, is to continually find new ways, you're a strategy guy, so TAM expansion is part of the role. How do you look at the market? Where are the growth opportunities? >> We see our TAM, or our total addressable market, at being around $17 billion, cutting across all of our areas. Probably growing into high single digits, 8%. That's kind of a big picture view of it. When I like to think about it, I like to think about it from the themes I'm hearing from customers. What are our customers doing? They're trying to leverage the cloud. Most of our customers, which are large enterprises. We work with the blue-chip enterprises on the planet. They're going to move to a hybrid approach. They're going to on-premise infrastructure and multiple cloud providers. So that's really what they're doing. The second thing our customers are worried about is ransomware, and ransomware attacks. Spearfishing works, the bad guys are going to get in. They're going to put some bad malware in your environment. The key is to be resilient and to be able to restore at scale. That's another area of significant investment. The third, they're trying to automate. They're trying to make investments in automation, to take out manual labor, to reduce error rate. In this whole world, tape should go away. So one of the things our customers are doing, is trying to get rid of tape backup in their environment. Tape is a long-term retention strategy. And then finally, if you get rid of tape, and you have all your secondary data on disc or in the cloud, what becomes really cool, is you can analyze all that data. Out of bound, from the primary storage. That's one of the bigger changes I've seen since I've returned back to Veritas. >> So $17 billion, obviously, that transcends backup. Frankly, we go back to the early days of Veritas, I always thought of it as a data management company and sort of returned to those roots. >> Backup, software defined storage, compliance, all those areas are key to what we do. >> You mentioned automation. When you think about cloud and digital transformation, automation is fundamental, we had NBCUniversal on earlier, and the customer was talking about scripts and how scripts are fragile and they need to be maintained and it doesn't scale. So he wants to drive automation into his processes as much as possible, using a platform, a sort of API based, modern, microservices, containers. Kind of using all those terms. What does that mean for you guys in terms of your R&D roadmap, in terms of the investments that you're making in those types of software innovations? >> Well actually one of the things we're talking about today is our latest release of NetBackup 812, which had a significant investment in APIs and that allow our customers to use the product and automate processes, tie it together with their infrastructure, like ServiceNow, or whatever they have. And we're going to continue full throttle on APIs. Just having lunch with some customers just today, they want us to go even further in our APIs. So that's really core to what we're doing. >> So you guys are a little bit like the New England Patriots. You're the leader, and everybody wants to take you down. So you always start-- >> Nobody's confused me for Tom Brady. Although my wife looks... I'll stack her up against Giselle anytime, but I'm no Tom Brady. >> So okay, how do you maintain your leadership and your relevance for customers? A lot of VC money coming into the marketplace. Like I said, everybody wants to take the leader down. How do you maintain your leadership? >> We've been around for 25 years. We're very honored to have 95% of the Fortune 100, are our customers. If you go to any large country in the world it's very much like that. We work with the bluest of blue-chips, the biggest companies, the most complex, the most demanding (chuckling), the most highly regulated. Those are our customers. We steer the ship based on their input, and that's why we're relevant. We're listening to them. Our customer's extremely relevant. We're going to help them protect, classify, archive their data, wherever it is. >> So the first nine months was all about hearing from customers. So what's the next 12 to 18 months about for you? >> We're continuing to invest, delighted to talk about partnerships, and where those are going, as well. I think that's going to be a major emphasis of us to continue to drive our partnerships. We can't do this alone. Our customers use products from a variety of other players. Today we had Henry Axelrod, from Amazon Web Services, here talking about how we're working closely with Amazon. We announced a really cool partnership with Pure Storage. Our customers that use Pure Storage's all-flash arrays, they know their data's backed up and protected with Veritas and with NetBackup. It's continually make sure that across this ecosystem of partners, we are the one player that can help our large customers. >> Great, thank you for mentioning that ecosystem is a key part of it. The channel, that's how you continue to grow. You get a lot of leverage out of that. Well Greg, thanks very much for coming on theCUBE. Congratulations on your-- >> Dave, thank you. >> On the new role. We are super excited for you guys, and we'll be watching. >> I enjoyed it, thank you. >> All right. Keep it right there everybody we'll be back with our next guest. This is Dave Vellante, we're here in Central Park. Be right back, Veritas Vision, be right back. (robotic music)

>> Announcer: Live, from Las Vegas, it's the Cube covering Veritas Vision 2017 brought to you by Veritas. >> Welcome back to Las Vegas, everybody. This is the Cube, the leader in live tech coverage, and this is our second day of Veritas Vision in 2017. I'm Dave Vellante with Stu Miniman. Jason Buffington is here, good friend of the Cube, Senior Analyst with the Enterprise Strategy Group, otherwise known as ESG. Jason, good to see you again. >> Thanks for having me back. >> We've been bumping into each other a lot lately, a lot of storage stuff going on and you you gave a panel discussion today. You had, you know, three of the four big Cloud guys up there, no Amazon, Stu. They weren't up on the panel, but that was good, you had an interview with those guys. >> Jason: Yeah. >> So, congratulations on that and welcome again. >> Yeah, everyone wants to talk about data protection, right? So, there's... >> Dave: Hottest topic, isn't it? >> It is, every time you go to a show, the last show that I was at, it seemed like over half the booths were talking about data protection. So, to come here, you know, Veritas kind of owns that as a name. And so it's been fun to just be part of the participants. >> Yeah, Jason, you know, you cover this base, and you know Veritas well. There are people I talked to getting ready for this, and they said, "We remember Veritas back in its hay day." You know, back pre-acquisition. During the virtualization era, it kind of got quiet. I mean, they got acquired by Semantic, things went down, but now they're an independent company, and one of the shows that, you know, we've been at VMWorld, absolutely. Data protection is super hot, you know, product of the year was one of those companies, whole lot of startups there, a lot of investment. What's your take on kind of the new Veritas, you know, where they fit in that ecosystem with all those startups and everybody else? >> No, that's a good read, so let's talk about the market first, and then I'll put Veritas in it, right? So, I think you're spot on that when the virtualization wave came through, most of the really big established data protection vendors were not first market, right? And in fact, every time that we see this, I've been doing this for 28 years, I've been backing stuff up, right? And for most of it, every time the platform shifts, the traditional dominant data protection vendors are not the first ones to jump on that new gear, right? Windows versus NetWare, now we're into virtualization. So, we saw Veeam, and PHD and vRanger, and a few others that barely get an honorable mention in that line, right? We're in a really interesting time, though, this time around because every time, in the past, when you moved off of the old platform, the presumption was, you turned it off, right? This time around, we're on the, here's a fancy word, we're on the precipice of a new shift again because we're looking at Cloud as the new platform to move to. But here's the fun part. We're not leaving the old stuff behind, right? We're not turning off all the virtual servers and the physical servers are on their way out the door as we go to Cloud. We're embracing Multicloud as the new destination, not this mid-step along the way. And I think that's really interesting because, just like in every time past, it means we're going to get a reset of the leader board when it comes to data protection. And, just like in times past, the secret sauce that made you dominant on the last platform, doesn't necessarily give you an edge technology-wise on the next platform. All it really does is give you momentum, right? So, yeah, there's a few other folks that we could list that they've got some momentum going for one reason or another along the way, but for the marketplace, if physical and virtual and Cloud are all going to be together, Veritas has been doing some of those for 20 some odd years. They've made some announcements around the rest of the suites. I think they're in a good place here. The thing I'm excited about from Veritas, and I do, I'm a fan, you want to root for them, right? I mean, 25 years on the bench, you want to see them keep going. I think the opportunity is that, since the divestiture from Semantic, they have a lot more focus, right? You know, it's really hard to tell a story that's everything from Malware and cyber security, all the way through to a breadth of data protection. But if you look at how they're talking about things now, and I really like the 360 narrative that kind of pulls it all together. Every part of their portfolio kind of pulls the other parts together, right? It doesn't matter, in data management, whether you want to start with backup, or you want to start with storage, or you want to start with availability, anywhere you look on that circle, it's going to pull the rest of the line in, and these are all the things that folks are asking for from a customer base. So, I like the tech that they've got. I like where the market is headed, and I think they've got a real shot to be one of those top three dominant names that we talk about moving forward. >> Yeah, so, I mean it's a 30 plus year history. >> Jason: Yeah. >> And pretty amazing, I mean this is an amazing story, this company. I mean, they came out, kind of a small company, and then there was that relationship which they bought Seagate. You know, Seagate's backup business. Seagate actually had a piece of the company for a while. >> Jason: Yeah. >> You know, Al Shugart, when he sold that stock, basically saved Seagate cause of the cash infusion. So, it was a long history, and then they kind of went dormant... >> Jason: Yeah. >> For a while under the Symantec Governance. And now, so the big question is, can Veritas get its mojo back in the space and become that super hot company again? >> So, by the way, sidebar, you talked about Seagate. I actually have a copy of Seagate Backup Exec sitting on a shelf in my office. (Dave laughing) And one of these days, I will open up the data protection museum, cause I think I've got most of the pieces and parts laying around. So, can Veritas get is mojo back? The thing that Veritas has to consistently remind people, one, we are not your daddy's or your granddaddy's backup company anymore, right? So, they're working on things like, they announced this week a new UI coming for NetBackup 8.1, and I thought they were going to crowd mob out of affirmation for that. People were so excited for, you know, finally we're going to get a contemporary UI that doesn't look like 1995 coming in, in that backup. So, certainly, some of the cosmetics, the sterilization of that UI going across as many of those products as possible in order to provide more of a contemporary feel. That's an easy place to dig on, right? But I think what Veritas really needs to think about is, they need to remind folks that, while they are not the stodgy presumption of what people might think, this is not their first rodeo in any of these areas, right? We had new announcements on software to find storage this week. Things like storage foundation and VCS, they've been doing that for 25 years, right? I mean, they've been doing to software to find storage before it was a thing, right? Availability, right? So, we talk about, I like the VRP product. I think it's a cool architecture, and something certainly that powers a lot of the Cloud mobility type capabilities that are there. And the idea of a heterogeneous platform to enable higher levels of availability, I think the market is just now growing into that, right? So, the trick is, we're not the old folks, but, oh by the way, we have reams of experience like you can't imagine. Let's put those things together and have an enterprise level conversation. >> So, let's lay the horses out on the track here. I mean, we were all at VMWorld, and we saw the, it was the hottest... That and security, backup and security are the two hottest spaces in the business right now. We saw the startups, the Cohesity's, the Rubrik's, the Zerto's, and sort of, the upshots. The Veeams, you know, a lot of action at their booths. Obviously, Veritas getting its mojo back. Where's Commvault in all this, so how do you lay out the horses on the track, what's the competitive landscape look like? Paint a picture for us. >> Yeah, so, first and foremost, I always go back to what ESG calls the data protection spectrum, right? So, the behaviors of archive, backup, snapshot, replication, availability. They are not interchangeable mechanisms. We call it a spectrum as a rainbow kind of feel. You know, when is the last time you went outside, saw a rainbow in the sky, and one of the colors was missing? You know, these colors do not replace each other. Snapshots and replications, etc. When you look at where the market's going, imagine a capital Y. In fact, if you go look up on your favorite blog site, I have a blog on, why does data protection have to evolve? This is the answer to your question. The base of that Y is just backup. Can you make copies of all of your stuff? And even that, I think a lot of folks have a challenge with. The next step up is that idea of data protection. So, backup plus snapshots plus replications, single set of policies. Where the market's going, and how it kind of lays out the horses, is now we're at that fork in the road in the capital Y, right? And some of the folks are moving down the availability path. And think about that word for a second, you can remember the vendors who like to go that direction. We're going from reactive recovery to proactive assured productivity, right? Because all the backup folks are just as down until somebody hits the restore button. That's the thing that no one really wants to talk about, as opposed to, if you have monitoring, if you have orchestration, if you have failover and rapid recovery mechanisms. Now, you really do have an availability story that comes out of that. And not all the vendors that you mentioned have that. >> Dave: Well, who are the leaders? >> Yeah, so, certainly, from a momentum and brand perspective, Veeam is definitely on the front line of that, you know, I think car racing is more easier... >> Dave: Cause they've got growth and... >> Yeah, they have momentum, they have, certainly virtualization is still a sweet spot for the data centers... >> Obviously, Veritas is... >> Veritas is absolutely... >> They said 15 years in a row in the Gartner Upper Right... >> Yeah. >> Okay, check. >> Dell EMC, broad portfolio there. Those are kind of the biggest three from, who has all the checked boxes they need to make sure they have a dialogue for the next conversation. >> And Commvault, you wouldn't put in that? >> So, well, I always think of three, you know, bronze, silver, gold, not in that order. >> Yeah, it's like baseball playoffs. Who's going to get in, who's the wild card, you know. >> So, Commvault checks all the right boxes, right? They have all the right narratives along the way. I think the challenge is, organizationally, they're a little siloed in how they tell the stories, and so sometimes it's hard to remember that they're actually the only ones who have a single code base. The ones that, you know, one set of tech that can check all the boxes. Everyone else actually has some myriad of pieces and parts that have to be assembled along the way. >> Dave: So, that's both a strength and a weakness... >> Yeah. >> Dave: For Commvault, right? >> Yeah, the opportunity is there to increase the marketing to tell one narrative. >> Kind of Tivoli, same thing, right? >> Yes, same kind of idea there. And by the way, I don't count, let's call them Spectrum Protect now, but I don't count them out. So, Spectrum Protect took a facelift a couple years ago and really got virtualization savvy. They took the, they had the same gap that everyone else that you mentioned had, and, what is it, six, four, a couple years back, they finally got around to that. And then they just announced Spectrum Protect Plus, which is really built for that V-Admin role. So, certainly we've got a good lens there. On the other side, just like in every other generation, you've got some upstarts that are looking pretty good. >> Well funded, some of them paid 100 million. >> Yeah, well funded, some of them I think have kind of a little bit of a puffer fish, right? They feel bigger than they are for the moment, and yet, the tech looks really good. They want to have a dialogue that says, don't start with backup and try to grow forward. Start over, right? Reimagine what storage might look like in the broader range of things. And by the way, data protection is one of the outcomes for that. And so, you put the Actifio, Cohesity, Rubrik, kind of mix, along the lines for that. You also get the... Catalogic stuff that goes into, that's OEM by IBM, kind of gets on the other side. I think that's going to be probably the coolest thing to watch in 2018. So, you hear the buzz words of copy data management. Everybody wants to talk about some version of those three words. We think that the market's going to go either evolution versus revolution. So, evolution is, start with the data protection folks that you know, and those technologies are going to grow into data management type folks. Here at the show, right, so we saw Veritas Velocity. It's their first foray into that. Cloud Point starts to come into that mix as well. So, the idea of keeping all you need, getting rid of it when you don't, and enabling, and here's the fun part, enabling those secondary use cases so that you can get more value out of that otherwise dormant data. Mike talked about that during the day one keynote. I thought he was spot on for that. So, that's the evolution approach. Revolution, start over, better storage, gets you the same results. Those other guys are old anyway... >> So, Bill Coleman's saying, "It's ours to lose." He said that to us on the Cube. They're obviously an evolution play. >> Jason: Yep. >> I've also heard, they've got, they've made the claim, "We've got the best engineering team in the business." Comments? >> So... >> Dave: It's a very competitive market. >> Yeah, it's hard to say best. I never like ultimate superlatives, but here's what I will say. I meet an amazing number of engineers at Veritas who have been doing this 15, 20, 25 years. There's a lot of wonderful institutional knowledge that comes out of that, that you don't get when you're three, five years, even if you come from multiple vendors, and you kind of pop along the way. There are folks that their initials are still in the source code of NetBackup, and I think that gives them an edge from that perspective if they have a vision from an architecture and from a message perspective on carrying it forward and growing beyond just backup. >> Yeah, Jason, want to get your commentary on the customers. So, one of the things we're trying to reconcile here is, they've got a lot of NetBackup customers. >> Jason: Yeah. >> And then they're pitching this new Cloud hyper-scale, distributed architecture world. Are the customers ready for that? Are they, you know, Bill Coleman told us, five years, ten years, maybe five years from now, every single product that's selling today will be obsolete. So, are the Veritas customers today ready to make that move? What are you hearing? Or are they just going to, you know, go to Microsoft and Amazon and, you know, come in that way? How does this, you know, it goes that kind of revolutionary, evolutionary, discussion you were having. >> Good read, so working backwards, I don't think the answer for better backup for the enterprise is clouding. Cloud managed, absolutely. Disaster recovery as a service, as a secondary tier for the people who don't want to have dormant data centers, yeah probably. But we're still going to have a significant majority of infrastructure on-prem that's going to demand for current SLAs to have recoverability on-prem as well. So, I don't think it starts from a Cloud angle. What I do think, from the Veritas customer perspective is, certainly, you know, Veritas is, their homies are the NetBack of admins. That role is evolving. Or maybe I should say it's devolving. You know, you're not going to have backup admins in the same way. Honestly, more and more, we see that data protection should be part of a broader system's management platform management conversation, right? Cause if I'm an IT generalist, that means I don't have a Ph.D. in backup, and I don't want one. I'm an IT generalist, and I'm the one who's responsible for provisioning servers, and patching servers, and providing access to servers. When those green lights turn red, I want to be able to be part of that process and not wait on somebody else. And if I want to be part of the recovery process, it means I better be part of the protection process as well. So, certainly, Veritas is going to have to grow into some new personas of who they're going to be adding value to. IT ops is the big one, right? So, the backup admin is starting to decline a little bit, the V-Admin for the virtualization role is starting to decline a little bit. That IT operations role is really taking a much more dominant share. That said, Veritas's best route to market is to go through the backup admin, and not in spite of because you can turn that backup admin into a hero by saying, "Look, you have a certain set of problems." "Your adjacent peers have a wider set of problems, "and aren't you going to be the smart one "to walk in somebody who can fix "the rest of the problems while we're at it." And that's that 360 story... >> Well, to your point, evolve or devolve, that role. So, we're out of time, but how about a plug for some recent research, what's hot, what's new, anything that you've worked on that you want to share with the audience. >> Yeah, so ESG, we just finished research on real world SLAs and availabilities. So, how are people doing that proactive lens, as opposed to just reactive? Today, earlier today, I kicked off research with the research team on copy data management, so all that evolution/revolution, we're in that right now. And then the next two projects we're working on, GDPR readiness and data protection drivers in Western Europe. Appliance form factors for data protection, so turnkey versus dedupe, is kind of the next one. And then we're going to refresh our Cloud Strategy Data Protection intersection, so BaaS, DRaaS, STaaS, IaaS, and SaaS, and how the protection traction moves. >> Awesome, sounds like a good lineup. I'd be interested to see that GDPR readiness. We'll have to forecast that and... >> That'll be fun. >> And then hit you up after that comes out cause there's going to be some big gaps going on there. >> Yeah. >> Hey, thanks very much for coming back in the Cube, good job. >> Thanks for having me. >> Alright, you're welcome. Okay, keep it right there everybody, Stu and I will be back. This is day two, Veritas Vision. You're watching the Cube.

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