[Announcer] Live from Stanford University, it's The Cube! Covering global women in Data Science Conference. Brought to you by SiliconeANGLE Media. >> Welcome back to The Cube. I'm Lisa Martin, live at Stanford University for the fourth annual Women in Date Science Conference, hashtag WiDS2019. We are here with Kavita Sangwan, the Director of Technical Programs, Artificial Intelligence and Machine Learning at Intuit. Kavita, it's wonderful to have you on the program. >> Thank you, pleasure is all mine. >> So Intuit is a global and visionary sponsor of WiDs, and has been for a couple of years. Talk to us a little bit about Intuit's sponsorship of this WiDs movement. >> Sure, well, Tech Women at Intuit has been important part of our culture. It was founded sometime a couple of years back from our previous CTO Taylor Stansbury. He was the founder and sponsor for it, and it has been getting the continuous support and sponsorship from our current CTO, Marianna Tessel. We highly believe that diversity in inclusion, and diversity in talks, and diversity in employees, is an important aspect for our company because that kind of helps us to deliver awesome product experiences and seamless experiences to our customers. This is our second year at WiDs, and we are proud to be part of this event today. >> It's growing tremendously, you know I mentioned it as a movement, and in three and a half years, this is the fourth annual, as I mentioned, and Margot Gerritsen, one of the co founders, chatted with me a couple hours ago and said they're expecting 20,000 people to be engaging today alone. The live stream at the event here at Stanford, but also the impact that they're making. There's a 150 plus regional events going on around this event in 50 plus countries. >> So it's the... You and I were chatting before we went live that you feel this, this palpable energy when you walk in. Tell me a little bit about your role at Intuit, and how you're able to really kind of grow your career in this organization that really seems to support diversity. >> Sure, I head the Technical Program Management for Intuit Data Science Organization, so it's all about data, data science, AI Machine Learning. We apply and imbed AI Machine Learning across all of our product suites. And also try to apply AI Machine Learning in different other aspects as well. Some of the focus areas where we applying AI Machine Learning is making our products smart, security risk and fraud space, where we are all several steps ahead of the fraudsters. Also, in customer success space, and also within the organization, the products and services our work employees use to make their experiences amazing. I have been with Intuit for almost three years now, and it has been an amazing journey. Intuit is such a... It embraces diversity, and it's because of its diverse, durable, innovative culture, I think Intuit has been in Silicone Valley as a strong force for over 35 years. >> So when we think about Data Science, often we think about the technical skills that a data scientist would need to have, right? It's the computational mathematics and engineering, being able to analyze data, but there's this whole other side that seems to be, based on some of the conversations that we've had, as important but maybe lagging behind, and that is skills on being a team player, being collaborative, communication skills, empathy skills. Tell me about, from your perspective, how do you use those skills in your daily job, and how does Intuit maybe foster some of those communication negotiation skills as equal importance as the actual data itself? >> It's very important for us, as we hire our top talent in our organization to empower and grow that top talent as well. We do that by providing them opportunities to learn from different sessions we host around executive presence, negotiation skills, public speaking skills. In addition to advancing them in their technological space. As you rightly said, it's very important for us to operate in a team setting. You know, a data scientist has to interact with a product manager, and a data engineer, a business person, a legal person, because there is questions about security and privacy. So there are so much interactions happening across functional space, it is very important for us to be a team player, and having the ability to have those conversations in the right way. So, Intuit invests heavily, not just in the technology space to advance women, but also in all the other ancillary spaces, which are equally important to be successful as you advance in your career. >> So, as our viewers understand Intuit, I'm a user of it as well for my business, who understand it to a degree. What do you think would surprise our viewers about how Intuit is applying Data Science? >> So, it's important to know that we operate with a customer's mindset. Everything we do starts with our customers, and it's very important for us to build a culture which reflects the values, and the talent, and the skills of our customers. And that is why I said it's very important for us to have diversity in our teams. Our most opportunistic areas for investment in the AI machine learning is the smart products space where we are heavily investing to make our products intelligent, customize it according to the needs of our customers, and giving them great insights for our customers to save them money, make them do less work, and build more confidence in our product suites. >> Confidence, that word kind of reminds me of another word that we hear used a lot around data, and I'm making it very general, but it's trust. That's something that is critical for any business to establish with the customer, but if we look at how much data we're all generating just as people, and how every company has a trail of us with what we eat, what we buy, what we watch, what we download. Where does trust come into play, if you're really designing these things for the customer in mind, how are you delivering on that promise of trust? >> It's very rightly said, just to add to that sentiment, it has been shared in some articles that we have accumulated so much data in the last two years which is more than what we have accumulated in the last five thousand years of humanity. It is really important to have trust with your customers because we are using their data for their own benefits. Intuit operates with the principle and the mindset that this our customer's data, and we are their stewards. We make sure that we are one of the best stewards for their data, and that's what we reflect in our products, how we serve them, build intelligent products for them, and that's how we start to gain trust from our customers. >> And I imagine being quite transparent in the process. >> That's true, yes. >> So in terms of your career, I was doing some research on you, and I know that you love to give back to the community by being a champion for women in technology, encouraging young girls in STEM towards building that community. Tell me a little bit about your career as we are here at WiDS at Stanford there's a lot of involvement in the student community. Tell me a little about your background and what some of your favorite things are about giving back to the next generation. >> Sure, I actually, when I graduated from engineering, I was one of the four women students out of the, maybe, a class of around 50 students. So I think it struck me right there that there is a disparity in the industry, in the education system, and then in the industry. I felt the same thing in my different companies where I worked, and that always led me to a point that I actually, rather than just being observing this from afar, why can't I be the one who moved the needle on this? That led me to a point where I started collaborating within the companies, started forming teams, and started working with the teams who were already there to move the needle in technical women's space. I think, if I reflect back in my journey, a couple of things that stand out for me is passion for what you do, and I am really passionate about what my goal is and I try to line up my work according to that and that's why this women in tech, something which is close to my heart and I'm passionate about, always comes forward whenever I do something. The second important aspect is, I've always thrown myself into situations which I've never done before. For example we were offline talking about hackathon, which is DevelopHer. I had never done any hackathons before because I was so passionate about doing it, I just threw myself in and I ran that hackathon. And then the third thing is being persistent about what you do. I mean, you can't just do one thing and then drop it and then come back after a few weeks and then do it again. You have to have that consistency of doing it, only then do you start moving the needle. I think when I reflect and look back, these three things stand out for me and that has applied in my own personal career, as well as everything I do in my life. >> How do you give, and the last question, it seems like you sort of have that natural passion, I love this, this is what I want to do, you were persistent with it, how do you advise younger girls who might not have that natural passion to really develop that within themselves? >> I think experiment and explore. When you try to do different things, only then you find out where your passion lies. Just don't be scared of throwing yourself into a situation which you have never dealt before. Always try to find new things and throw yourself in an uncomfortable situation, and try to get out of it. It helps you become super bold, and gives you confidence, and that's the way to find what you're naturally passionate about. >> I like that, I like to say get comfortably uncomfortable. Last question in the last few seconds, I just want you to have the opportunity to tell our viewers where they can go to learn more about Intuit and their Data Science jobs. >> Yes, you can always go to intuit.com, and intuitcareers.com, and learn about the great opportunities we have for Intuit and Data Science. >> Excellent, well Kavita, it's been a pleasure to have you on The Cube this afternoon. Thank you for stopping by, and also for sharing what Intuit is doing to support WiDS. >> Thank you, it was my pleasure, thank you so much. >> We want to thank you for watching The Cube, I'm Lisa Martin live from the WiDS fourth annual WiDS global conference at Stanford. Stick around, I'll be right back with our next guest.

(bright music) >> Hello everyone, welcome to a special Cube Conversation here, in the Palo Alto studios, for theCUBE, I'm John Furrier, the founder of SiliconeANGLE Media and theCUBE, and cohost of theCUBE. My next guest is Adrian Scott, who is the CEO of Soma Capital and Head of Technology of decent.bet. You can get the idea of that going to be all about, but, industry legend-- >> Yeah. >> Star of the big screen, good to see you, thanks for comin' in. >> Thank you John, it's great to see you. >> I'm glad I wanted to talk to you, because I know you've been doing a lot of traveling, you've been living in Panama, and overseas, outside the US, mainly around the work you've been doing on the crypto side, obviously Blockchain and with the start of decent.bet, lot of great stuff, but congratulations on a successful initial coin offering! >> Thank you. >> Great stuff, but you're also notable in the industry, initial investor in Napster, our generation, first P2P, the first renegade, you know, break down the movie business, but the beginning of what we're now seeing as that decentralized revolution. But you've seen many waves of innovation. You've seen 'em come and go. But this one in particular, Blockchain, decentralized internet, decentralized applications, crypto. Pretty awesome, and lot of young guns are coming in, a lot of older, experienced, alpha entrepreneurs are coming in like yourself, and, we're lookin' at it too. What's your take on it? I mean, how do you talk people that are like, "Well, hey, this is just a scam on the ICS site, "is this real, is it a bubble?" Share your vision on what this is all about, this whole mega-trend, crypto, decentralized. >> And I'll also add, in addition to what you mentioned, the other neat thing here is just the global nature of it. Because we're so used to being Silicon Valley-centric, and having to dig around for funding here, and also, looking only at talent that would move here, whereas with this whole new industry, it's very global, there's global teams, international teams, and, some of the Silicon Valley folks are just struggling to stay relevant, and stay in the game, so that's a fascinating aspect to this new revolution as well. >> And also, the thing I love about this market, it's very efficient, it takes away inefficiencies, in venture capital right now, and private equity being disrupted, that's where the arbitrage is, hence the ICO bubble, but, there is real, legit opportunities, you have Soma Capital, you're an investment fund, that you're doing token investments on. The global nature is interesting, I want to just ask here about this, because, my view is, it changes valuation, it changes valuation mechanisms, it changes the makeup of the venture architecture, it makes up on how people recruit teams, the technology used, and with open source, I mean, this is a first-time view at a new landscape. You can't take a pattern match, model, to this, your thoughts. >> Agree completely, and the efficiency you mentioned, applied to teams, and surfacing engineering talent, and the mathematical minds that can handle crypto internationally, the formation of teams internationally online is actually something special as well, so, with Decent Bet, our team, our founding team includes folks from the US, Panama, Australia, as well, who met up, in a Facebook chat group! And that's how they initially connected, and they didn't know each other physically, before this connection online, and that led to this project, Decent Bet, and ICO, and so on. So it's-- >> You created value from essentially a digital workforce, but, I mean, it reminds me of, like in the old days, you'd chat, and it wasn't a lot of face-to-face, but then now there's video gaming culture, you know, you come in, "Hey, you want to play a game," people don't even know each other, and get a visual, and also an immersive experience with each other. This is now the application for entrepreneurial equations, so this kind of gaming, the game is startups! So how are you looking at this, and how are you investing in it, what are some of the things, and what can people learn from what we're seeing in this new game-ified, if you will, you know, world of starting companies? >> I think one of the things you alluded to there has really become visible, which is the importance of video, as a medium, and I'm still, absorbing and adjusting to that myself. For example, we do video communications, we do conversations at Decent Bet, of the founding team, and, it really connects to the community, and it's so important, and I'm still absorbing it, like I mentioned, 'cause I'm just so used to publishing articles that are very clearly written, and detailed, and so on. We just did an AMA video, an Ask Me Anything video, in Las Vegas, with the executive team, and it went for 80 minutes, answering the questions, that the community had all submitted! And I just try and imagine that five years ago, it's new way of relating-- >> 'Cause there was no blogging, link back, the only thing you could do in blogging. >> Yeah. >> And then write a perfect blog post, or white paper. >> Exactly. >> And that was who you were. >> Yeah. >> Not anymore, it's more community driven. >> Exactly, and that video as a piece of it, has become so, so important, as a way of communicating the character of the team, and-- >> Before we get into decent.bet, I want to drill those, I think it's a great use case, and again, congratulations on great work there. I want to ask you about something that I've been fascinated with, because I obviously, our generation, we grew up on open source when it was second-class citizen, now it runs the whole world, as first-tier, first-class citizen in software world. The role of the community was really important in software development, 'cause that kept a, it kept a balance, there was governance, was consensus, these are words that you hear in the crypto world. And now, whether it's content and or ICO, the role of the community, and certainly, areas that's out of control in the ICO site, people are cracking down on certainly, like you see Facebook and Twitter trying to do something, but you can't stop the wisdom of the crowd. The role of the community in this crypto, decentralized market, ICOs and whatnot, is super important. Can you share your thoughts, and color commentary on why the community's so important, how do you deal with it (laughs), any best practices, either through scar tissue, or successes, share your thoughts on this. >> Oh yeah, it's totally become a factor, and it's 24/7, right? So, when you are running a crypto project, you need your community management team to be there, in the community channels, 24/7, you need to have somebody there, and they need to be at a certain level that they can handle the challenging questions! And we've definitely had moments where, we have people who try to create FUD, potentially, you know, and bring up stuff, and bring it up again later and whatnot, and we need to be proactive, so when questions come up, we were there to be able to explain, "Okay, here's where you can see this on the Blockchain. "You can verify it yourself." And sometimes, it happens when the team is just about to get on a plane (laughs), and be out of internet communication for a while, so, it's a real challenge, and there's been the voice of experience, on that. >> So talk about how you guys connect, because obviously, being connected is important with community access, but also, with connection, increases the service area for hacks, are you guys carrying five burner phones each, how do you handle email, how have you guys dealt with the whole, you know, there is a lot of online activity, certainly, people trying to do some spear phishing, or whatever tactics there are. Telegram has been littered with a lot of spoofing, and what not, so, all this is going on, that you got to have access communication. But there's a safety component that could have really big impacts to these businesses, that aren't tokeners, because, hacking can be easy if you don't protect yourself. >> We really like Signal app, as a communications medium, there's a new one, starting to grow now, called Threema, which is pretty interesting. Telegram, is just a real challenge, and it's unfortunate, because it's now become this metric. >> How many people are active on your channels-- >> That investors like to look at the size of the Telegram group, but we don't actually have a Telegram group for Decent Bet. And we've used Slack, we are going to be rolling out a internally hosted Slack replacement soon based on Rocket.Chat, we really like Rocket.Chat. As you mentioned, there are spear phishing, we do see that, and, one of the nice things is, a few years ago, you had trouble convincing a team to take security seriously! But you know, when you have team members who may have lost $10,000 in a hack-- >> Or more! >> Or more, you know, there's no question that this needs to be a priority, and everybody buys in on it. So that is one net positive out of this. >> Well let's talk about Decent Bet, fascinating use case, it's in the gaming area, gaming as in like betting, my friend Paul Martino invested I think in DraftKings, one of those other companies, I forget which one it was. In the US, there was regulatory issues, but, you know, outside the US where I think you guys are, there's not as much issue. Perfect use case for tokens, in my opinion. So, take a minute to explain Decent Bet, what you guys are all about, and talk about the journey of conception, when you guys conceived it, to ICO. >> Yeah. Decent Bet was founded about a year ago, by the CEO Jedidiah Taylor, who developed an interesting idea, and plan, so, the neat thing about Decent Bet is, first of all, you have all the benefits of the Ethereum Blockchain, in terms of verifying, transactions, and verifying the house's take. Additionally, what Decent Bet does is distributes all the profits of the casino back to the token-holders. 95% goes as proportionally, and then 5% is awarded in a lottery, so there's no profit for any Decent Bet entity, it all goes back to the tokenholders. So you use the token to play, by gambling, but you can also use your token to convert into house shares, for a quarter, and participate in-- >> So the house always wins, that a good model, right? >> Yes. >> You could become the house, through the tokens. >> Exactly, so, the motto we use is our house is your house (laughs). >> Don't bet against the house. >> Yeah. >> Alright so, I love the gambling aspect of it, I think that's going to be a winner. Tech-involved, ICO process bumps, learnings, things you could share with folks? >> Yeah, so, on the technology, one of the neat things we are doing is, we do offer a slots game, which is a primary component of online gambling, and casinos, a pretty dominant piece of the action. But, if you are going to do a simple slots game on the Blockchain, and wait around for blocks to be mined, you're not going to have a great experience. 'Cause you're going to be waiting around, more than you're going to be clicking that button. So, what we use is a technology called state channels, which allows us to do a session, kind of on a side channel, so to speak, and through this state channel, at the end of the session, you post back the results. So you get the verifiability of the Blockchain, but without the delay. So that's a major difference. >> That's off chain, right? >> Yeah. >> Or the on chain is off chain. >> It's kind of-- >> So you're managing the league, to see the chain, so you still experience, and then get to preserve it on the chain. >> Exactly-- >> Okay. >> In terms of the ICO experience, we initiated the ICO end of September, ran for a month, raised more than 52,000 Ether, so very productive ICO process, but with actually some interesting details, so, the ICO structure limited the amount that a particular address could purchase, in the first phases, to 10,000 worth, and then 20,000 dollars worth, with the idea of getting the tokens into the hand of, of people who are going to potentially use them for betting, not just-- >> The more the merrier for you, not, no one taking down allocations, big players. >> Exactly. >> Or whales. >> Not just for the whales, take all, kind of thing. So, that was a interesting structure, and-- >> And that worked well? >> Yeah! >> Alright, talk about the dynamic of post-ICO, because now you guys are building, can you give an update on the state of where you guys are at with the product, availability, how that's going, 'cause obviously you raised the capital through the ICO, democratize it if you will through clever mechanism, which is cool, thanks for sharing that, now what happens? Now, what's going on? >> Yeah, I mean, I think we're doing pretty well in terms of hitting milestones, and showing progress compared to a lot of projects, we released our test net, with slots, and then sportsbook, at the beginning of January, and mid-January, for sportsbook. And, we also did some upgrades with our wallet, we released that, for some enhanced usability, and handling during high peaks on the Ether network, Ethereum network. And then, also, our moving to main net. So we did some newer versions of the test net-- >> When did the main net come in? >> Main net is coming out end of April, and we're on track with that. >> Great, awesome. Congratulations, congratulations on a great job, 52,000 Ether, great raise there, and awesome opportunity. Soma Capital. >> Mm-hmm. >> You're investing now, what do you look for for deals, there's more money chasing good deals now, as we can see, has been a flight to quality obviously. Great global landscape still, what are you looking for? And advice to folks who are looking to do a token, sale, what's your-- >> Big thing we look for are real projects, so (laughs), and they're not that many out there, so we do look for a real use case that makes sense, because, there's a lot of folks out there just sticking Blockchain tag onto anything. And it's not just-- >> Like Kodak for instance. >> Yeah. >> Kodak's the prime example. >> Yes. There are projects out there doing interesting things, Guardium is doing some neat things in terms of 911 response, and opening that up, and creating an alternative to government services. There's WorkCoin, which is-- >> Do you invest in Guardium? >> Yeah, in Guardium, yeah. >> I interviewed them in Puerto Rico. >> Okay, great. >> Great project. >> So very interesting, I was recently giving a talk at a university in Guatemala, and, the students there at business school, it really resonated, the message there, to them, about okay, government 911 is maybe not the ultimate solution for getting help when you need it. >> Well I think, there's a lot of this AI for a good concept, going to Blockchain for good, because, you're seeing a lot of these easy, low-hanging fruit applications around these old structural intuitions. And that's where the action is, right, I mean, do you agree? >> Yeah, yes. And the other thing we're looking at is not just Blockchain. So I really like talking about the field more as crypto, and, I have a little video I did on calling it kind of decentralized, crypto-enabled applications, or platforms. So, beyond Blockchain, we have DAGs, Directed Acyclic Graphs, one interesting-- >> Like Hashgraph. >> Yeah, Ha-- >> Hashgraph's a DAG, isn't it? It's kind of a DAG, Hashgraph? >> Yeah, so, I'm not a huge fan of Hashgraph, one that I do like is called Guld, G-U-L-D, which is, again, thinking beyond the Blockchain. 'Cause we get so tied into Blockchain, Blockchain, Blockchain-- >> What does beyond the Blockchain mean to you? Thinking beyond the Blockchain, what does that mean to you? >> So, the proof of work process, the mining process, the creating new blocks process, is one way of doing things. But we have all these other things going on in crypto, like the signing process, and so on, and so, you can use those in a DAG, a different architecture than just this mining new blocks, you know, mental model. And so, that can be used for different use cases, for publishing, for group consensus, and so on. And so, Guld is an example of a project where it looks like there is something real there, and that's a very interesting product. >> Advice for folks that are looking at tokeneries, because, again, we've said this on theCUBE many times, people know, I'm beating this drum, you got the startups, that see an opportunity, which is fantastic, and then on the end of the spectrum, you got the, "Oh, shit, we're out of business, "let's pivot, throw the Hail Mary, put Blockchain on it, "crypto, and get an ICO, and get some going." And then you've got these growth companies that are, either self funded and or growing, that have decentralized kind of feel to it, it has an architecture that's compatible with tokenization. >> Yeah. >> So we see those three categories. Do you agree, am I missing anything? In terms of the profile? And which ones do you like? >> Well, I think one thing that we need to look at, in each of those cases, is decentralization actually happening, in the project? And are people actually thinking about decentralization. Because, it can be scary for a traditional company! Because, if it truly becomes decentralized, you're not controlling it anymore. And so, that is-- >> If you're based on control, then it's incompatible. >> And that's the real Hail Mary, right? (laughs) When you give up that control, if you give it up, so, we have examples coming out, where, you know, Ripple is running just a few nodes, Neo's running a few more, and you know, things that are not really decentralized, and they're saying, "Well, we're going to be," (laughs) you know? >> Will they ever? >> Is it going to be in the future-- >> Yeah, that's always the question, will they ever be? They've already made their money, well certainly Ripple's done well, but, I mean, what's the incentive to go-- >> Yeah. >> Decentralized. >> Yeah, so if, if you are creating a new project, the benefit from this architecture, beyond the money, is to think about it in that decentralized way, and figure out token economics that work, in that context, in that paradigm! And that's really where the challenge is, but also really where some of the benefits can rise, because, that is what enables truly new ways of doing things. >> Talk about the dynamic, because I actually, I live in Silicon Valley, I've been here 19 years, going on 20, you know, I moved from the east coast, and basically, if you weren't here, this is where the action is. If you're in the sports of tech, this is where all the athletes are. That's now changed, as you mentioned earlier, when we started, it's everywhere. Now, also there's jurisdictional issues, I mean the US, one guy's told me, the US is turning into Europe, all these regulations, it's not as much free capital as you think, and then, we certainly know that. With FCC, and others are putting the clamp down. But, structuring the token, is a concern, right? Or consideration. >> Yes. >> And a concern, so, you know, US entrepreneur, what should they do in your opinion, and if someone's outside the US, what do they do? What's the play book, or, not play book, what's the best path right now? >> Leave the US (laughs). Move out of the US. >> Tell that, wife and four kids. See you later. Yeah, but that's real legit, that's-- >> Come and check out Panama, one of my friends is building a Blockchain incubator, crypto-incubator, I mean I think if you're-- >> What's it like to move out of the United States, I know you just recently went to Panama for this, but, what's it like? Is it scary down there, I mean, is it entrepreneurially friendly? What's the vibe, what's the scene like, take a minute to explain that. >> So I've actually been out there 12 years now, in Panama. One of the neat things, you want a place that has an international outlook, international perspectives, so, you want to think in terms of a Dubai, a Singapore, a Hong Kong. And so, Panama has some aspects of that, it's not perfect, but it does have that international perspective thanks to the Canal! So it has, you know, a hundred years! (laughs) >> It also has the Panama papers, which is a negative blowback for those guys, so it's a safe place to do commerce, in your opinion? >> Um, it is a nice geographic base to do international commerce. >> Got it. >> So, you don't necessarily want to rely on the local jurisdiction, but, in terms of a geographic base, that is US time zone, US dollar, no hurricanes, it's a very interesting place. >> Puerto Rico's got the hurricanes, we know that. >> Yeah. >> Final thoughts, just overall perspective, you've been around the block, we've been around the block, both of us have, I mean, I kind of have these pinch me almost like, "Damn, this is great time, "I wish I was 22," I mean, do you have those? What's it like, how you explain this environment? If people ask you, "Hey, what was it like in the old days?" You know, when you have to provision all your own stack, and do all the stuff, it's pretty interesting right now. What's your thoughts? >> Yeah, I mean, I think we're going through an interesting moment right now, where, we are getting to a point where the forces of centralization are coming against the forces of decentralization, and that includes from the regulatory, as well as the business side, and so, I think it is important, as we look where to dedicate our efforts to, to really find ways to increase the decentralization as a factor that encourages creativity, and entrepreneurship. >> Yeah, it really is a personal, I think it's a great environment. Decent.bet, bet, make your bets, any updates on how to get tokens, what people can expect, a quick plug-in for Decent. >> Yeah, check out our website, we've got links to exchanges, the token is currently listed on Cryptotopia, HitBTC, and a couple other exchanges, and, yeah! Please check out the test net, please check out the white paper, and just learn about how this protocol works, this platform works. I think it is very inspiring, as a structure. >> Adrian Scott here, inside theCUBE, Soma Capital, also experienced entrepreneur himself, technologist, and has been through the ICO process, head of technology at decent.net, we'll be checkin' it out, it's theCUBE Conversation, I'm John Furrier, here in Palo Alto, California. Thanks for watching. (bright music)

>> Announcer: Live from Nassau in the Bahamas it's The Cube covering Polycon 18 brought to you Polymath. >> Hello, welcome to The Cube for a special Cube event, our first kick off for our cryptocurrency, Blockchain, decentralized computing world that we know as Bitcoin, Ethereum, Blockchain and all the rest. I'm John Furrier, Dave Vellante. We're here previewing the conference/\. We'll be live tomorrow and Friday but were here down getting ready for the big festivities which is tonight's opening keynotes. We had the co-founder of Ethereum, Anthony Diiorio, and then Brock Pierce coming on. He also is a chairman of the Bitcoin Foundation. Luminaries as well as a bunch of other great guests, Bill Tai from California, a friend of The Cube's. This is a game changing event, Dave. You and I have talked about this on The Cube many times. The waves of innovation come, you know, this big once in a generation, maybe centuries. We're seeing one that I think is not as even big as the other ones, bigger. You combine the PC Revolution. I was just texting Michael Dell earlier today and said, "This feels like the PC Revolution." A bunch of pioneers coming together but it's got a different vibe. It's bigger. It's like the combination of the internet and PC Revolution all rolled into one with a community vibe on it. So, and we're going to have tons of coverage on this. What I want to ask you, Dave, directly is you've seen many waves and we work with and we cover some of the old guard, older companies like Dell EMC, HPE, Oracle, IBM, Microsoft and they're doing really good work pivoting and trying to be ready for this new wave. It's just on Blockchain, it's just how the world works, Cloud, you know, IoT but decentralized cannot be ignored. So, some think this is a blind spot to these legacy and emerging vendors changing vendors like Oracle and IBM and HPE and Dell Technologies. Are they ready? Do you think they're ready? Do you think they even understand what's coming? And people squabble over Cloud market share and it's just funny, right? It's like there's a bigger thing coming over the top. >> Well, first thing I got to say is I got to give you props as my partner because you've been covering, you know, Blockchain, Bitcoin on SiliconANGLE since I don't know -- >> John: 2010. >> 2010, when I first met you, right. And so once again you are sort of ahead of the curve. I feel like we're at our first Hadoop World, you know, back in 2010. And so, props to you and the SiliconeANGLE team. To answer your question, no. No, they're not ready and to me it's not even about just Blockchain. I mean, Blockchain technology they can adopt. The bigger issue is digital disruption. And digital disruption is all about the data at the core of the organization and business models that are built around data. And if you think about the history of companies, it's human expertise and data's bolted on. We've seen this time and time again but if you look at the top five market cap companies, Facebook, Amazon, Google, et cetera, they're data companies. Data is at the center and they take human expertise and wrap it around there. So, the future is going to be about innovation with data, with artificial intelligence and Cloud economics and the old guard doesn't have those things. Blockchain fits in there. To me Blockchain is about building out a new distributed web and on top of the old web and rewarding those who were building it. So, it's a new form open-source where the builders get paid. >> But it's also decentralized and you have a value store, value creation capture model that has all the wrappings of what we traditionally see in a centralized database or even Cloud. You need networks, you need storage, you need databases, you need tokens, which is a form of data. So token economics, I mean, it's a new value economy, Dave. I mean, I just don't, I feel like the, I just, from my perspective, I just don't think those guys are seeing it. >> No and so it's not only those guys. It's the most of the world. I mean, you turn on CNBC and Buffet's on there saying this is going to end badly and there's negative, you know, trade press about, you know, Bitcoin and Silk Road and all that stuff. What most of the world is missing, and that makes people run away, but this is happening, it's real. It's going be the foundation for a next generation internet. It's happening, you see it all the time. Developers built the internet. Developers are going to rebuild the internet on top of this. So, I would suggest that people just try to squint through or squint passed the negative press and try to really understand what this trend is all about and how it's going to fundamentally change the internet and change the world. >> Well, there's negative press that's worthy. There's a lot of scams out there. There's security issues >> Sure >> but these are evolutionary problem spaces that can be solved. One, the scammers are going to be vetted out, the bubble bursting but the real value, creation is going to come from developers and that, to me, is what I hear you saying as your main point. >> No question about it. And I think that that, you know, there's lots of challenges. This stuff is not easy. First of all, who would've ever thought that something like Ethereum could even have been built, this kind of distributed infrastructure? I mean, it's very, very challenging. Of course we know about the scaling problems, the latency issues, all that stuff but these are problems that smart people are going to go attack and solve. And again I emphasize, it's the new form of, remember the old open systems, right? Unix and open systems. Well fast forward passed open-source, which the internet was built on open-source. Think about Linnux, everything's built on Linnux. But today developers who are building these new protocols are actually going to get paid to that. Guys like Anthony, you know, who made hundreds of millions -- >> Anthony Diiorio, co-founder of Ethereum, doing Jaxx wallet as part of Decentral. Great use case. He's paying it forward and I think the community here is a real dynamic and I think what we learned at The Cube, Dave, is the communities matter and now, more than ever they're actually having an input. Look what open-source has done to the software business over the past three decades, okay? Completely revolutionized the world we live in. So if you take the open-source apply those principals to, whether it's content media or decentralized infrastructure and applications, it's going to be a haven of innovation. >> Well and if you think about this, too, folks. Is that, you know, the centralized model has essentially co-opted all this innovation in the last 15 years, right? They've won. Closed won, Facebook won, they killed RSS. >> Well, Facebook's not winning now. They're under a lot of pressure because they screwed the election over and the data that they're using, some will argue, that, when I use Facebook, okay? Facebook's great, I get a free app, I let them have my data 'cause I want to connect with my friends but they're throwing elections off. I didn't bargain for that. The context has changed. So, to me, the shift of user data is going to move into the hands of the users. Do you agree with that statement? >> Yes, no question. And the other thing, just to finish my thought -- >> That's not good for Facebook. >> And we've talked about this, John. Protocol and development has stagnated, you know? Gmail is built on SMTP, you know, HTTP, DNS, these are all protocols that were developed by governments, and academia and the big guys just co-opted them and so, protocol development stagnated. What you need to understand about Blockchain is it bring back innovation -- >> Well, Anthony Diiorio said on my interview with him, one-on-one, that protocol developers are the most in demand role because those big guys take in co-oping those protocols, Dave, as you pointed out, is causing a revolution. It's almost like the 60s for tech. It's like there is a ground swell. I see it, I feel it. Not just a wave of innovation but the actors and the people involved look at this as a liberating opportunity to free the centralized forces that are quite frankly holding the world back. >> And I want to, this is very important and it was really epiphany when it hit me, is if you wanted to invest in TCP/IP, back in the day, how would you do that? You couldn't invest in TCP/IP. You could maybe invest in companies -- >> John: Cisco. (laughs) >> Yeah, can invest in companies. Okay, but you and I couldn't have gotten in early on Cisco, right? It was all the insiders. Today, developers who are building out these protocols, they can own the protocol. That's a form of investment and they got, essentially, equity in that token. >> Dave, we're going to be doing a lot of crypto shows and Blockchain shows because we're talking about the decentralization of the world. This is the future of our globe and work and play. What are you looking for, as we go down and knock down these shows, as The Cube goes out on this new mission? >> Well, I think Anthony kind of hinted at this. Is he's looking at infrastructure. It's like the early days of the internet with, you know, the pickaxe guys, you know, made all the money. It's the infrastructure that's getting built out. So, I want to see how that develops and how that sets the foundation, the platform for distributed applications, number one. Number two is I want to understand some of these challenges and how they're going to be addressed. The scaling issues, the latency problems, some of the, you know, nitty gritty technical challenges, who's working on those? And the third is, what's the right investment profile? How are the investors at this conference and other conferences going about deciding what to invest in? Right? How do they squint through quality and garbage? >> Well, I'm going to be heading to a special investor event. Dave, I'm going to put my ear to the ground and of course The Cube will go wherever it takes to get the story, whether it's the Bahamas. Not a bad gig here but important. We're going to get the most important stories and share that with you. And continue our mission of getting this content out in the open, shining the light on relevance and the right reputable people. Dave, always great. >> Thanks, John. >> And looking forward to a great week. (techno music)

>> Announcer: From Gillette Stadium in Foxborough, Massachusetts, it's theCube! Covering VTUG Winter Warmer 2018. Presented by SiliconeANGLE. (energetic music) >> Hi, I'm Stu Miniman and this is theCube's coverage of the VTUG Winter Warmer 2018, the 12th year of this user group, fifth year we've had theCube here. I happen to have on the program a first-time guest, Kyle Ruddy, who's a Senior Technical Marketing Engineer with VMware, knows a thing or two about virtualization. >> Maybe a couple of things. >> Stu: Thanks for joining us, Kyle. >> Oh, thank you for having me. I'm happy to be here. >> All right, so Kyle, I know you were sitting at home in Florida and saying, "What I'd like to do is come up in the 20s. "It kind of feels like single digits." Why did you leave the warmth of the south to come up here to the frigid New England? >> (chuckles) Yeah, well, it was a great opportunity. I've never been to one of the VTUGs before, so they gave me a chance to talk about something that I'm extremely passionate about which is API usage. Once I got the invite, no-brainer, made the trip. >> Awesome! So definitely, Jonathan Frappier who we asked to be on the program but he said Kyle's going to be way better. (Kyle chuckles) Speak better, you got the better beard. (Kyle laughs) I think we're just going to give Frappier a bunch of grief since he didn't agree to come on. Give us first a little bit about your background, how long you been VMware, what kind of roles have you had there? >> Yeah, absolutely! So I've probably been in IT for over 15 years, a long-time customer. I did that for about 10 to 12 years of the IT span doing everything from help desk working my way up to being on the engineer side. I really fell in love with automation during that time period and then made the jump to the vendor side. I've been at VMware for about two years now where I focus on creating content and being at events like these to talk about our automation strategy for vSphere. >> Before you joined VMware, were you a vExpert? Have you presented at VMUGs? >> Yes, yes, so I've been a vExpert. I think I'm going on seven years now. I've helped run the Indianapolis VMUG for five to six years. I've presented VMUGs all over the country. >> Yeah, one of the things we always emphasize, especially at groups like this, is get involved, participate, it can do great things for your career. >> Yes, absolutely! I certainly wouldn't be here without that kind of input and guidance. >> Indy VMUG's a great one, a real large one here, even though I hear this one here has tended to be a little bit bigger, but a good rivalry going on there. I want to talk about the keynote you talked about, automation and APIs. It's not kind of the virtualization 101, so what excites you so much about it? And let's get in a little bit, talk about what you discussed there. >> Yeah, absolutely! We were talking about using Ansible with the vSphere 6.5 RESTful APIs. That's something that's new, brand new, to vSphere 6.5, and really just being able to, when those were released, allow our users and our customers to make use of those APIs in however way that they wanted to. If you look back at some of our prior APIs and our SDKs, you were a little more constrained. They were SOAP-based so there was a lot of overhead that came with those. There was a large learning curve that also came along with those. So by switching to REST, it's a whole lot more user friendly. You can use it with tools like Ansible which that was just something that Jon knew quite well. I thought that was a perfect opportunity for me to finally do a presentation with Jon. It went quite well. I think the audience learned quite a bit. We even kind of relayed to the audience that this isn't something that's just for vSphere. Ansible is something you can use with anything. >> For somebody out there watching this, how do they get started? What's kind of some of the learning curve that they need to do? What skillsets are they going to build on versus what they need to learn for new? >> Sure. A lot of the ways to really get started with these things, I've created a ton of blog posts that are out there on the VMware {code} blog. The first one is just getting started with the RESTful APIs that we've provided. There's a program that's called Postman, we give a couple of collections that you can automatically import and start using that. Ansible has some really good documentation on getting started with Ansible and whichever environment you're choosing to work or use it with. So they've got a Getting Started with vSphere, they've got a Getting Started with different operating systems as well. Those are really good tools to get started and get that integrated into your normal working environment. Obviously, we're building on automation here. We're building on... At least when I was in admin, I got involved in automation because there was a way for me to automate and get rid of those tasks, those menial tasks that I didn't really enjoy doing. So I could automate that, push that off, and get back to something that I cared about that I enjoyed. >> Yeah, great point there 'cause, yeah, some people, they're a little bit nervous, "Oh, wait, are these tools going to take away my job?" And to repeat what you were just saying, "No, no." There's the stuff that you don't really love doing and that you probably have to do a bunch. Those are the things that are probably, maybe the easiest to be able to move to the automation. How much do people look at this and be like, "Wait, no, once I start automating it, "then I kind of need to care, and feed, and maintain that, "versus just buying something off the shelf "or using some service that I can do." Any feedback on that? >> Well, it's more of a... It's a passion thing. If it's something that you're really get ingrained in, you really enjoy, then you're going to want to care and feed that because it's going to grow. It's going to expand into other areas of your environment. It's going to expand into other technologies that are within your environment. So of course, you can buy something. You could get somebody from... There are professional services organizations involved, so you don't have to do the menial tasks of updating that. Say if you go from one version to a next version, you don't have to deal with that. But if you're passionate about it, you enjoy doing that, and that's where I was. >> The other thing I picked up on is you said some of these things are new only in 6.5. One of the challenges we've always had out there is, "Oh, wait, I need to upgrade. "When can I do it? "What challenges I'm going to have?" What's the upgrade experience like now and anything else that you'd want to point out that said, "Hey, it's time to plan for that upgrade "and here are some of the things that are going to help you"? >> We actually have an End of Availability and End of Support coming up for vSphere 5.5. That's going to be coming up in here later this year in September-October timeframe. So you're not going to be able to open up a support request for that. This is a perfect time to start planning that upgrade to get up to at least 6.0, if not 6.5. And the other thing to keep in mind is that we've announced deprecation for the Windows version of vSphere. Moving forward past our next numbered release, that's going to be all vCenter Server Appliance from that point forward. Now we also have a really great tool that's called the VCSA Migration tool that you can use to help you migrate from Windows to the Appliance. Super simple, very straightforward, gives you a migration assistant to even point out some of those places where you might miss if you did it on your own. So that's a really great tool and really helps to remove that pain out of that process. >> Yeah, it's good, you've got a mix of a little bit of the stick, you got to get off! (Kyle chuckles) I know a lot of people still running 5.5 out there as well as there's the carrot out there. All the good stuff that's going to get you going. All right, hey, Kyle, last thing I want to ask is 2018. Boy, there's a lot of change going on in the industry. One, how do you keep up with everything, and two, what's exciting you about what's happening in the industry right now? >> As far as what excites me right now, Python. That's been something that's been coming up a lot more with the folks that I'm talking to. Even today, just at lunch, I was talking to somebody and they were bringing up Python. I'm like, "Wow!" This is something that keeps coming up more and more often. I'm using a lot more of my time, even my personal time, to start looking at that. And so when you start hearing the passion of people who are using some of these new technologies, that's when I start getting interested because I'm like, "Hey, if you're that interested, "and you're that passionate about it, "I should be too." So that's kind of what drives me to keep learning and to keep up with all of the latest and greatest things that are out there. Plus when you have events like this, you can go talk to some of the sponsors. You can talk and see what they're doing, how to make use of their product, and some of their automation frameworks, and with what programming languages. That kind of comes back to Python on that one because a lot more companies are releasing their automation tools for use with Python. >> Yeah, and you answered the second part of my question probably without even thinking about it. The passion, the excitement, talking to your peers, coming to events like this. All right, Kyle Ruddy, really appreciate you joining us here. We'll be back with more coverage here from the VTUG Winter Warmer 2018. I'm Stu Miniman. You're watching theCube. (energetic music)

>> Narrator: Live from Nice, France, it's theCUBE, covering .NEXT Conference 2017 Europe, brought to you by Nutanix. Welcome back, I'm Stu Miniman, and you're watching theCUBE SiliconeANGLE Media's independent live broadcast of Nutanix .NEXT here in Nice, France. Happy to have join with me a first-time guest, John McAdam, who is the former CEO of F5 and an independent board member for a number of companies including F5, Tableau, and Nutanix. The show that we're at. So John, thanks so much for joining us. No, thank you, thanks for having me. All right, so let's start, just for people who aren't familiar, I said, you know, you were CEO of F5 for quite a few years, just give us a little bit about your background in business and what brings you here. I graduated from Glasgow University, you probably can tell from the accent, I'm Scottish. >> Stu: Yes. I moved over to the States when I joined a company called Sequent in 1994, and I became president of Sequent in 1995, and I've actually been in the States since then, up until I retired in April this year. So I spent 11 years at Sequent, president and chief operating officer, big server company is what we did at the time. Mainly selling Oracle type databases running on the servers. We were purchased, we were acquired by IBM in '99. I stayed with IBM for a year. I was running the AIX business globally for IBM, and then I was headhunted by F5 Networks, and I joined them in 2000, just as the .com bust was about to happen, and we'll talk about that later maybe. And I was the CEO at F5 for 17 years, and during the last few years I joined the board of Tableau, as you mentioned, and a company called Apptio as well based in Seattle, and of course Nutanix. Yeah, so a lot of our audience are everything from CIOs to people that someday might want to be a CIO, but very much kind of a blend of business and technology, can you tell people, some people are like, I don't understand how somebody becomes an independent board member. You're not the former CEO of that company or you're not one of the people... What does it mean to be an independent board member? You know, it's an interesting story because the independent board members at F5 actually kept encouraging me to join the board, and I kept saying, no I don't need to do that, I'm really busy, focused on the company. And also I've been a board member since 1995 as an executive, as a board member of Sequent and a board member of F5, so why would I want to join a board. And then eventually, I actually got approached, first of all by Tableau, the CEO of Tableau at the time, and seemed a very interesting conversation. So I decided to join the board. It was pre-IPO. And I thought I could add some value there, in terms of growing the company, etc. So I went along to the first board meeting and I went to the second, and I came back to the F5 board and I said, I apologize. I should have done this earlier. I didn't appreciate how much I would realize and learn being at the other side of the table as an independent board member. Because remember, you're turning up once every three months or two months. You don't know the day-to-day what's going on, but you have a very different perspective. And I wish I had done it earlier, but really it's all about trying to give consultancy, support, advice, obviously there's governance things you do as well. And I've really enjoyed being on the boards and especially Nutanix. Okay, your career, you know we've had, I think since about the time you joined F5, there was the .com crash, there was the downturn in '07/'08, so you've seen some boom times, you've seen some down times. What do you take away for those and how do you help advise the companies that you're working with? You're absolutely right. It's been an interesting experience. When I joined, as I mentioned earlier, it was a .com about to crash happening, and the big issue for F5 was it was actually 90% .com business, so the revenue collapsed completely, the stock price dropped, from today's price, from $21 to $1.50. We've run out of cash in certain areas. We ended up selling off 10% of the company to actually Nokia, they took ownership. So it was very much a survival phase. And in that phase you really have to, you need to make quick decisions. There's no time for the coaching that you would normally do. It's not as inspirational. But once you're out of it, once you get the P and L, you know, the profit and loss, and the balance sheet in good shape. Then we moved into, I would call, the stability phase, and the deal there was that we really were building a new architecture of product. We knew it was going to take a couple years. So that's all about making sure that you're in a good environment, you're going to deliver the goods from a market perspective, and we did that. I remember this well, in September 2004, we announced a new version, a new architecture, boom, we jumped into the growth (mumbles). Fifty percent growth, not quite as much as Nutanix today, but 50, 55, 40%. That's different, that's an inspirational world, you know, where you're really trying to inspire the company, it's all about hiring, and it's fun. How much do companies, when you advise them, worry about kind of what's happening to them versus what's happening locally and globally from an economics standpoint? I talked to Dheeraj many times kind of leading up to the IPO, and it was like, well, we have no control over kind of the global economical pieces, so we're building for the long term, and we will just eventually have to be like, okay, we'll go out in the public market. You know, you can't, just like buying and selling stocks, you can't necessarily time it. So, how does that impact, you know, kind of balance some of those things? I mean the best example is 2008, 2009, where we had the financial crisis, and, as I mentioned, we were very much in growth phase in 2004, '05, '06, '07. Interesting enough, as we were moving into 2008, the timing wasn't great because we were doing a product transition, and then along came the financial crisis, and it was pretty mind boggling, And the end of 2008, December 2008, customers stopped buying. And at first we thought oh my God, is this just us? And then of course, pretty soon moving into January 2009 you realize it's not you. So we didn't ignore it, to be honest, we didn't ignore it. But what we did do was we kept hiring. We cut back a little bit on the hiring, and in fact, I wish we hadn't have done that. I wish we would have completely ignored it, and of course this is me now looking back, so I can say that. The reason I'm saying I wish we had ignored it and kept growing was six months after, moving into the second half of 2009, not only did we see our business starting to grow again, but it accelerated because a demand had built up during that time. So bottom line is I don't think you can ignore global issues going on. You certainly can't ignore big global issues like 2008, but you still have to focus on what you know as your business, especially if you know you've got a good market, you know there's a demand, and just see yourself through it. Yeah, you mentioned one of the companies you joined was pre-IPO from an advisor standpoint. Have you been a Nutanix advisor just before the IPO (mumbles)? I have, I've actually had the unique experience of being on Tableau pre-IPO, Nutanix pre-IPO, and also Apptio, all pre-IPO. So I've watched the three of them going through the IPO process. So of course, Dheeraj tries to say, look, you know, I'm not going to let Wall Street kind of dictate anything, but, you know, it has to be a little bit different when you've got kind of the financial people looking at things from the outside, always trying to second guess strategy and the like. How do you give advice through that? Yeah, my advice on this, and it is somewhat different, to say it's not different wouldn't be completely correct, however, you can't let Wall Street run your business, you can't, especially if you've got conviction in terms of what you're doing. The one area where you do need to be a bit careful is that, the thing I've always said when I was CEO of F5 was our business was all about, when I was asked, do you think you could be acquired? The answer has always been from me the following: We're focused on the business, we're focused on growing a company. When you do that you become more strategic and attractive to other companies. But as long as you keep growing, your market cap keeps high, and you keep going. Right. If your market cap drops as well as the stock price there is always a danger that you could become an acquisition target. So you can't ignore it completely. But frankly, both of those messages are win-wins for investors. Absolutely, what can you say about Nutanix? You know, a year after an IPO, 2800 employees, pushing globally, you know, this show's doubled in attendance from last year. Without getting into closed-doors things, what's your take on (mumbles). Yeah, and as an independent director, I have to be more generic, but clearly, fast-growing company in a great market, a leader in the hyperconvergent market. I love their concept of simplicity, invisible infrastructure. I think that's a place that customers want to be right now, so I think they're in really good position. What in the market is interesting you these days? I look across kind of the companies you work with, you know, data is becoming more and more valuable. I spent many years working for a large storage company, used to be it wasn't really about the data, it was about the storing, and now, data from the big data companies, everything else, it's about how do I leverage and get information out, you know, we're hearing Nutanix play into that message. Yeah, and really it's the three main areas, data, you know data in particular, the Cloud, I'm not going to give you anything new here, and security. They're the three hot topics today. And the three of those are twisted in a knot are they not? They're all linked together. We just interviewed a gentleman from a bank, and he said basically, all of our budget gets put on security these days. Yeah, I mean, what concerns you, is it kind of the geopolitical, the hackers and ransomware, security? I think back early in my career, security always got lip service as being important, but today, it absolutely comes to the front of mind and you know most companies I talk to are concern would probably be understating it as to kind of the state of security. No absolutely, I mean, it's touching everybody now, boards, independent board members, it's high up on the list of discussion topics at board meetings. You know, every company is vulnerable, and if you're a technology company that's got customer data and you're in the security business as well, you really have to make sure that you're well protected. How often is security a board-level discussion these days? Most board members, most board discussions, and certainly in the audit committee, it's almost every one now. What has to happen there? Making sure that it's being looked at properly by the executives, that they take it seriously, there's enough investment, making sure that all the tools are in place if there is an attack, all of the above. Do you touch on GDPR at all? I'm curious if that comes up in your conversations. No I haven't been involved in that. I know there's a breakout session on it today, but I've not been involved in that. It just reminds me of a similar thing is that people have said, you need to make sure you're doing your due diligence and doing as much as you can, which feels like the same for security, because nobody's going to say, yes, I'm 100% secure because there's no such thing anymore. There's no such thing and there's so many different attacks, and frankly, most companies have got security solutions from so many different vendors, even sometimes from your competitor. All right, so the last thing I have to say is I don't think we've ever done theCUBE in Scotland, and it's a beautiful country, so we've got to figure out how to do some small event there. I'll help you. (laugh) All right, John, I want to give you the final word, your take, you come, why do you attend? Obviously you're an independent board, you probably have some meetings, talk to us about a show like this, what brings you. Yeah, and this is the first one I've attended. I've actually attended one similar with Tableau and similar with Apptio as well. It's good for an independent board member to see some of the presentations, how the executives and management are talking to customers, so it's actually good to get more of a feel for the business. All right, well John McAdam, appreciate you bringing a different perspective to our programming. We always want to help give a taste of what's happening at these shows out to our audience. So thank you so much for joining us. I'm Stu Miniman, and you're watching theCUBE.

>> Narrator: Live, from Las Vegas, it's theCUBE. Covering NetApp Insight 2017. Brought to you by, NetApp. (upbeat music) >> Okay, welcome back everyone, live here, in Las Vegas, at the Mandalay Bay Convention Center, it's theCUBE's exclusive coverage of NetApp's Insight 2017, and I'm John Furrier, co-founder of SiliconeANGLE Media, and co-host of The Cube, with Keith Townsend, my co-host all day today, going until seven o'clock, here with NetApp Insight. We have a special segment, we had an opening in the segment, so we're going to talk about communities. In light of the tragedy in Vegas, that happened, really, on the doorstep of the NetApp event, and they've handled it with great class and respect. The show must go on, as they say. As the community comes together, we wanted to have segment on communities, and the role of communities. This is something that, as you know, at theCUBE, you know it's a real passion for us. The role of the community, and as well as Keith, it's important to know who your peers are, your "peeps," or whatever you want to say, and that's important because you look at the society today, it needs to change. And I don't want to re-hash our our intro on our thoughts on the massacre, but you know, the key trends that are happening in Blockchain, for instance, really highlight something that I want to talk about, and that is, know your customer, and anti-money laundering. Not that anti-money laundering has anything to do with communities. It speaks to the new culture of anonymous. A lot of the underbelly and future trends are around Bitcoin and Blockchain, and that's great for anonymous transactions, of which the outcome is money laundering. So there's two major trends in Blockchain, anti-money laundering and know your customer. This is about communities, and all the success in this cryptocurrency is about communities. The success in the enterprise we believe, and B2B marketing, and in general, in society is, know who your neighbor is, know who your community is, know who your peers are, because we have to be aware of each other, because if we see a crazy guy, we have to report it. >> That's right. >> You know? Role of community is going to be instrumental. Annalisa Camarillo is with the NetApp team. You're in the community business, you're in the content business. Content and communities go hand-in-hand. Thanks for coming on theCUBE. >> Of course, and thank you for having me. So, I've thought about content, for a really long time. One of the things that comes to mind that I explain to my family, is really that I'm thankful to be living in this era, where content is, sort of becoming democratized, right? Where we've given people communities, the ability to talk, the ability to communicate whatever's on their mind. In your case, as you were just saying, when there's accidents that have happened, when there's tragedies and things like that, that take place, they now have, are equipped with the tools to be able to communicate, to be able to do something about that. Which has changed the way content is now seen, right? One of the other things that I hear a lot is, "Content is king." And the way that I see that is, I don't think content is king, I think customers are king, audiences are king. I think context is queen, and then I think content is just the result of what we've done as a society, to now allow the microphone to be given to the communities, right? Let them share their perspective. >> And content is data, too, so you bring up context, context is queen, I love that, I haven't heard that before. But content can come out of engagement, new content. And if you look at the fake news, and all the critique out there, the Russians, they didn't really hack the election, they took advantage of Facebook, which is not a real context, they don't do original news, they're a data platform for people to hook up with people in high school, get connections, so original content and communities also provide data because, if we're contributing content and people applause, okay, which, Medium has that new feature which I love, and then you know it's good, if no one claps, then it fell flat, so that's data. >> Exactly. >> And so you start to see how the world's changing with the data. My son said to me yesterday, he says, "Dad, you're from the generation that uses search engines." (laughter) "You actually type keywords into a browser that go through results and sift through things?" And he's got a good point. >> Right. >> The world has changed on how people discover organically through peers and relationships, there'll always be batch marketing, I call it, search, email marketing, funneling, but users know what that means, they're walking on the lot to buy a car, they get jammed up, but now they want to just talk to their friends, "Hey what do you think?" "How do you make sense of what happened, or what's happening?" "Who's involved, what does it mean to me?" >> So my son, who's 10 years old, he actually only uses voice assistance for all of his searching of content. He does not text anything, he does not type something into a search engine, he talks to his phone. And so if he wants to find the latest, fastest exotic cars, as an example, because he loves exotic cars, he'll ask for it on his phone. So voice assistance, digital assistance, all of those types of technologies that have now been brought to market are going to be the new ways that audiences and communities engage with content, right? And so the interesting thing is that if he's interested in knowing what is going on in the world, if he's interested in knowing what's going on in the neighborhood, he talks to his phone. So he avoids advertisements, he avoids information that may be- >> John: They have Ad Blocker on all their browsers, I mean, ads are dead. >> The days are so different. What does that mean for NetApp? So this gets back down to my view on B2B marketing, I think the batch stays around but this real time thing is organic, it's community-based, so the role of the communities are going to be more important than ever. As I said on the intro, the monologue, know your customer is a part of things like a BlockChain, banks do it for fraud, we should know our people in our communities, and it changes how we engage. >> Annalisa: Right. >> What is NetApp's customer? It's broadening...you have to serve your traditional storage admin and then you're broadening out to a new customer, what does that mean about the types of content you guys create and where you place that content? >> It means we get to have a lot of fun. It means, to be honest, so I'm not a marketer by academic background, but the marketing that I'm now doing and that I'm participating in is one that I love and I love it because it's now more about human behavior. It is about telling stories. It is about bringing journalistic value to content. Just telling the story, right? And so our audiences now get to interact with content that I think is more direct. That I think is truthful. That I think is transparent. And it's all of those kinds of attributes that I think technology has helped break through, right? Because I appreciate being able to choose what I consume, and I think choosing what, our customers choosing what they consume, a lot of it is going to be driven by data and the way that we use information to teach every marketer who the audience is and what they actually what to know. So data analytics and marketing in particular is really big at NetApp right now, and so we're paying a lot of attention to prescribing content to the reader, and being more of a reader advocate than being a company who's focused on selling and selling products and pushing products. But really understanding what is at the heart of our customers' needs, using the information we have on who they are and what they want, and delivering that and only that, right? And letting them interact and go on the journey with NetApp in the way that they choose to do it. And so I think that that's exciting in my opinion. That's the kind of content I want to write. That's the kind of content that every marketer is going to have fun with, right? The day and age where, now, I am free, I'm free to tweet what I want to tweet, and share it with my tweet friends, and I get to knowledge-share, I get to communicate with them in real time, and so a lot of those things I think are very exciting about the new era for marketing... >> John: And the B2B marketing opportunity, too, for your customers, if they want to be collaborating, because they're in a discovery. The old way was discovering, was like I said, search, you navigate to a webpage, or a landing page, or whatever. Now it's conversational. >> Annalisa: Right, exactly, real time conversation. >> So storytelling and attention's one thing, but if you do too much attention, people are like, "I want value." >> That's true. >> I want content and value. >> That's very true, you don't want to be over-scripted. And you want to just let things happen organically. And so organic experiences, I think, is another thing that we've talked a lot about. Take this event as an example. We let our heart lead, we put our best foot forward, and everybody is really rallying around that, right? Our customers really just want to know that we're a company with heart, and that we pay attention, and we're listening, and we're aware of what's happening around us, and that's the kind of content they want. >> And you guys are great, thanks for working with us. We appreciate the opportunity to come here and thanks for sponsoring theCube. >> Thank you for having me. >> We believe that events are no longer one and done. On digital it's ongoing. >> Annalisa: Right. And certainly events do happen, and we will constantly be working with the community. Community model, theCube, that's our passion. Here at the NetApp Insight 2017, I'm John Furrier, stay tuned for more coverage, here live at the Mandalay Bay, after this short break. (upbeat music) (upbeat rock music)

>> Announcer: Live, from Las Vegas, it's theCUBE. Covering NetApp Insight 2017. Brought to you by, NetApp. >> Hey welcome back everyone, live here in Las Vegas. This is theCUBE's exclusive coverage of NetApp Insight 2017, here at the Mandalay Bay in Las Vegas. I'm John Furrier, the co-founder of SiliconeANGLE Media, and co-host of theCUBE. My co-host this week is Keith Townsend, @CTOAdvisor, and our next guests are Josh Atwell, who's a developer advocate at NetApp, and Jason Benedicic, who's with, Principal Consultant ANS Group Cloud Service Provider in the UK, great topic, talking DevOps. Guys, welcome to theCUBE, good to see you again. >> Good to see you as well, thank you. >> Boy, DevOps has gone mainstream. >> It's a thing. >> Okay, it's absolutely gone mainstream, we've been saying it for years, I remember going back a few years ago, you say, DevOps, huh? Infrastructure as Code? Everyone loves it, it's now the new model, people are moving fast to. What's goin on with NetApp and tell all of us your story. Go ahead. >> So within NetApp, we look at DevOps as a unique opportunity for us to level up. Everybody that's doing infrastructure and going from saying, you just going out and developing an application to saying, we can actually help deliver you the best experience. We look at where applications are being developed and supported, everybody likes to say it's straight out to the public cloud, that's where all the innovation happens, but, it's also happening on premises as well. The reason that we see most frequently is that reduced friction. You know, going to the public cloud, that has become a model that people can go out, they can get what they need and do what they need, and it's been something that's significantly easier than what their local IT organization has had. DevOps is forcing infrastructure and IT to understand that availability and reliability, which is what we've always been measured on, is no longer the core measure that we have to focus on. It's agility and availability and delivering unique services. >> Well I would just say to your point, Wikibon analysts research have validated your point, and they actually show the data that the on premise, they call it true private cloud, numbers, are growing actually, not declining. What is declining is about $1.5 billion in non-differentiated labor, but that's shifting to SAS models. So what it means is, the on premise action, in a cloud operational way, is growing. Which is not saying that's declining, it's just saying, people are getting their house in order. They're doing DevOps on prem. Prep to do cloud. >> Yeah. >> Cloud's got native stuff, you do versioning, you can put some stuff in the cloud, test/dev, sure, there's great use cases, but most enterprises are on prem, getting ready to take advantage of it. >> It's an absolute and conversation, and that's also somethin' that we are working really hard with our customers, in our field and the entire company as a whole. To understand, it's not an or conversation. Most companies are looking at how do we solve a variety of different challenges, how do we accommodate for a variety of different workloads that are being developed, and how do we modernize the mode one operational workloads that we've had and bring them into the future with new services. So, it's an absolute and conversation. It's a pretty exciting time to be dealing with IT. >> So Jason, as we think about DevOps, we give, we have plenty of examples for private cloud and inside of our own datacenters, but you help run a public cloud. >> So we run services within a public cloud. >> Right. >> And a hybrid model. So we run a number of services to man assessments, so we help in the UK, I think we're a little bit further behind than the US is currently, so some of the biggest services that we do is helping people to assess their applications, assess their data, and understand what they can move. Using things like the Gartner TIME Analysis, where we can take best leverage of on premises private cloud, where you've got hybrid approach, where you've got native. We got the expertise around retooling and assessment services to move legacy applications into a cloud model, and then we provide management services on top, and those sorts of things. That's where we use, utilize the DevOps, around taking what would be our managed services ITIL processes, things that people would traditionally do manually. We take a lot of that, and we prepackage that up into workflows and data automation operations for our customers so they can provision where they like, across a multitude of on premises and in the public cloud. So we take that work which would traditionally be done by a analyst on a desk or that sort of thing, package that up, using a lot of NAVs, APIs, and Solufy tooling. So, we're saving enterprises time so they can work on what's really important to them, and that's their line of business applications. >> So from an assessment perspective, I love to get feedback, what are customers learning? Is it, that they thought they could just lift and shift, or that they have to go through some type of DevOps transformation -- >> Yeah, so -- >> What's been the balance of the results? >> Yeah, so a lot of people don't necessarily understand where they are. There are a lot of misconceptions around being able to lift and shift things to the crowd, but that's not really a great cost model. I find in the public sector in the UK a lot, is you've got a lot of legacy applications that potentially people don't have any knowledge of, 'cause the people that ran them and installed them in the first place have long gone. They need to understand what those applications do for their business, what the business processes around them are, and how they can take that forward into a new model. A lot of retooling. Actually, a lot of time we see the application should probably be ditched and let's look for something that we can just build cloud native. >> So, that requires a new set of skills to operate at that higher level of the stack as we call it in the industry, however, that leaves a lot of low level work that still needs to be done, so automation has kind of walked hand-in-hand with DevOps. What is the NetApp story around automation and helping to remediate some of this low level activity that needs to be done repeatedly? >> Big focus for us as a company is not trying to dictate tooling to people. If you are using Docker, we offer a native Docker volume plugin that allows you to plug right into Docker and be able to provision and manage storage as an application owner or developer, to get what you need, and to handle the services that are available there. When we look at configuration management, or helping code and artifact management, cloud, with Openstack, or VMware vRealize Suite, our initiative is to make the NetApp products seamless and invisible into your processes. How do we remove and eliminate handoffs, and how do we make all of those processes effortless, so that as you identify those tasks, and those high effort but low value tasks that has to be -- taken advantage of. >> And automation -- and automation's critical there. >> Yeah, yeah. Being able to automate those things, remove people from that process, and using their skills and talents for things like auditing, and understanding proper behavior, checking that people are delivering what they are supposed to, and consuming from a policy framework. >> I'd like to get back to the automation, but I just want to shift to Josh, so hold the thought on automation. Josh, I want to get your thoughts on, as we get to automation we start talking about hybrid cloud. You're doing hybrid cloud. That's your -- >> Yeah. >> You're on the front line, you're doing it. Also, hybrid cloud also means things differently, so when you think about hybrid cloud, a customer's got to get their act together. We heard earlier from the NetApp folks, the VP of Engineering, we're doing three things: modernizing the infrastructure, that's just like, okay go clean house, fix things, making sure we're solid, rock solid, build the next generation data center, be ready for the cloud. >> Yep. >> Okay. So, there's some things that need to get done there. What's your view on the table stakes to get there, because you got orchestration capabilities, cloud orchestration demo is hot, we saw that, at the show here. What is NetApp doing to make hybrid cloud easier? >> Across all the products that we utilize run NetApp, you've got APIs on everything. They got a lot of really good tools there, and they're moving away from the traditional hardware. I've been working with NetApp for like 16 years on. It was a hardware company, a software company, and now it's just moved on even further. There's a further evolution there, a management company. It's not just, you're managing your data, the data flow, the fabric around it, and the tools that are on offer there are just game changers. Especially the Cloud Automation option this morning. Yeah, that was great. >> As people know NetApp, eight years ago, they were -- I was scratching my head saying, wait a minute, why are you going to Amazon? So, early in cloud, so clearly they know what DevOps is, so it's not just lip service, we know that, that's just my personal observation and experience with NetApp, but Josh, I want you to talk to the audience that is either a NetApp customer or looking at NetApp, what's different now, what should they know about the new NetApp now, obviously you're on the A-Team, I see the shirt there, but, NetApp has changed and they're changing. I mean, SolidFire came in, you're seeing a lot more action on the DevOps cloud with the flash, some good stuff there, but NetApp has been an innovative company, what's the new story for NetApp in your words? >> For me, it's the speed that they're able to react to the market, moving the ONTAP to a cadence model, six month releases, moving products away from tin, into software, it's all about the value of what we can provide. We've got standalone products now from NetApp that can just do Office 365 backup. That's something that's completely moved forward. You've got a level of innovation and speed coming out of NetApp that's just unrivaled. >> Josh, I'd like to get your thoughts back to automation now, I'm CSO, the cost thing I hear all the time is the following narrative, I don't want the shiny new toy, I got to lot of stuff on my plate. I got an application development team I need to scale up and make modern, which is DevOps, not just take the old guys and put 'em in, I got to recruit, retrain, replatform, I have cybersecurity going on, I got to unbolt that from IT and make that essentially a top line, top reporting to the board, do all the cyber stuff, and I got the data governance stuff to deal with, and by the way, I got IoT over the top coming in. If it's not clear as day on the cloud, it doesn't meet my conversation. How do you guys engage in a dialog like that? One, do you agree with that, that makes that statement, but, that's a lot of stuff going on. Bombs are dropping inside the customer's environment, they're like, this is Hell right now, I got to lot of stuff to do. How do you guys help that environment? >> I think one thing that we have to be mindful of is that we've moved beyond being able to define a very static and rigid infrastructure architecture. In the past, we would define what our storage, what our compute, what our networking is, and that's going to -- what it's going to be. It's very easy to say I know how to support 10,000 Exchange users. That's always been something that we've been comfortable talking about. What you outlined, is the new reality for IT in that, we are getting a diverse set of requirements where we'll come in and say we need to deliver this new application so that we can get to market and capture -- I was actually talking to someone in the military. I said, what if the military was to develop a new recruiting tool, and they go in and say, we need to build this recruiting tool, but we actually don't know how much data is going to be required for it. IT is not comfortable with that conversation. But NetApp has developed, our portfolio, and the integrations and tool sets that we've integrated with, to make that conversation a little bit easier. >> They're not comfortable because they can't forecast it, or it's a blank check in their mind, or they don't know what the -- how to architect it, what's the -- >> It's because we're not accustomed to architecting for those types of scenarios. We generally have focused on what is going to be your use case, when do you need it delivered by, how much do you need? We're still having that same conversation, but the answer now is, I don't know, but we have to ready for whichever direction it goes. >> That creates a good point, at VMWorld we noticed that there's a convergence, not a lot of people are talking about this yet, but I can see the canary in the coal mine chirping away, is that the convergence between hardware and software stacks are coming together. There are untested use cases coming down the pike. >> Yeah. >> That just -- I need this, but, we haven't tested it. Or we don't know the capacity, so you have to have a serverless mindset, you got to have DevOps mindset, you really got to be prepared. >> Well there's certainly a lot of maturity that we're working through. We are definitely from a DevOps perspective, in that juvenile phase, where we're learning who we are, the changes that are happening to us as we go, and we're getting a much more responsible view of what we're trying to deliver against. It's really uncomfortable for a lot of people to have a conversation where there's so many unknowns, but fortunately, the technologies we're able to bring to market and deliver, are providing that, as I describe it, a foothold to make you feel stable in that process to at least know that your data's getting where it needs to be and protected. >> Keith, I know you got to question, but my final point of that is that, that kind of, we see that evolve in the customer mindset too, where you start to see the word trusted relationship become real. It became a cliche, we're a trusted partner, but reality now with all this uncertainty, they need the headroom, they got to cross the bridge with the future with proven people. So that's why I kind of like, I don't mean to dis on the startups, but the shiny new toy's not going to win the day. You got to really hit the scenario today, and prepare to cross that bridge to the future with partners, and I think that's what you're saying. >> Yeah, that is a big part, and the partnerships that we have with folks like Red Hat and Jfrog, where we're trying to improve that experience of implementing these environments and supporting these new workloads, is absolutely a big part of what we're doing. >> So I'd like to talk a little about the necessity of requirements coming from the business, and tying it into something I heard from the stage yesterday. I'm not a storage guy. >> Me neither. >> I'm a data guy. And you've said that before, but one of the things that has interested me is this concept of the data fabric. >> Yes. >> Can you tie in the vision of data fabric to kind of this model of DevOps and being able to adjust to the changing needs of the business? >> I think what's really important and to be mindful of is that as we are seeing IT getting these requirements, as the businesses are identifying what is really impactful and the innovation that we need to deliver on, the data fabric is providing choice. It's allowing you to look at being able to deliver these enterprise class protection and replication, and capabilities, and allowing you to develop, innovate, and run your workloads wherever is most important to you, without having to completely reshift your thinking and what your skillsets are. We are able to level up everyone that has been involved with NetApp, and has invested their career, and invested their energy and becoming knowledgeable in that space, now allowing them to extend out into new areas in the cloud, hybrid cloud frameworks, but also providing these capabilities to the people consuming those resources without them having to care about the infrastructure. They know it is there, they know they can reach out to it and define snapshotting and take advantage of clones, and deliver a good developer experience, without having to understand exactly what's happening in the infrastructure. >> Guys, thanks so much for coming on, I see having seamless infrastructure is what everyone wants, but it's hard. >> Yeah. (laughing) >> Final comments, as you go into the future now with DevOps, it's become now operationalized, a lot more work to do, it's not that easy, what's the hardest thing about DevOps, final comment, you guys each weigh in and get the last word. What's the hardest thing about DevOps that people may not understand, 'cause it sounds so easy, it's magic. >> I think the hardest thing for most people is having a critical eye, and being pragmatic about where the challenges really are. If you look at the methodologies that DevOps promotes, it is really identifying the constraints in the work flow process. Regardless of what you're developing and what you're doing, being very pragmatic and realistic about where those constraints are, and focusing energy on solving for those constraints. I think with we deliver out to market, we are providing people some stability, so that as they're going through this process and things feel really shaky as they accelerate their pace of development and release of software, they have some stability so they, when they focus, they don't feel like the wheels are coming off the cart, if you will. >> I think what I find is that you need to -- people need to understand DevOps isn't something that you can buy, you need to build. You need to get the right people, you need to get the right processes, the right mindset, and embrace it. A lot of people think it's just -- You see job adverts these days, I want a full stack DevOps engineer, it's just not that simple. You've got to take the time, take the effort, and move with it, and learn as much as you can. >> And it's a talent issue too, and I just -- I guess one final final question 'cause this just popped in my head, at Big Data NYC last week in New York, what became very clear to us was, certainly in big data applications analytics, a lot of things are being automated. But, question for you is, when should you automate, one comment on Big Dat NYC a guy said, if you do it more than twice manually, automate it. Not that easy in storage and networks and data, but is there -- most DevOps guys have an eye for automate that. They see it, they automate it. What are some of the things you see being automated away? Is there like a ethos, is there like a saying? If you automate twice, what's your thoughts on automation? What should you automate, what's the order of operations, what's the low hanging fruit? >> With respect to DevOps in particular, it is truly finding the constraint. Identifying areas where people are becoming a bottleneck in processes, or the process itself is a bottleneck to success. Focus on that area first. Now, it's also easy to just try to pick the low hanging fruit, and do various things, but there needs to be a discipline in looking at, where are your actual bottlenecks and how can I remove those bottlenecks? >> So you read in a blog post, you got to know your environment, see the pressure point, constraints -- >> Yeah. >> Get some direction, advice, but -- >> Correct. >> You're saying, look at your environment. >> Yeah, we're now moving away from a world where virtualization allowed us to just thrown everything into a big resource pool and we just didn't pay attention to it any longer. We are now actually having to start having conversations -- >> It's engineering involved. >> again, yep. >> It's engineering involved. >> It is. >> Not just writin' some code. Josh, thoughts on automation? What ya automate first? >> I share a lot of those things. You need to look at your processes. You need to look at where you've got your bottlenecks, like he said, things that we would traditionally do in the past as a service provider where you got teams of analysts and engineers working on things. If you can speed that up and allow them to provide a better service to your customers, then yeah, certainly, work on that automation. Deploying out new models, even internal stuff that we need to deploy out, if you need to do that more than once or twice, for test environments, all those sorts of things, then yeah, certainly, automate that out. Because the more time you get out of your people, the more value you are delivering to the business. >> Thanks Josh, A-Team, love the shirt, quick soundbite, what's the A-Team, is there a certification, is there a bar to get over? >> It's a pretty high bar. It's an advocacy program, it's quite a small tight knit group of partners and customers of NetApp. We work in a 360 feedback loop between the NetApp Product Management Teams and other developers, and just give feedback and then rave about them when we feel is necessary. >> Have a beer, or coffee and tea, and say, I love when a plan comes together. (laughing) I couldn't resist. >> That's what John had also mentioned, NetApp has also delivered a developer and opensource community, called The Pub. So at netapp.io, it's a location, we actually have the code on bar behind me, we've got people that are coming in who have interest in containers, interest in Openstack, DevOps, and these new models. We have a large community, over 900 people participating. >> It's called The Pub? >> The Pub. >> John: Is there a URL? >> Yep, netapp.io. >> Netapp.io, and just -- you know we're data driven, seven years been monitoring the community's data, just anecdotally, the favorite drinks of developers in our community, beer and tea. >> Makes sense. >> Pretty makes sense. Beer obviously, tea no coffee? >> Slow release caffeine, I think that probably works better. (laughing) >> Thanks guys so much Josh and Jason, data from the field from the front lines on cutting edge DevOps is going mainstream. This is the cloud native, native cloud, on premise infrastructure innovation here at NetApp. I'm John Furrier, Keith Townsend, we'll be back with more, after this short break.

(quite music) >> I'll open that while he does that. >> Co-Host: Good, perfect. >> Man: All right, rock and roll. >> This is Robin Matlock, the CMO of VMware, and you're watching theCUBE. >> This is John Siegel of VPA Product Marketing at Dell EMC. You're watching theCUBE. >> This is Matthew Morgan, I'm the chief marketing officer at Druva and you are watching theCUBE. >> Announcer: Live from midtown Manhattan, it's theCUBE. Covering BigData New York City 2017. Brought to you by SiliconANGLE Media and its ecosystem sponsors. (rippling music) >> Hello, everyone, welcome to a special CUBE live presentation here in New York City for theCUBE's coverage of BigData NYC. This is where all the action's happening in the big data world, machine learning, AI, the cloud, all kind of coming together. This is our fifth year doing BigData NYC. We've been covering the Hadoop ecosystem, Hadoop World, since 2010, it's our eighth year really at ground zero for the Hadoop, now the BigData, now the Data Market. We're doing this also in conjunction with Strata Data, which was Strata Hadoop. That's a separate event with O'Reilly Media, we are not part of that, we do our own event, our fifth year doing our own event, we bring in all the thought leaders. We bring all the influencers, meaning the entrepreneurs, the CEOs to get the real story about what's happening in the ecosystem. And of course, we do it with our analyst at Wikibon.com. I'm John Furrier with my cohost, Jim Kobielus, who's the chief analyst for our data piece. Lead analyst Jim, you know the data world's changed. We had commenting yesterday all up on YouTube.com/SiliconAngle. Day one was really set the table. And we kind of get the whiff of what's happening, we can kind of feel the trend, we got a finger on the pulse. Two things going on, two big notable stories is the world's continuing to expand around community and hybrid data and all these cool new data architectures, and the second kind of substory is the O'Reilly show has become basically a marketing. They're making millions of dollars over there. A lot of people were, last night, kind of not happy about that, and what's giving back to the community. So, again, the community theme is still resonating strong. You're starting to see that move into the corporate enterprise, which you're covering. What are you finding out, what did you hear last night, what are you hearing in the hallways? What is kind of the tea leaves that you're reading? What are some of the things you're seeing here? >> Well, all things hybrid. I mean, first of all it's building hybrid applications for hybrid cloud environments and there's various layers to that. So yesterday on theCUBE we had, for example, one layer is hybrid semantic virtualization labels are critically important for bridging workloads and microservices and data across public and private clouds. We had, from AtScale, we had Bruno Aziza and one of his customers discussing what they're doing. I'm hearing a fair amount of this venerable topic of semantic data virtualization become even more important now in the era of hybrid clouds. That's a fair amount of the scuttlebutt in the hallway and atrium talks that I participated in. Also yesterday from BMC we had Basil Faruqi talking about basically talking about automating data pipelines. There are data pipelines in hybrid environments. Very, very important for DevOps, productionizing these hybrid applications for these new multi-cloud environments. That's quite important. Hybrid data platforms of all sorts. Yesterday we had from ActIn Jeff Veis discussing their portfolio for on-prem, public cloud, putting the data in various places, and speeding up the queries and so forth. So hybrid data platforms are going increasingly streaming in real time. What I'm getting is that what I'm hearing is more and more of a layering of these hybrid environments is a critical concern for enterprises trying to put all this stuff together, and future-proof it so they can add on all the new stuff. That's coming along like cirrus clouds, without breaking interoperability, and without having to change code. Just plug and play in a massively multi-cloud environment. >> You know, and also I'm critical of a lot of things that are going on. 'Cause to your point, the reason why I'm kind of critical on the O'Reilly show and particularly the hype factor going on in some areas is two kinds of trends I'm seeing with respect to the owners of some of the companies. You have one camp that are kind of groping for solutions, and you'll see that with they're whitewashing new announcements, this is going on here. It's really kind of-- >> Jim: I think it's AI now, by the way. >> And they're AI-washing it, but you can, the tell sign is they're always kind of doing a magic trick of some type of new announcement, something's happening, you got to look underneath that, and say where is the deal for the customers? And you brought this up yesterday with Peter Burris, which is the business side of it is really the conversation now. It's not about the speeds and feeds and the cluster management, it's certainly important, and those solutions are maturing. That came up yesterday. The other thing that you brought up yesterday I thought was notable was the real emphasis on the data science side of it. And it's that it's still not easy or data science to do their job. And this is where you're seeing productivity conversations come up with data science. So, really the emphasis at the end of the day boils down to this. If you don't have any meat on the bone, you don't have a solution that rubber hits the road where you can come in and provide a tangible benefit to a company, an enterprise, then it's probably not going to work out. And we kind of had that tool conversation, you know, as people start to grow. And so as buyers out there, they got to look, and kind of squint through it saying where's the real deal? So that kind of brings up what's next? Who's winning, how do you as an analyst look at the playing field and say, that's good, that's got traction, that's winning, mm not too sure? What's your analysis, how do you tell the winners from the losers, and what's your take on this from the data science lens? >> Well, first of all you can tell the winners when they have an ample number of referenced customers who are doing interesting things. Interesting enough to get a jaded analyst to pay attention. Doing something that changes the fabric of work or life, whatever, clearly. Solution providers who can provide that are, they have all the hallmarks of a winner meaning they're making money, and they're likely to grow and so forth. But also the hallmarks of a winner are those, in many ways, who have a vision and catalyze an ecosystem around that vision of something that could be made, possibly be done before but not quite as efficiently. So you know, for example, now the way what we're seeing now in the whole AI space, deep learning, is, you know, AI means many things. The core right now, in terms of the buzzy stuff is deep learning for being able to process real time streams of video, images and so forth. And so, what we're seeing now is that the vendors who appear to be on the verge of being winners are those who use deep learning inside some new innovation that has enough, that appeals to a potential mass market. It's something you put on your, like an app or something you put on your smart phone, or it's something you buy at Walmart, install in your house. You know, the whole notion of clearly Alexa, and all that stuff. Anything that takes chatbot technology, really deep learning powers chatbots, and is able to drive a conversational UI into things that you wouldn't normally expect to talk to you and does it well in a way that people have to have that. Those are the vendors that I'm looking for, in terms of those are the ones that are going to make a ton of money selling to a mass market, and possibly, and very much once they go there, they're building out a revenue stream and a business model that they can conceivably take into other markets, especially business markets. You know, like Amazon, 20-something years ago when they got started in the consumer space as the exemplar of web retailing, who expected them 20 years later to be a powerhouse provider of business cloud services? You know, so we're looking for the Amazons of the world that can take something as silly as a conversational UI inside of a, driven by DL, inside of a consumer appliance and 20 years from now, maybe even sooner, become a business powerhouse. So that's what's new. >> Yeah, the thing that comes up that I want to get your thoughts on is that we've seen data integration become a continuing theme. The other thing about the community play here is you start to see customers align with syndicates or partnerships, and I think it's always been great to have customer traction, but, as you pointed out, as a benchmark. But now you're starting to see the partner equation, because this isn't open, decentralized, distributed internet these days. And it is looking like it's going to form differently than they way it was, than the web days and with mobile and connected devices it IoT and AI. A whole new infrastructure's developing, so you're starting to see people align with partnerships. So I think that's something that's signaling to me that the partnership is amping up. I think the people are partnering more. We've had Hortonworks on with IBM, people are partner, some people take a Switzerland approach where they partner with everyone. You had, WANdisco partners with all the cloud guys, I mean, they have unique ITP. So you have this model where you got to go out, do something, but you can't do it alone. Open source is a key part of this, so obviously that's part of the collaboration. This is a key thing. And then they're going to check off the boxes. Data integration, deep learning is a new way to kind of dig deeper. So the question I have for you is, the impact on developers, 'cause if you can connect the dots between open source, 90% of the software written will be already open source, 10% differentiated, and then the role of how people going to market with the enterprise of a partnership, you can almost connect the dots and saying it's kind of a community approach. So that leaves the question, what is the impact to developers? >> Well the impact to developers, first of all, is when you go to a community approach, and like some big players are going more community and partnership-oriented in hot new areas like if you look at some of the recent announcements in chatbots and those technologies, we have sort of a rapprochement between Microsoft and Facebook and so forth, or Microsoft and AWS. The impact for developers is that there's convergence among the companies that might have competed to the death in particular hot new areas, like you know, like I said, chatbot-enabled apps for mobile scenarios. And so it cuts short the platform wars fairly quickly, harmonizes around a common set of APIs for accessing a variety of competing offerings that really overlap functionally in many ways. For developers, it's simplification around a broader ecosystem where it's not so much competition on the underlying open source technologies, it's now competition to see who penetrates the mass market with actually valuable solutions that leverage one or more of those erstwhile competitors into some broader synthesis. You know, for example, the whole ramp up to the future of self-driving vehicles, and it's not clear who's going to dominate there. Will it be the vehicle manufacturers that are equipping their cars with all manner of computerized everything to do whatnot? Or will it be the up-and-comers? Will it be the computer companies like Apple and Microsoft and others who get real deep and invest fairly heavily in self-driving vehicle technology, and become themselves the new generation of automakers in the future? So, what we're getting is that going forward, developers want to see these big industry segments converge fairly rapidly around broader ecosystems, where it's not clear who will be the dominate player in 10 years. The developers don't really care, as long as there is consolidation around a common framework to which they can develop fairly soon. >> And open source is obviously a key role in this, and how is deep learning impacting some of the contributions that are being made, because we're starting to see the competitive advantage in collaboration on the community side is with the contributions from companies. For example, you mentioned TensorFlow multiple times yesterday from Google. I mean, that's a great contribution. If you're a young kind coming into the developer community, I mean, this is not normal. It wasn't like this before. People just weren't donating massive libraries of great stuff already pre-packaged, So all new dynamics emerging. Is that putting pressure on Amazon, is that putting pressure on AWS and others? >> It is. First of all, there is a fair amount of, I wouldn't call it first-mover advantage for TensorFlow, there've been a number of DL toolkits on the market, open source, for the last several years. But they achieved the deepest and broadest adoption most rapidly, and now they are a, TensorFlow is essentially a defacto standard in the way, that we just go back, betraying my age, 30, 40 years ago where you had two companies called SAS and SPSS that quickly established themselves as the go-to statistical modeling tools. And then they got a generation, our generation, of developers, or at least of data scientists, what became known as data scientists, to standardize around you're either going to go with SAS or SPSS if you're going to do data mining. Cut ahead to the 2010s now. The new generation of statistical modelers, it's all things DL and machine learning. And so SAS versus SPSS is ages ago, those companies are, those products still exist. But now, what are you going to get hooked on in school? What are you going to get hooked on in high school, for that matter, when you're just hobby-shopping DL? You'll probably get hooked on TensorFlow, 'cause they have the deepest and the broadest open source community where you learn this stuff. You learn the tools of the trade, you adopt that tool, and everybody else in your environment is using that tool, and you got to get up to speed. So the fact is, that broad adoption early on in a hot new area like DL, means tons. It means that essentially TensorFlow is the new Spark, where Spark, you know, once again, Spark just in the past five years came out real fast. And it's been eclipsed, as it were, on the stack of cool by TensorFlow. But it's a deepening stack of open source offerings. So the new generation of developers with data science workbenches, they just assume that there's Spark, and they're going to increasingly assume that there's TensorFlow in there. They're going to increasingly assume that there are the libraries and algorithms and models and so forth that are floating around in the open source space that they can use to bootstrap themselves fairly quickly. >> This is a real issue in the open source community which we talked, when we were in LA for the Open Source Summit, was exactly that. Is that, there are some projects that become fashionable, so for example, a cloud-native foundation, very relevant but also hot, really hot right now. A lot of people are jumping on board the cloud natives bandwagon, and rightfully so. A lot of work to be done there, and a lot of things to harvest from that growth. However, the boring blocking and tackling projects don't get all the fanfare but are still super relevant, so there's a real challenge of how do you nurture these awesome projects that we don't want to become like a nightclub where nobody goes anymore because it's not fashionable. Some of these open source projects are super important and have massive traction, but they're not as sexy, or flair-ish as some of that. >> Dl is not as sexy, or machine learning, for that matter, not as sexy as you would think if you're actually doing it, because the grunt work, John, as we know for any statistical modeling exercise, is data ingestion and preparation and so forth. That's 75% of the challenge for deep learning as well. But also for deep learning and machine learning, training the models that you build is where the rubber meets the road. You can't have a really strongly predictive DL model in terms of face recognition unless you train it against a fair amount of actual face data, whatever it is. And it takes a long time to train these models. That's what you hear constantly. I heard this constantly in the atrium talking-- >> Well that's a data challenge, is you need models that are adapting and you need real time, and I think-- >> Oh, here-- >> This points to the real new way of doing things, it's not yesterday's model. It's constantly evolving. >> Yeah, and that relates to something I read this morning or maybe it was last night, that Microsoft has made a huge investment in AI and deep learning machinery. They're doing amazing things. And one of the strategic advantages they have as a large, established solution provider with a search engine, Bing, is that from what I've been, this is something I read, I haven't talked to Microsoft in the last few hours to confirm this, that Bing is a source of training data that they're using for machine learning and I guess deep learning modeling for their own solutions or within their ecosystem. That actually makes a lot of sense. I mean, Google uses YouTube videos heavily in its deep learning for training data. So there's the whole issue of if you're a pipsqueak developer, some, you know, I'm sorry, this sounds patronizing. Some pimply-faced kid in high school who wants to get real deep on TensorFlow and start building and tuning these awesome kickass models to do face recognition, or whatever it might be. Where are you going to get your training data from? Well, there's plenty of open source database, or training databases out there you can use, but it's what everybody's using. So, there's sourcing the training data, there's labeling the training data, that's human-intensive, you need human beings to label it. There was a funny recent episode, or maybe it was a last-season episode of Silicone Valley that was all about machine learning and building and training models. It was the hot dog, not hot dog episode, it was so funny. They bamboozle a class on the show, fictionally. They bamboozle a class of college students to provide training data and to label the training data for this AI algorithm, it was hilarious. But where are you going to get the data? Where are you going to label it? >> Lot more work to do, that's basically what you're getting at. >> Jim: It's DevOps, you know, but it's grunt work. >> Well, we're going to kick off day two here. This is the SiliconeANGLE Media theCUBE, our fifth year doing our own event separate from O'Reilly media but in conjunction with their event in New York City. It's gotten much bigger here in New York City. We call it BigData NYC, that's the hashtag. Follow us on Twitter, I'm John Furrier, Jim Kobielus, we're here all day, we've got Peter Burris joining us later, head of research for Wikibon, and we've got great guests coming up, stay with us, be back with more after this short break. (rippling music)

>> Narrator: Live from Las Vegas it's theCUBE covering HPE Discover 2017 brought to you by Hewlett-Packard Enterprise. >> Hello and welcome back to Las Vegas for theCUBE's exclusive coverage of Hewlett-Packard Enterprise Discover 2017 or HPE Discover 2017. This is theCUBE, our flagship program from SiliconeANGLE media. We go out to the events, and extract the signal from the noise. I'm John Furrier, the co-founder of SiliconeANGLE. with my co-founder, Dave Vellante, my co-host. Our next guest, Jason Newton, Vice President of HP Marketing Pan-HPE Market cross HP, and Jim Jackson, Senior Vice President of Enterprise Group Marketing. The big dogs here at HP laying out the show here for 2017. Guys, great show again, our seventh year, appreciate it. But this year, more than ever, is a seminal moment, obviously everyone knows what's going on in the news, is a huge shift in the market place, what's happening at the show, set the scene for us, what's the backdrop? You guys lined up all the messaging, you have the whole set up to the show, tell us: what is this show about this year? >> First, welcome to Discover, guys! We're really excited to have you guys here. And you know, we got a lot going on at this show, so for example, yesterday, we had our Global Partners Summit so we brought out top 1300 partners, and we had an amazing session with them. This week starts Discover, so it's going to run for the next three days. We've exceeded our tenants targets, so we're feeling really good about it. I think what that shows is there's a lot of interest, a lot of energy, a lot of passion, for what Hewlett-Packard Enterprise can bring. You know, I'm not going to go through all the mechanics of the separation and the spin merger, but I would say that that was all designed to make us a faster, more nimbler company, and one that is really aligned to where we want to take our partners on their digital transformation journey. You know, what we're seeing today, is digital transformation is impacting every single customer and every single industry, and digital business is technology, and really, that's where we play and that's why we're so excited to get our story out. And when you look at over the last year, there's a lot that's happened at this company around really innovation, acquisitions, and ecosystem. Just look at some of the innovation that we've brought to the market, Synergy. Amazing innovation, it created a new category, it really enables our customers to now get a public cloud experience, but on PRIM. And we're hearing from a lot of customers, I want to leave my applications on PRIM, but I need that capability. So we're delivering that with that kind of innovation. Another one is HPC. High growing market, we're leading in that space. What we're doing in the storage flash space, we rebooted, and rebranded our services organization, it's not called Pointnext. We want to help our customers point next to whats' next for their business. When you look at the Edge, just amazing innovation happening there, whether it's Aruba technology, whether it's what we're doing with all of our Edge compute solutions, so just a tons of things happening and then when you layer on top of that all the acquisitions. SGI, we're already the leader in HPC, we have 140 of the top 500 systems, SGI makes our position that much stronger. That's a hot market, it's growing at six to eight percent. SimpliVity, when we brought our capabilities, our UI from our technology, combined it with the data services from SimpliVity, we now have the leading HC solution in the industry. When you look at Niara, that gives up additional capabilities at the Edge to help secure that. When we look at Cloud Cruiser, we can help customers understand and balance what's happening across their workloads. And then Nimble gives us just an amazing portfolio across storage. We're really the leader now in the storage space when you look at the ability to dress almost any use case, from MSA to SimpliVity, for customers looking for more of that hyperconverge play, to Nimble, to 3PAR. Our strategy, super simple. Make hybrid IT simple, power the Intelligent Edge, and it's not just the compute, it's to bring the analytics so that we can translate insight into action, and really to bring the services to help our customers on their journey. And those services are our Pointnext services complimented by our partner services. So, you know what, we're fired up, we're excited, there's a lot happening. >> You guys got so much going on and we've documented the whole spin merge thing 'till the cows come home, we've already done that. You guys got a lot going on, a lot of customers are talking a lot of people are talking about you in the industry, at an industry level, certainly at a partnership level, you guys have always been customer focused. We heard that, you mentioned that, they kind of want to know: what is HP going to do now? You're going to put the stake in the ground, they want to know what's happening, where is the phoenix coming from out from all this decoupling, and more agile messaging, it's a lot of corporate governance, corporate development, I get that, what's next? When are you guys going to put the stake in the ground, you going to be aggressive, when are we expecting to hear from Meg Whitman? >> This week, right, you're going to see it this week. I think that's why we're so excited, this is our opportunity to bring our story together and talk about the innovation and the outcomes that we're delivering for our customers. We are playing offense, and you're going to see that this week. You know, I think one of the themes about this whole week is really about outcomes. I just hosted a panel, with four amazing customers, we had Dreamworks on there, we had CenterPoint Energy, we had CallidusCloud, and I had one more, can't think of it, Merck. And just amazing stories in terms of their digital transformation journey and how HPE is helping to enable that. You're going to hear that on main stage, we're going to have additional customers, Symmetry, others, talking about their digital transformation journey. So, we're really fired up about the main stage, and the story that we're going to get out today. Backstage talking with the executives, they're ready to rock and roll. You know, we know we have a great story and we need to package it, we need to send it out there to the marketplace, and that's what's going to happen later today. In addition to the outcomes, and I think that's what's different about us maybe from some of our other competitors who come to these similar events and just have a bunch of products, we're really talking about how our technology is enabling outcomes but you're going to see a lot of innovation today as well really themed along our strategy. We're going to highlight and roll out the next generation of our compute experience. We're going to talk about how we're delivering the industry's most secure industry standard servers. That's complimented by a whole set of announcements we did last week on our storage portfolio, and the software defined space updates to our synergy solution to HP OneView, and then we're going to be previewing our multi cloud hybrid stack, which will be available later in the year. When you look at the edge, new campus solution, core solution, so what we're really doing is if you think of a data center course which we're bringing that to the campus, so we can essentially now manage from the ceiling, to the side, to the floor. So we're bringing all the capabilities. Asset tracking capabilities coming in as well. Pointnext, we're bringing in new innovations to the marketplace around Consume. Jason, maybe you can talk a little bit about some of the IOT Edge stuff that's coming out as well. >> Yeah, I mean we think, a core part of our strategy is to power the Intelligent Edge. We think that's where all the innovation is going and increasingly, you know, we think about data and getting insights from data, right? Going forward, we're going to start thinking about how do I take data and put it into action, right? The Edge is a place, and there's lot of different places that we can bring technology to bear to put into action and create value and so, tons of examples of what we'll be talking about with customers and really interwoven within that are the need for analytics, you know, big data, high performance computing, having a renaissance because of that, and the need for hybrid computing right because the stuff needs to be secure and it needs to be driven by applications, and so it really is a great way to try to exemplify why our strategy is the right strategy and why it's a winning one, because those are the unique elements that are going to power this world going forward, and we've got 'em. >> 43% of data will be analyzed at the Edge by 2020, so think about that, right. >> Yeah and we actually think that it'll be much higher over time, that moving around all this data is going to be challenging, I know you're working on the speed of light problem in the labs, and that number I think will increase. So, I wanted to ask you about messaging because messaging in very important. It clarifies your vision and it underscores your relevance to customers and previously a lot of the HP and now it's HPE, messaging was very product centric, and one tended to get lost in that. How have you sort of transformed your messaging architecture to address things like outcomes and business impacts. >> Yeah, you know customers today, it's really about outcomes, right, so technology matters but if you just look at making hybrid IT simple, as an example, that's a easy statement to say, hybrid IT is not simple. So when you, think of the messaging though, of how we're talking to our customers about that it's really at multiple different levels and let me give you a couple of examples. It's, first of all, the services from Pointnext, how do we come and engage them, and help them characterize their applications, understand their environment, and ultimately give them a roadmap with the right mix of technology, not only for today, but for the future. So, that's an example of leading much more with services in terms of our Pointnext services, in terms of how we're engaging our customers. Getting very disciplined in terms of when you think about okay how do I want to run my hybrid IT environment? We believe it runs best on a software defined infrastructure solution, Synergy gives us that. So, customers are telling us, hey I want to have more on PRIM, or I want to be able to run my applications on PRIM but I need the same experience that I can get from a public cloud, we can now do that with Synergy. Fully programmable, we're seeing amazing interaction with it we have almost 400 customers engaging, and that pipeline is continuing to grow. And then I think the third part of it, when you talk about solutions, again it's not just about technology, it's how do I want to consume this, right? So, we're hearing from our customers, you know, I need, not all of them want to just buy it from us and install it. So, we do amazing things here that we probably haven't gotten out to the market, and you're going to see us get a lot louder this week about that. For example, through our flexible financial services organization, we have amazing capabilities to really engage with other parts of the line of business, the CFO, and talk to them about how do you really want to finance this, what kind of business relationship are you looking for? With Flexible Capacity services, we bring amazing capabilities to help our customers get a public cloud experience on PRIM, so it's sitting on their environment, we're managing it, they only pay for what they use. The other part of it is, it is customers are telling us increasingly, hey you know what I want to actually have a network of service providers that I can get services from. We have done that through our Cloud28+ and our service provider partner ready program, we have a whole set of service providers optimized for infrastructure, for applications, many of them are located close to our customers, so just a few examples, I think of how we're trying to bring this all together, and a solution message is really elevating it and saying: what is the outcome you're trying to drive, starting there, and then looking at engaging them holistically across all of that. So you're seeing more and more of that. Our demos highlight that, that's the stuff we're trying to highlight at the show. >> Dave, can I pile on to the message piece, too, as well? His messaging guy here, for Jim. You know, there's a lot of noise also out on the marketplace, and I think one of the keys is the advantage of being a more focused company now, we can be much more simple, and forthright and direct in our messaging, right, in terms of who we are, what we're about, what's our strategy, what are the elements that we're putting in place to execute that strategy and it's I think it's really important because you don't get but 60 seconds, right, in front of a customer, or to grab their attention off a Twitter feed, or whatever and so, simplicity is really really important, and I think the advantage of an event like this is it brings our strategy and that message to life, I mean it's three dimensional out there right. It's living and breathing, we bring the customers forward first, that's the lead of every message because that's what other customers want to hear about, what are you going to do for me, right? >> Well, lets talk about the messaging and how it translate, from as I always say, if you got the sizzle you better have the steak, to use that old expression. Just as a random example, the user experience is changing significantly in IT, I mean yesterday I was delayed coming in Southwest coming from Silicone Valley and, you know they sold my seat, they didn't have to drag me off the plane, but you know I'm getting some help in the analog face to face but I got on Twitter, had to DM Southwest, instant channel to Southwest. That proves that the interface to technology in a digital business is changing. Now IT is transforming in a similar way, how are you guys taking the messaging of simplicity at the same time as the product evolution is shifting and architectures are changing. The people who have to consume and manage this stuff, their work is changing, so how do you guys talk about that because that's really where the meat on the bone is sitting that's where the rubber is hitting the road, your thoughts? >> I'll start, and maybe Jason you can pile on, you know I think Jason poked at it, we are a much simpler company today, so our strategy is very clean. It's to make hybrid IT simple, it's to power the Intelligent Edge, and it's to bring the services to help our customer go along that journey. So just starting with that simple message means that we can get out whole organization, our partner organization, on message in terms of what we bring and how we can help them to do that. I think the other part this that's really important is we view innovation today as really a team sport, and as we become more focused, we're actually leaning in a lot harder to our partner ecosystem. Whether it's our traditional partners, like Microsoft and SAP, whether it's new partners like Docker, Mesosphere, you know bringing the containerized environments, or actually curating a new set of partners for the future with Partner Next. Because it is about getting it down the simple thing of what's the outcome you're trying to drive, what's the technology, and the ecosystem and how can we be the company to help bring that forward? And I think that's a lot of the simplicity that you're going to see. You know on stage later today, I think why we're so excited about this is, you know you're going to hear Meg talk a little bit about the journey we've been on but more importantly the outcomes that we're delivering for customers and then what we're going to do is we're going to feature three customer scenarios, talking about what they have done, what their journey has been, their outcomes, their experiences and what they can do today, and then of course, how HP technology is enabling that. >> We had in our opening, Dave and I always talk about this, because we love the shiny new toy. Certainly I'm from Silicone Valley, he's from the east coast but the reality is that all this stuff about declining markets here and there is always a shift to another growth market, even on PRIM, you know, people might buy and consume and interface differently with technology but it doesn't mean that the data is slowing down, it doesn't mean that the value creation is changing, it's shifting. So I think that has really been something that I think you guys have had online, maybe lost in some of the tactical things but, you know, from new style of IT, to this, it's been kind of a cadence that you've been on it's not like you guys are groping for messaging. >> What goes down, yeah, and you can't just snap your fingers and be the transformed company that you want, right, but we're moving at break-neck speed on that and it does all go back to the advantage of that strategy, and the world you just described, right, you want to be nimble. You know, there may be something next month we've never heard of that disrupts the entire container market, right, containers become oh that's so yesterday, we want to be the company that's ready to pounce on the next thing, right, and we're geared to do that. You know, competitors - >> John: (mumbles) containers in microseconds is kind of a big deal, and it's coming out of the labs. >> Well you know, the other thing, I want to just add, so you talk about customers, you start with the customer the technology business is always moved faster pretty much than any business, but now, every customer is technology company, and so they're accelerating the pace, so you've got to accelerate that pace with them and be that provider. Digital transformation is all about data, it's all about becoming a technology company. So what's the message to your customers in terms of your role in helping them accelerate their transformation? >> Well, I think you pretty much hit it, right, in the statement that I use is digital business is technology. You are not going to seed with your digital transformation unless you have the right technology foundation and that's what we heard from those customers on the panel. It's about speed, it's about flexibility, it's about having the right technology that enables me to deliver services back to my internal clients at the speed I need to do it. And you know, that's where our innovation is really focused today, and that's why we're seeing a lot of customers coming to us and saying I want to understand how you did it for CenterPoint, or for Dreamworks and how we can take advantage of that. The other part of it is, technology is a big part of it but it's also the learning and the expertise that we can bring to actually make that technology work in that customer environment - we know how to do that. We're proven in doing that, and I think that's something because we're close to the technology, we not only have the right innovation, we have the right expertise to make it work for our customers, and that's important. >> I don't even think it's early innings either, Dave, I think it's not the game hasn't even started and I think you know one of the things that we believe and we're doing some research on is, we think asset evaluations is going to be completely data driven. Data will be an asset and that will impact the evaluation mechanism to >> Dave: Data is the new currency! >> John: To companies' value, so I think the shift is so early. So, riding the wave, guys thanks so much for coming on theCUBE we really appreciate it. Looking forward to the keynote from Meg Whitman to hear the messaging. Congratulations as you guys continue to - >> Dave: We're fired up! >> Jason: He's fired up. >> Dave: There's a lot of energy, Meg's fired up >> Jason: She's going to bring it today - >> Dave: Antonio is fired up, there's a lot of energy at the company, and you know, we're just excited to get our story out and engage customers. Thanks guys for the opportunity. >> Live here from HPE Discover, this is theCUBE's exclusive coverage, we'll be back with more live action. Three days of wall to wall coverage after this short break. (electronic music)

>> Announcer: Live from San Francisco, it's theCUBE, covering Informatica World 2017. Brought to you by Informatica. (Upbeat music fades) >> Hey, welcome back everyone. We're live here in San Francisco for Informatica World 2017. I'm John Furrier with theCUBE, SiliconeANGLE's flag shift program. We go out to the events and extract the seth-a-pla-noids. My co-host for the next two days is Peter Burris, general manager of Wikibon Research. You can find that research at wikibon.com. Our next guest is Deepak Gattala. Big data architect, enterprise business intelligence strategy and planning with Dell, EMC Dell. Welcome to theCUBE. >> Deepak: Thank you so much. >> Or Dell Technologies. That's a big company now. You got a zillion brands. We just came back from two days at Dell EMC World in Vegas. A lot of action goin' on in your world, but you're here in Informatica World. You are the distinct winner of the Innovation Honorary Award. Tell us about that. That was last night. >> Yeah, exactly. It was a really good. It was great to be there, and part of the Honorary Awards and things like that. Its been really trusting that, well, you should know, big data is coming into maturity at Informatica, and we use a lot of Informatica products to be successful in the big data site. >> So, you're a customer I n this case, with Informatica. You're a customer of theirs. >> Deepak: Yes >> Alright, so how are you guys using Informatica? >> So, Informatica, we use, uh... Well you name it, and we have it so many products that are out there for Informatica right now, so, we started our journey back in 2007 with Informatica Power Center. As we evolved in different silos and different data sets, that got into, over a site regard lot of structure and unstructured data, and the first of big data also started growing tremendously. So, we have a new platform, and we have a data lake today that we harvest a lot of data that's coming from different sources. Some structured, unstructured, semi-structured data. We needed a tool and technology that can help us to actually use our existing skill set, and the army of the people who knows Informatica from the days of 2007 til today, that we have kept in sight. We wanted to level raise our skill set. Then you're creating a bunch of new folks in the big data platform, and starting them from scratch. >> Deepak, Hadoop was supposed to change the world, and like actually kill Informatica. All the press had, "Low End for Matica," and "Big Data Hadoop." Hadoop is just one element, now, of the big data space, or, how we wanted to describe it. Data lakes are also just fine. I don't like the them data lake because they become data swamps if you don't use the data, and as Informatica-- My question is, as data is gettin' laid out, whether it's Hadoop, or in the clouds, making it relevant is a real architectural challenge. Can you share your insight into, how do you guys look at that data architecture? >> Differently, right? So, like anybody else, you know we also face the same problem off record a lot of data or that we put it on, whether it is water data or lake? Whatever you want to call it. Then over the time we realized like, "Oh, okay. "Now what do we do with this data? "What is the value? How we can extract it," right? That's how the tools and technologies around this whole ecosystem comes into the play, which actually provide that value to get that data value extracted from it. Informatica is one of the tools that our choice was offered doing some of the big ops, and going though a process off proof of concept, and we are identified. This is the stage that we have to make a conclusion to say that we want to go with Informatica because of too many reasons I can't speak about, but one the major reason was, what I can say, I can do the same existing skill sets of what we have in house, and improve on top of it. >> So Deepak, the concept of data management used to be associated with managing a file, managing a data base, effectively managing tools that handle data. As we're hearing it increasing applied in the digital universe, I presume at Dell as well, the notion of data management is starting to extend and generalize a little bit differently. How do you see data management? And the next question I may ask you is, from an architectural standpoint, what's the relationship between what you do an architecture standpoint and how you envision data to managed. What is data management to you? >> So the data management is basically like harvesting your data, right? So basically, drives, like I said, data is coming in different forms. You wanted to go and get the data consumption happen from different sources and different silos that we have one time. Now we are at the situation like, what kind of data exists? What is a metadata? What is the governance unearned it, right? So those are becoming more and more and more important as we move and getting mature in this whole data management prospective. >> So, its looking at data across applications and across tools to try to increasingly treat data as an asset that can be managed just like a plant can be managed. Do I got right? >> Exactly. So, we have to realize that now data is an asset. That's where the value is. Your business and your stakeholders, everybody is looking at the data that we extract a value enough. >> So, does a data architect, then... Again a data architect used to be the person who laid out the database manager, and what not. Do you see your job now more as, design plus implementation with an eye towards performance and ensuring peple understand how to use data. Making sure things can be governed. What does the emerging and evolving job of a data architect in this new era of data management as managing data assets? >> So, traditionally with the relational database, it worked pretty well for the architects with the work they are doing, and it worked pretty well. But the thing is with the new changes we are going though, with the fast evolving technologies that we are having and the mobile data that we are getting in different forms. It always gets challenging that it's not just a data architect. It have to be co-- Together with some of the solution architecture together, to see how we have to go and consume all this information, but at the same time, Paul, we are providing value at affect >> So the tools that Informatica is providing are helping you do that? >> Yes the tools at Informatica have definitely helped us, starting at the power center site, which is more inclined towards conditional databases. Today we use big data management tools on our website, which is actually helping us the same kind of value that it provided with the power center. Now we can provide the same value at our new platform. >> So as you look forward over the course of the next few years, do you anticipate that the assets, the data assets that you're creating in Dell, are going to be applied to... How developers going to do things differently? How users are going to do that things differently. How do you see the data architect and data management serving these different consumers of data within Dell? So, what all includes, like, you know the business satisfaction right? The business is trying to get the value of the data yesterday. So, you know what? You need to be so fast enough to deliver the stuff to the business. One of the major capabilities that we are looking at is, to have the self-service capabilities for the business stakeholders so they can go and do themself rather than waiting for the IT or being a bottleneck for them to deliver what they want. >> So I got to ask you about this award. Dell was recently selected as the grand prize winner of the Informatica one million dollar software and services big data ready challenge. Was that cash prize? Michael Dell just spent 69 billion dollars on EMC, you'd probably use-- No, I'm only kiddin' (Peter laughs) Was that cash or was that product services and-- >> No, it's not the cash. You're suggest I'm one of the hundred year award that we got as Dell, being a proactive customer. A few guys who got inbranded. And, so research and the software that actually we are looking at Informatica data and degration hub and Informatica Intelligence Data Lake, which actually will provide self-service capabilities and integration at a single point. >> So you apply-- so, the objective of the self-service capaibility. The outcomes that you seek, you use the data inegration hub and some, for a period of time, some free software and free services to build that pilot, and then roll it outto the organization. >> Exactly. The whole idea is to show the values out of the these tools and technologies that Informatica has been investing` and helping the whole ecosystem to improvise the standards. >> So, Deepak, I got to ask you. We had some of the execs on earlier, and they're talking about, "oh, data's the heartbeat of the organization." You know, kind of cliches, but kind of accurate. We believe that to be true. Certainly, data is the center of the action. But then, it brings up the whole data conversation. Who's the practitioner? Do you have heart surgeons? And then, what about the hygienist? You know you got to have data hygiene. The big data ready challenge is interesting because its always been a challenge to go from pilot to production, but then also its the readiness around an organization's ability to understand what the hell they have, how do they use it, and then how do they take it to the next level? The mastery of doing the data. So, certainly there's different skill sets. How do you look at that analogy, and how would you organize teams around that, because in some cases, there's a heart surgeon needed. You got to redo some surgery on the company, Felt at the data strategy. And, sometimes its just know your hygiene, brush your teeth, if you will, kind of a concept of being ready. Your thoughts and reaction to that? >> So, yeah, initially we also started in the simplest days just to get the data and put it in one place, but it's not; it's just one part of the whole equation. You have so many things like data governance, data quality, data security, because you know, you might have a PIAD now that you want to secure it, and you might have something like, weblocks is doing your security. Everybody has a play in this. Its not just a one thing that you know, here we have the data fusion done, and then, you know, you're good. So it's not that the case. You should just always that the maturity happens in different stages. >> So the hiring and organizing a team, that's a specialty right? You're going to have the more skilled folks, and then some of the, you day to day, maybe an analyst or citizens data wrangler. You know, these things going on. Your thoughts on organizing, and the teams around data. >> Yeah, so one of the teams is that we are starting looking at these. We are harvesting a lot of data scientists interknow to Dell. That's because Dell's the ones, guys stuck Bill Nye on mostly to see, to extract the value of the hidden stuff, that we are not able to see as of today. To do that in an effective manner, we need to know how to unleash those guys and be self sustained by themself, so they can improve the quality and provide the value of innovation. >> The folks that have been following Informatica over the years, they were once a public company. The data warehouse was all the rage. Now, its real time. All kinds of landscape changes in the marketplace. What's Informatica all about today? >> Informatica is no more just data platform. I think its fanning it's wings to do more stuff. Especially on the beginner side. Now you have this Informatica data degration hub, and you are talking about having this intelligent data lake, and things like that. Which is going to be a link to use in learning off machine learning algorithms and things like that, having this whole meditator concept that is matured, or just a metadata manager. And right now, its going very huge because of the different big data platforms are coming together. Its not only the big data platform. The big data platform is very loose term to me. It's just not the Hadoop, you know? It could be... At Dell, we have so many different technologies come together and recall all of them as a data platform for us. We did a platform for us. We know how to just being one of the competent ones. >> So you're saying basically is there's no silver bullet. >> Yes. >> and there is no magical answer. >> But there are skills. >> Yes. >> And so, increasing what you're looking to do, is saying, what are the outcomes? What are the objectives? What are the skills we need to get there? And then, lets look for tools you today are lining up nicely with Informatica. >> Deepak: Exactly. >> So if you think about the next steps that you're going to take, where does the function of a data architect go within Dell, and what kind of recommendations would you make to those users out there who are thinking about how they want to optimize their skills. Their use of their skills in a data analytics world. >> Yeah, sure. So the data architecture is, like I said, knowing the previously in their traditional data warehouse kind of stuff, it was pretty straight forward. But now, they don't-- we are seeing that data architects are getting more and more matured, and I'm getting this data into semi-structured data, and improvising that how the data fit actually get readjusted in the right manner, so that, you know what we can really... Is it like three and one half, or whatever? Is it-- You can't have a data silos anymore? It's like what you need to bring in all data sets together to actually making a meaningful answer-- >> Peter: Well, at least make it possible to bring it together. >> Exactly. >> We had a lot of costs and a lot of pain. >> Yes. >> You may not have to bring them all together. As you said, you don't, its not all about putting it all in the data lake, its about making it possible to acquire. >> Exactly. So you have to know where the data is, you have to be able to quarry, you have to build and reformat on the fly, all these other things to servwe your customers, especially in the self-service world. >> Right. >> So, where does this go? How is this going to drive? What recommendation would you give to companies who are looking to accelerate their use of these new technologies and new approaches? >> I would say this to everybody. Adhere to your customers. Adhere to your business. They are the reason it is for your-- like you know what? There's no person in the organization that knows every domain. So you need to be in a way where right off your sneeze off different data domains that you have, and make sure you pull all these resources together to actually contributing to the whole arbitrational white impact. >> So, start with-- be true to your business. Your customers. Focus on finding data. And then focus on bringing the appropriate level of integration. Not putting it all in one place, but so your customers can be matched to the data they need. >> Deepak: Exactly. >> John: Alright, Deepak, final question. Just your thoughts on the show here. Again 3,000 people and growing every year. The new rebranding, Informatica going into the cloud world. Automation, you're seeing CLAIRE, this new AI meets data. What's your thoughts? >> I think this is phenomenal approach that Informatica is taking right now, and I'm glad. Like you said, there's 3,000 people here really interested to know what's going on and how the things are evolving with Informatica. It's a really great show to be here. Thank you. I'm very glad to be part of it. >> Congratulations on your award for the Big Data Ready Challenge, grand prize winner. A million dollars worth of products. I can knock down some of that purchase price, but I'm sure you guys are big customer. (group laughs) >> Thanks for coming on and sharing your insight as a customer of Informatica. >> It's my pleasure. >> It's theCUBE. I'm John Furrier with Peter Burris. More live coverage in San Fransisco. theCUBE at Informatica 2017. We'll be right back after this short break. Stay with us. (upbeat music)

>> Narrator: Live from Las Vegas, its theCUBE. Covering Dell EMC World 2017, brought to you by Dell EMC. >> Welcome back everyone, we are here live in Las Vegas for a wrap up on day three of three days of wall-to-wall coverage with theCUBE coverage at Dell EMC World, our eighth year covering EMC World Now, first year covering Dell EMC World. It's part of the big story of Dell and EMC combining entities, forming Dell Technologies, all those brands. I'm John Furrier with SiliconANGLE. My co-hosts this week, Paul Gillin and Keith Townsend, CTO Advisor. Guys, great week, I thought I'd be wrecked at this point. But, I mean, a lot of energy here but we heard every story. We heard all the commentary, we heard the EMC people trotting in, about their customer references. We hear the executives on message. Bottom line, let's translate it for everybody. (laughing) All the messaging, pretty tight. >> Yes. >> All singing the same songs. My take away real quickly on messaging, they want to portray that this is all good. Everything's fine. No icebergs ahead. We are going to help customers try to move from speeds to feeds, a bigger message. Not getting there yet. Still speeds and feeds. 14 (mumbles), 14G, that's kind of the high level, thoughts? >> This company wants to dominate. I mean, what we heard again and again these last few days is number one, number one. They want to own the top market share in every market in which they play, and they have a broad array of products to do that. They have a huge mix of products, maybe too many products, but with some overlap, but that's okay, but they clearly are trying to blanket or carpet bomb those markets where they think they can win. Interestingly, there are some markets like big data, like software or cloud infrastructure where they are choosing not to be a big player, and that's okay too. It means they are focused. >> John: Keith, your thoughts. >> So, again, I agree with you, tight marketing. They wanted to get out this message. I think if the present analysts get together at the beginning, they emphasized 310 analysts, from analysts and press, from all over the world. They get out the message. They get these guys and gals in here to cover that message that Dell Technologies, Dell EMC, is the leader in this space. You know what? When big mergers like this happen, I can't think of one that happened well. They are usually rocky to begin with. We haven't seen those rocks at the beginning. We haven't see that at the show. It seems like the messaging has been consistent, the customers more or less get it, and that we can't detect the chinks in the armor, so I think they did a great job of getting that out there, and portraying the stress of the brand, and throughout the show. It was a great show for them. >> They have a good story. Their story better together, obviously that's the whole theme. My impression is, in weaving through all the messaging, is generally, authentically the people are pretty happy with it. I think EMC people have been trying to break out of this, we're a storage company, you know, and I won't say they had a little bit of VMware envy, but VM World events were always different than the EMC World, so those culture clashes weren't necessarily too divergent, but different. You had storage guys, and you had VMware developers, right, so I think EMC was always trying to break out and be bigger, and just couldn't get there. Dell wanted to be more enterprise, right, so I think the two together actually is better, in my opinion. Now will it work? I still think your post is still open. They merged for the right reasons, but look it, they're not done. They got a boat-load of work to do. >> I think they're aware, to Keith's point, they are aware that history is against them, that mega mergers don't work, never have worked in this industry, and so that creates a lot of pressure to make this one work, and the good thing about that for both companies is that they're aware of what went wrong in the past. I mean, we had Howard Elias on this show the first day. Howard Elias went through two of the worst tech mega mergers in history with Compaq Digital and HP Compaq, knows where a lot of those landmines are, so they seemed hyper aware of getting everyone on message, getting everyone talking positively about synergy, and as you said John, the language was consistent from the start. >> Alright, I want to ask you guys a pointed question on that point cause it kind of brings out the next question. Management team, do they have the chops, because, to your point, history's against them, okay? We sat down with Michael Dell, founder, lead entrepreneur, still at the helm. He's a billionaire. They're private, so no shot clock on the public markets. Marius Haas, he's a pro. Howard Elias, a pro. Goulden, he does his thing. On and on and on. I think they got a pretty deep bench. I mean, your thoughts guys? >> So, let's think about that. How many bad mergers has EMC gone through? Data domain >> Paul: Home run. >> Incredible. >> Paul: Home run. >> Home run. >> Paul: DSSD. >> DSSD, well, not so much, but that wasn't really that big of a merger. >> They kind of cleaned that up pretty quickly. >> Yeah, they did, what doesn't work they get it out quick, so great management team understands the complexities of mergers. VMware merger, or acquisition, probably one of the best in the history of tech, so the management team has the chops to understand where the value is added, extract that value, and expand it. >> That's a great point. And they know when to leave stuff alone too. >> John: Yeah, engineering lead but they're also, because we heard Jeff Boudreau on talking about the storage challenges. He's like, we know what to do, we took the lumps trying to, late to the game on Flash, we're not going to be late to the game in these other areas, and he is very hyper focused. But the other thing that we didn't talk about is that EMC has just been an impeccably, credible sales organization. They know how to sell, they know how to motivate sales people. They know how to tell the tell the enterprise sales motion, which is the biggest challenge in today's industry. Every company I talked to, startup to growing IPO is we need better enterprise sales. Look at Google. Look what they're doing in the cloud. They are struggling because they have great tech and horrid sales people. They are hiring young people doing phone work. Enterprise sales is a tricky game. >> Arguably the best enterprise sales force on the planet was EMC. I mean, these are the guys who would get on a plane at midnight, would charter a plane at midnight, to get to the customer's site to fix a problem, and no other company does it like that, and Dell has a lot to learn from that. If Dell can really take that knowledge and that culture and absorb it into their own enterprise sales force, they are going to have huge opportunity with their server division. >> I want to take a minute just to thank our sponsors for their awesome CUBE coverage. You guys did great. Dell EMC, Toshiba, Virtustream, Cisco, Dato, Nutanix, Druva, and VMware. Thanks to your support, we had two CUBEs covering VM World, 20 plus videos a day, for 3 straight days. All that's on youtube.com/siliconangle. Of course, siliconangle.com for all the journalism and reporting. Wikibon.com for all the great research, and also a shoutout to Keith at @CTOAdvisor. Check him out on Twitter, always part of the conversation, super influential. Guys, great job this week. Just high level marks. My take away? Hyper converge, big time focus on these guys. VMware is the glue, Hybrid Cloud, and they're defensively using Pivotal to hold the line on Amazon, so thoughts on that point? I see you rolling your eyes. >> I just got out with James Watters, the SVP within that business unit. Pivotal is a key part of this. You know Michael has stressed on theCUBE, on Twitter, how important Pivotal is to their long term success. One of Dell's challenges, Dell EMC's, and this is not just Dell EMC, it's infrastructure companies throughout the landscape, is getting out of that conversation with their VP of infrastructure, getting into the offices of the CIOs, COs, CMO, and having these business conversations, and it's going to take a Pivotal type of solution to get that done. I thought Michael made a very great point that that white glove services, that's basically their service organization, is basically the older EMC services organization that's used to getting on a flight, solving the problem. Whatever the original statement at work was, they are willing to tear that up, and get down, get dirty, and get that done. They need to translate that >> The question for you then is this, without Pivotal, they have no play for the app developers? >> Keith: None. >> Amazon would mop that up and they'd have no positions, so I would say it is certainly a placeholder, a good one, I'm not going to deny that. The question is how big is that market for them. Can they get there, can they hold the line on Pivotal and bring in some resources and cavalry to keep that going, thoughts? >> This is where VMware comes into play. VMware has the relationship with the software layer at least, and they have a great story to tell. They need to get in front of the right people and tell that story, that CrossCloud story of being able to develop using CF and then move that to any cloud using NSX. Great story, but John, to your point, they have to get into the right rooms and have the right conversations, >> Yeah. >> Keith: That's a tough thing to do. >> I also got to give them some time. I mean, this merger happened eight months ago. I think it's pretty remarkable what they have pulled off here in such a short time, and to think about the developers are probably not their first priority right now. >> Alright, so we are going to do the metadata segment of our wrap up, which I just made up since it's such a good name, metadata, in the spirit of surveillance. What metadata can you pull out of your interviews, guys, that's a tea leaf that we could read and just nuance points, I'll start. Pat Gelsinger talked about Pivotal sharing, in between the conversations kind of weaved in, yeah, we had to spin out Pivotal, but I could almost see it in his eyes, he didn't say it specifically, but he's like, we shouldn't have sold it, right? And they had to because he said he had to work on the foundational stuff, get NSX done, get that right, but you can almost see that now as, I'd like to bring that back in, although a separate company. To me, I find that a very interesting data point, that that actually makes a lot of sense to your point about VMware. That might be an interesting combination. Why take Pivotal public, roll it into VMware. >> Yeah, I think that is going to be a interesting space to watch over the next few months. VMware and Pivotal have started to once again come back together with solutions. This NSX, CrossCloud talk makes it very compelling. It's hard to predict Dell EMC being relevant long term. They understand the value short term. They have a short rope to take advantage of this cross selling between the Dell and EMC customer. They can grow this business, get revenue short term, but there will be a cliff where they need to make that transition. Cisco is trying to make that transition into a services company, a software company, and it's hard to turn down one knob and turn the other one up. We'll see if Pat, Michael Dell, and the team have the chops to get it done. >> Cisco has to endure the public markets while they are doing that, which is one advantage Dell has. >> Data point that you can extract that you take away from this? >> Synergy, synergy. I mean when two companies this big come together, you're looking at a lot of product line overlap. I came out of this, though, thinking that there really isn't that much product line overlap. You've got a company that's strong in the mid market, with the small companies, a company that's strong in the enterprise, storage, servers, not a lot of overlap there. The big question for me, so I think the synergy question is this merger makes sense from that perspective, and the big question is software, what are they going to do with those software assets, and to your point, the future is going to be, software defined everything, and that's not a story they're telling yet. >> Keith, extracted insight that you observed that was notable that you kind of picked out of the pile of the interviews. Anything notable to you? Something obscure that made you go, wow I didn't know that, oh that's a good piece of the puzzle to put together. >> You know what, just the scale of, you look at the merger, 57 billion dollars, and on paper you are like, okay that's interesting, but a lot of the numbers coming out, you know, we talked to the senior VP of marketing and he says, you know, my guys are making bank, actually that's to paraphrase him. You said that John, that they are making bank, and one of the things that I worried about was the culture, the sales culture between Dell and EMC. Dell sales culture, very web based, very, you know I had a Dell rep and there was not an awful lot of value add, EMC >> Paul: Value add. >> The value add, and those guys earned their money, and bringing those two together and making sure that customers don't miss a beat and still get that EMC value, but Dell is able to maintain that same cost structure, I thought that was a really complicated thing to do. It seems like they are executing really well on that, and I thought from a customer's perspective, you want your supplier to make money and you want it to not be too disruptive, but you know, you want to see some value. >> Great point, that was one of highlights of my take aways, Marius Haas' interview around sales and comp and structure. They are used to a lot of bank, those sales guys, and now it's like, hey we're going to give you a haircut, what? I was about to make a million dollars on commissions this year. >> This merger will not work unless the sales organization is in sync. >> Other notables for me, just that jumped out at me, that kind of made me go, that amplifies a point, that's memorable is Michael Dell's interview hits home the point of entrepreneur founder, lead guy, and there's only three left in the industry, Ellison, Dell, and Bezos, in my mind that are billionaires that are actively, not mailing it in, they are actively driving their business, have a great ethos and culture that is creating durability. I find that the key point for me, that was a moment. I think he does sell Pivotal a little too much, which gives me a little red flag, like hmm, why is he pushing Pivotal so much, what is he hiding, but that's a different story. Michael Dell, founder. Gelsinger shared some personal commentary around his personal life. 2016 was the hardest year of his life. >> Keith: That was a mean story. >> Personal and business. Almost got fired. Remember last year? >> Yeah. >> Pat Gelsinger, you're fired. So, he had a tough year, now he's kicking ass, taking names, evaluation's on the rise. That jumped out at me. And finally, the little nuance in this merger is the alliance opportunity. Dell had the Intel, wintel, Microsoft relationships from day one, that history, Intel was on stage. EMC's had it, but not at the deep level that Dell did. So I see the alliance teams really grooving here, so that's going to impact channel marketing, SIs. I think you are going to see a massive power base, to your scale point, around alliances in the industry, the ecosystem. It's either going to blow up big or blow up bad. Either way its high octane power, Intel. >> Keith: It is a big bet. >> It's a big bet. Those are my points. Anything that jumped out at you, final thoughts, interviews? >> Jeff Townsend threw off an interesting statistic, 70% of the traffic on the internet will be video by 2020. I never heard that one before, but that has some pretty interesting implications for how infrastructure has to manage it. >> Yeah, great for our business. We're doing video right now. Keith, anything that jumped out at you, anything else? >> The scale of this show compared to, I've been at Dell World, I've been to EMC World. The energy is different here. I can say that for sure, from the EMC Worlds and the Dell Worlds that I've been at. Customers, I think, are wide eyed. I've been to plenty of VM World's. It doesn't quite have the flavor of a VM World, but I think customers are starting to understand the scale of Dell EMC, the entire portfolio. You walk the show floor, you're like, wow I didn't know >> John: The relevance has increased. >> Just little bits of this larger Dell technologies that customers are picking up on, that they're keying on that there's value there. >> The 800 pound gorilla, the very relevant impact, people are taking notice. >> If you are a one product Dell customer or a one product EMC customer and you are coming to the show for the first time, I think you're a little bit wowed. >> Alright, guys, great job. Keith, great to have you host theCUBE. Great job, as always. Really appreciate you bringing the commentary to theCUBE. Great stuff. >> Always great being here. >> Paul, great editorial, great insight, great questions. Great to work with you guys. Great to the team. Thanks to our sponsors. Go to siliconangle.com, wikibon.com, and go to youtube.com/siliconeangle and check out all the videos and the playlists, more coverage, great. Thanks for watching our special coverage of Dell EMC World 2017. See you next time.

>> Announcer: Live, from San Francisco. It's The Cube, covering Oracle Open World 2016. Brought to you by Oracle. Now, here's your host, John Furrier and Peter Burris. >> Hey, welcome back everyone, we are live here in San Francisco. This is SiliconANGLE Media's The Cube. It's our flagship program, we go out to the events and extract the signal from the noise. I'm John Furrier, the CEO of SiliconANGLE Media, joined by co-host Peter Burris all week. Three days of wall-walk of day three. He's the head of research at SiliconeANGLE Media Inc., as well as the general manager of Wikibon research. Our next guest is Roddy Martin, VP of SC Supply Chain Cloud Product Marketing at Oracle. Welcome to The Cube. >> Thank you very much for the opportunity. I look forward to the discussion. >> Thanks for coming on. Really want to hear your thought leadership around the supply chain transformation, because it might be a little bit bumpy depending upon your perspective. But is a huge opportunity going on in every single theater of where software used to be a point solution. The cloud is now an opportunity for customers to think differently, and is a catalyst for essentially a business model change as well as a fundamental data-driven change. Your thoughts on this? What do you see going on? What are the key inflection points? >> So a very interesting part of my background is I came out of the brewing industry in South Africa. and then I led the supply chain practice at AMR Research, which today is Gartner. And we did a lot of studies on, what are companies doing to lead this transformation? Because it's a transformation of the interim business operating model of a company. This is not stitching data together in the traditional supply chain system sense. So one of the very first foundations that is really fundamental, and Gartner has done a great job of carrying the search forward, is the idea that every company progresses to an interim operating model in five stages of capability, and every one of those builds on the other. So they're either reacting in stage one's problem and never saw the shortage coming and ran out of product. Stage two is I performance improve around projects. Stage three is I drive functional excellence. And stage four I start working as an engine outside an operating model. In other words, I'm driving the business from what's happening in the market and I'm making sure that supply is matching demand. So it's very interesting and it's very important to consider that as the base foundation for this whole discussion. >> So that outside is interesting, we've heard this before, a lot of people are going that way, but there's no shortcuts. Can you talk about, cause you talk about the endpoint is then outside-in. >> Right, when you're operating as a demand-driven interim supply channel operating model, you can't run out of supply, right? So if you saw a change happening in the marketplace but there's nothing to supply, you've really just messed up the business. And so, each of these stages builds on every other stage. So functional excellence is: Am I good at planning? Am I good at product management? Am I good at logistics? Because those are the foundations for operating in the interim business model. This is why the Oracle's blanching in the cloud, in fact all of Oracle's developments in the cloud are so important because you're effectively building a new process oriented operating model that spins the entire business. If I started off with ERP systems and then I put logistics in place and tied it together, there's all sorts of disconnects in the business. When you pick it up in cycle times, you pick it in disconnect sometimes, they don't see changes to the marketplace for weeks. So, this overarching end to end supply chain operating model in the cloud is a fundamental enabler. >> So how do you gauge a customer? First of all, I buy everything that you said, but I want to bring up a point, because it seems to me that the theme of Oracle OpenWorld that traditional applications and I won't say, I'll just say the word Silo just to use it as a point, has been a specific domain specific thing. But to be end to end and be outside-in, which is the end game, you have to know how to talk and integrate with other systems which might have been a problem if you built the most badass end to end system. >> That is a part of the challenge and in fact, a lot of companies that I've worked with over the 15 years I've been researching this, they get stuck for that very reason. In other words, this is a re-engineering of the whole IT infrastructure versus having a thousand consultants come in and tie all my data together over a question of four years and move 15 instances of whatever system you want to one. >> So, if I question on the journey thing, you mentioned thousands of consultants, which customers are now seeing. They want faster mile posts, they want to see faster agility but a lot of the customers actually outline the journey for the customer. So they're saying, here's your journey and they shorten the mile posts for the deliverables. But they're the one getting paid for it so is that the right model, should they be outlining the journey for the customer? >> And they are. It's been very interesting because I was a partner with a major global consulting company for four years and I've been mixing with them here, they suddenly recognizing that this path to the cloud is something they've better get on the bandwagon because they're not going to have a thousand consultants deploying whatever ERP system you talk about as the future of IT. So, what's happening is the business is having much more of a say in this fast deployment, fast time to value, putting these new-- >> So they're driving the journey for parameters? >> They are gearing up for this new journey, the consultants are. >> So, let's get to the fundamentals behind all this and ask a question about it. At the end of the day, digital technologies give customers an option to do their journeys very differently whether in a B2B sense or a consumer sense. And as they use digital technologies, they're also giving data up and so we have now a combination where customers are getting something out of digital, they are demanding it as part of the engagement model. They are giving up data along the way, and the technologies for sensing and doing something with that data in business are now, we're not figuring out how that impacts business design, process design, and offering design. >> So, that's stage 4S, what we talk about is people, process, and technology versus, in the past, when you had stage one, two, and three. People as one set of projects, process as another set of projects, and technology as another set of projects. >> Yeah, I may or may not take some middlings with the model you put out, but it does matter. At the end of the day, what is driving this increasingly is that it used to be that the dominant consideration in, I think, and I'm testing you, the dominant consideration was assets. Where is the physical asset, where are the materials, where is the machine, and we'll focus our returns on this things and then presume that there's a demand for it and now we're getting all this data about demand and that is having an impact on how we talk about arranging the assets. >> That is the inside-out to outside-in. So, let me give you an example without mentioning companies. A major retailer and a major pharmaceutical company. They share pollen data, they share weather data, they mine Facebook to find out what are people saying about allergies, let's say in New England. And the ragweed's busting and they say, do we have the right levels of inventory, and they're moving inventory to make sure that people who aren't on Facebook are saying we can't buy this particular product. They're moving inventory, that's the difference. >> So, they're sharing data amongst themselves. >> Yes, and they're collaborating between retailers. >> Arguably a similar example, and a retailer that's actually not moving inventory but moving pointers and offering new channel options so that someone decides may not, that they know somebody's going to come into the store, the size may not be there but they can still get it to them that day. >> So, it's very interesting, Procter and Gamble, who I did a lot of work with, and this is public domain information, the CEO drove two fundamental transformation messages in the business. And they called it the two moments of truth. He said, we will always have our product when we say we've got a product. So, if we promote a new product, the consumer goes to the shelf, it will be there. Moment of truth number two, we understand why consumers choose and use our products. And you don't fix number two until you fix number one because if I wanted a small tube of toothpaste and I went in and there were only big ones, it's the wrong buying signal. So, what you're seeing is that whole flip to measuring what the market's looking for and shaping their demand and then making sure that the assets and the supply system is geared to deliver. >> Right, I want to ask you a question. First of all, I love that point, I love your point about the data, but here's the question: cause supply chain has been very instrumentation drive, okay, and that certainly is transforming but now you mention Procter and Gamble. We are living in an era where, in the history of business, you can actually now potentially measure everything. So how does that impacting the reconfiguration of the business model? I mean, Procter and Gamble has those moments of truth, every company will have a moment of truth which is, everything is now measurable so, advertising to employee things and everything. >> So let's take the asset story versus the on shelf thing, right, so when I have assets and I'm getting all the data out of my assets, what am I doing with all of that data, right? Because it's not connected to demand. What I got to know is what demand data do I really want to be able to move my assets to the right place. >> Peter: By the way, the shelf is an asset. >> Of course it is, yes. It's a sensing point and it's an asset. They own it, they replenish that shelf. So the point is, data is everywhere and now these, the consulting and the BPM organizations supporting and companies doing their own business process manner, they got to know what data is really important and what data from the outside-in is going to allow me to leverage a new operating model for my business and become digital. >> So, this is really awesome, I was talking with an Oracle executive last night at one of their customer parties and we had a conversation around this data sharing. This is a new, different behavior. This is a theme of the show that no one's really talking about but it's in plain sight which is there is a data sharing aspect of systems and vendors and companies. >> Roddy: That's why the cloud is so important. >> John: This is now impacting everything. >> Everything. >> How do companies go forward and do this? What are you seeing, is there a best practice, is there a starting point? Is there a five step process on that? >> Well, first of all, these transformations are being lead by the C level executive team in a business. This is now longer somebody who decides to buy a new IT system and plug it in to the business. So, the business is saying, how do we change the operating model of the way we work, right? So, and then, what are the capabilities, and this is where that five stage model comes in, what capabilities do we need to look at building over the next three years so that we can operate in this intent way because you can't wake up tomorrow and go from an inside-out asset driven business to an outside-in demand driven business in two weeks. It ain't going to happen. >> So what's the progression? What's the progress bar look like when you have that moment of an epiphany and say, you know, I'm the CEO-- >> What's the earning point of the business? If it's Procter and Gamble, I want X number of one billion dollars brands. If you're a pharmaceutical company, you want to launch brand new drugs and you want to do it at half the price and half the speed that you're used to. It's the business articulating, this is why the leadership teams are so fundamental, articulating what's the burning platform and then translating that back into the capabilities-- >> So you get a reverse engineer. >> Outside-In. >> Outside-In, I love it. >> The way our research says it, and it's very similar but I want to test this because it's, we say start with context. >> Yes. >> What are you going to do with your customer that you have to do better than everybody else? And then identify the community that you're going to do it with and identify the capabilities that are going to delight that community. So it's context, community, and capabilities. >> Now here's the context, further piece to context. If context changes, how quickly do I sense that change and how fast can I respond to that change? Because if I've got all my asset capabilities and my supply capabilities locked into one set of context and that changes and I now have to re-engineer my whole business, I may lose the whole show in the process. I got to see those changes as they are happening, literally in real time. This is where the internet of things, this is where demand shaping, demand sensing, retailers collaborating, supplies connected into supply chain, everybody sharing that information and the fact that not many people, they don't know how to do it. The culture of business is not yet at the points-- >> That's why the measurement thing I brought up, I mean Procter and Gamble, they used to say to their agencies, we know that 50% of our advertising is good, we don't know which half. So now they can measure it all just like in every other aspect so this is where the business model-- >> You also have to be careful about whether or not, again going back to context changes, measurements change, data can blow you away. You have to be very smart about how you do it so a lot of these intelligent things, machine learning, how the models get built, how the insides get delivered, all become very very important. Very quickly, I have two quick questions for you. One is really approximate to the conversation, one less so but the approximate one: IOT. IOT is, has many many applications. Certainly turning analogue data into digital data so you can build models is a crucial piece of it. But it also has another implication in how you enact the output of that model back into the real word. How does supply chain and IOT come together? >> So if you look at the studies that are being done by Oracle and Gartner et cetera on what's important to the supply chain, two things come up. One is visibility and the other is analytics. Right, so there's tons of data available, to your point just now. That data could cause massive noise to the business unless you know what you're looking at. I know companies that will say, 95% visibility of changes on their demand side is good enough but I'm good enough on the supply side to be able to adjust. But you got to know which data to look at. So I'm looking at on shelf. I'm looking at what consumers are choosing and using, I'm looking to see what of my contract manufacturers-- >> Peter: Analyze key constraints. >> Bingo, so it's not about, I think what we're all going to have to learn in the internet of things is we need, again, a cloud based internet of things platform that does the analytics. >> Because we can rewire things faster. >> Exactly, you can adjust the business to new scenarios based on what you're reading from the demand side and what you're reading from the supply side. >> So you're a great foil for my second question. My second question is you look back at the history, or the recent history let's call it, of strategy, very asset based, Porter said pick the industry that has the best returns, pick your position in that industry, then choose your games based on the five factor analysis that you want to play to get to that position. Very asset oriented, we're in control, that's going to dictate how things change. What you just suggested was a very very different way of thinking about strategy. >> Same fundamentals. It's the same fundamentals but it's allowing yourself to adjust those fundamentals based on what's happening in the market place. >> Peter: But you're not going to base it on just the assets. >> No, we're not going to base it on the assets unless you've focused on, like if you're an engineering company and that's all you make is machines, you can't suddenly start producing toothpaste, for example. There are, that's why I say it's a reconfiguration of those same principles but flexible enough to meet demand. >> So how does, how does the world of design and the world of strategy start to come together in C suite? >> Fundamentally, because it's the voice of the customer that starts to count. It's the voice of the customer that dictates the strategy. So if my customers don't want green Guinness for Saint Patrick's Day, don't make any, because it's going to hang around and get thrown away, right? So, the voice of the customer determines what's happening on the demand side and the supply side has to be agile enough to meet that need. >> So, I would suggest keep Guinness the way it is because it's damn good the way it is, so personally I would agree on the Guinness comment. No green Guinness. >> So, what's the South Africa beer? >> Castle Lager. Well, SAB, South African Brewery, has been bought by Anheuser-Busch InBrev, a massive big giant. >> We love beer and if there's any beer sponsors out there, we're happy looking for our Budweiser. We want a, maybe an IPA in there. Roddy, thanks for spending the time, coming in with you, appreciate it. Some thought leadership here on Reconfiguration and looking at some of the nuances that are really going to impact the buyers here on The Cube. Oracle Open will be back with more live coverage from SiliconANGLE's The Cube after this short break.

>> Announcer: Live from San Francisco it's The Cube covering Oracle OpenWorld 2016 brought to you by Oracle. Now here's your host, John Furrier and Peter Burris. >> Hey welcome back everyone. We are live in San Francisco at Oracle OpenWorld 2016. This is SiliconANGLE, the key of our flagship program. We go out to the events, extract a signal from the noise. I'm John Furrier, Co-CEO of SiliconANGLE with Peter Burris, head of Research at SiliconANGLE as well as the General Manager of Wikibon Research, our next guest is Siddhartha Agarwal, Vice-President of Product Management and Strategy of Oracle Cloud Platform. Welcome back to the Cube, good to see you. >> Yes, hi John. Great to be here. >> So I've seen a lot of great stuff. The core messaging from the corporate headquarters Cloud Cloud Cloud, but there's so much stuff going on in Oracle on all the applications. We've had many great conversations around the different, kind of, how the price are all fitting into the cloud model. But Peter and I were talking yesterday in our wrap-up about, we're the developers. >> Siddhartha: Yeah. >> Now and someone made a joke, oh they're at JavaOne, which is great. A lot of them are at JavaOne, but there's a huge developer opportunity within the Oracle core ecosystem because Cloud is very developer friendly. Devops, agile, cloud-native environments really cater to, really, software developers. >> Yeah, absolutely and that's a big focus area for us because we want to get developers excited about the ability to build the next generation of applications on the Oracle Cloud. Cloud-native applications, microservices-based applications and having that environment be open with choice of programming languages, open in terms of choice of which databases they want, not just Oracle database. NoSQL, MySQL, other databases and then choice of the computeship that you're using. Containers, bare metal, virtual environments and an open standard. So it's giving a very open, modern easy platform for developers so that they'll build on our platform. >> You know, one of the things that we always talk about at events is when we talk to companies really trying to win the hearts and minds of developers. You always hear, we're going to win the developers. They're like an object, like you don't really win developers. Developers are very fickle but very loyal if you can align with what they're trying to do. >> Siddartha: Yeah. >> And they'll reject hardcore tactics of selling and lock-in so that's a concern. It's a psychology of the developers. They want cool but they want relevance and they want to align with their goals. How do you see that 'cause I think Oracle is a great ecosystem for a developer. How do you manage that psychology 'cause Oracle has traditionally been an enterprise software company, so software's great but... Amazon has a good lead on the developers right now. You know, look at the end of the day you have to get developers realizing that they can build excellent, fun creative applications to create differentiation for their organizations, right, and do it fast with cool technologies. So we're giving them, for example, not just the ability to build with Java EE but now they can build in Java SE with Tomcat, they can build with Node, they can build with PHP and soon they'll be able to do it with Ruby and Daikon. And we're giving that in a container-based platform where they don't necessarily have to manage the container. They get automatic scalability, they get back up batching, all of that stuff taken care of for them. Also, you know, being able to build rich, mobile applications, that's really important for them. So how they can build mobile applications using Ionic, Angular, whatever JavaScript framework they want, but on the back end they have to be able to connect these mobile apps to the enterprise. They have to get location-based inside and to where the person is who's using the mobile app. They need to be able to get inside and tell how the mobile app's been used, and you've heard Larry talk about the Chatbot platform, right? How do you engage with customers in a different way through Facebook Messenger? So those are some of the new technologies that we're making very easily available and then at the end of the day we're giving them choice of databases so it's not just Oracle database that you get up and running in the Cloud and it's provision managed, automated for you. But now you can ask for NoSQL databases. You can have Cassandra, MongoDB run on our IaaS and MySQL. We just announced MySQL enterprise edition available as a service in the Public Cloud. >> Yeah one of the things that developers love, you know, being an ex-developer myself in the old days, is, and we've talked to them... They're very loyal but they're very pragmatic and they're engineers, basically they're software engineers. They love tools, great tools that work, they want support, but they want distribution of their product that they create, they're creators, so distribution ultimately means modernization but developers don't harp too much on money-making although they'd want to make money. They don't want to be abandoned on those three areas. They don't want to be disloyal. They want to be loyal, they want support and they want to have distribution. What does Oracle bring to the table to address those three things? >> Yeah, they're a few ways in which we're thinking of helping developers with distributions. For example, one is, developers are building applications that they exposing their APIs and they want to be able to monetize those APIs because they are exposing business process and a logic from their organization as APIs so we're giving them the ability to have portals where they can expose their APIs and monetize the APIs. The other thing is we've also got the Oracle Cloud Marketplace where developers can put their stuff on Oracle Cloud Marketplace so others can be leveraging that content and they're getting paid for that. >> How does that work? Do they plug it into the pass layer? How does the marketplace fit in if I'm a developer? >> Sure, the marketplace is a catalog, right, and you can put your stuff on the catalog. Then when you want to drag and drop something, you drop it onto Oracle PaaS or onto Oracle IaaS. So you're taking the application that you've built and then you got it to have something that-- >> John: So composing a solution on the fly of your customer? >> Well, yeah exactly, just pulling a pre-composed solution that a developer had built and being able to drop it onto the Oracle PaaS and IaaS platform. >> So the developer gets a customer and they get paid for that through the catalog? >> Yes, yes, yes and it's also better for customers, right? They're getting all sorts of capability pre-built for them, available for them, ready for them. >> So one of the things that's come up, and we've heard it, it was really amplified too much but we saw it and it got some play. In developer communities, the messaging on the containers and microservers as you mentioned earlier. Huge deal right now. They love that ability to have the containerization. We even heard containers driving down into the IaaS area, so with the network virtualization stuff going on, so how is that going to help developers? What confidence will you share to developers that you guys are backing the container standards-- >> Siddhartha: Absolutely. >> Driving that, participating in that. >> Well I think there are a couple of things. First of all, containers are not that easy in terms of when you have to orchestrate under the containers, you have to register these containers. Today the technology is for containers to be managed, the orchestration technology which is things like Swarm, Kubernetes, MISO, et cetera. They're changing very rapidly and then in order to use these technologies, you have to have a scheduler and things like that. So there's a stack of three or four, relatively recent technologies, changing at a relatively fast pace and that creates a very unstable stack for someone who create production level stuff for them, right? The docker container that they built actually run from this slightly shaky stack. >> Like Kubernetes or what not. >> Yeah yeah and so what we've done is we're saying, look, we're giving you container as a service so if you've already created docker containers, you can now bring those containers as is to the Oracle Public Cloud. You can take this application, these 20 containers and then from that point on we've taken care of putting the containers out, scaling the containers up, registering the containers, managing the containers for you, so you're just being able to use that environment as a developer. And if you want to use the PaaS, that's that IaaS. If you want to use the PaaS, then the PhP node, JavaSE capability that I told you was also containerized. You're just not exposed to docker there. Actually, I know he's got a question, but I want to just point out Juan Loaiza, who was on Monday, he pointed out the JSON aspect of the database was I thought was pretty compelling. From a developer's standpoing, JSON's very really popular with managing APIs. So having that in the database is really kind of a good thing so people should check out that interview. >> Very quickly, one of the historical norm for developers is you start with a data model and then you take various types of tools and you build code that operates against that development for that basic data model. And Oracle obviously has, that's a big part of what your business has historically been. As you move forward, as we start looking at big data and the enormous investment that businesses are making in trying to understand how to utilize that technology, it's not going as well as a lot folks might've thought it would in part because the developer community hasn't fully engaged how to generate value out of those basic stacks of technology. How is Oracle, who has obviously a leadership position in database and is now re-committing itself to some of these new big data technologies, how're you going to differentially, or do you anticipate differentially presenting that to developers so they can do more with big data-like technologies? >> They're a few things that we've done, wonderful question. First of all, just creating the Hadoop cluster, managing the Hadoop cluster, scaling out the Hadoop cluster requires a lot of effort. So we're giving you big data as a service where you don't have to worry about that underlying infrastructure. The next problem is how do you get data into the data lake, and the data has been generated at tremendous volume. You think about internet of things, you think about devices, et cetera. They're generating data at tremendous volume. We're giving you the ability to actually be able to use a streaming, Kafka, Sparc-based serviced to be able to bring data in or to use Oracle data intergration to be able to stream data in from, let's say, something happening on the Oracle database into your big data hub. So it's giving you very easy ways to get your data into the data hub and being able to do that with HDFS, with Hive, whichever target system you want to use. Then on top of that data, the next challenge is what do you visualize, right? I mean, you've got all this data together but a very small percentage is actually giving you insight. So how do you look at this and find that needle in the haystack? So for that we've given you the ability to do analytics with the BI Cloud service to get inside into the data where we're actually doing machine learning. And we're getting inside from the data and presenting those data sets to the most relevant to the most insightful by giving you some smart insights upfront and by giving you visualizations. So for example, you search for, in all these forms, what are the users says as they entered in the data. The best way to present that is by a tag cloud. So giving you visualization that makes sense, so you can do rich discovery and get rich insight from BI Cloud service and the data visualization cloud service. Lastly, if you have, let's say, five years of data on an air conditioner and the product manager's trying to get inside into that data saying, hey what should I fix so that that doesn't happen next time around. We're giving you the big data discovery cloud service where you don't have to set up that data lab, you don't have to set up the models, et cetera. You could just say replicate two billing rows, we'll replicate it in the cloud for you within our data store and you can start getting insight from it. >> So how are developers going to start using these tools 'cause it's clear that data scientists can use it, it's clear that people that have more of analytic's background can use it. How're developers going to start grabbing a lot of these capabilities, especially with machine learning and AI and some of the other things on the horizon? And how do you guys anticipate you're going to present this stuff to a developer community so that they can, again, start creating more value for the business? Is that something that's on the horizon? >> You know it's here, it's not on the horizon, it's here. We're helping developers, for example, build a microservice that wants to get data from a treadmill that one of the customers is running on, right? We're trying to get data from one of the customers on the treadmills. Well the developer now creates a microservice where the data from the treadmill has been ingested into a data lake. We've made it very easy for them to ingest into the data lake and then that microservice will be able to very easily access the data, expose only the portion of the data that's interesting. For example, the developer wants to create a very rich mobile app that presents the customer running with all the insight into the average daily calorie burn and what they're doing, et cetera. Now they can take that data, do analytics on it and very easily be able to present it in the mobile platform without having to work through all the plumbing of the data lake, of the ingestion, of the visualization, of the mobile piece, of the integration of the backend system. All of that is being provided so developers can really plug and play and have fun. >> Yeah, they want that fun. Building is the fun part, they want to have fun-- >> They want relevance, great tools and not have to worry about the infrastructure. >> John: They want distribution. They want their work to be showcased. >> Peter: That's what I mean about relevance, that's really about relevance. >> They want to work on the cool stuff and again-- >> And be relevant. >> Developers are starting to have what I call the nightclub effect. Coding is so much fun now, there's new stuff that comes out. They want to hack with the new codes. They want to play with some that fit the form factor with either a device or whatnot. >> Yeah and one other thing that we've done is, we've made the... All developers today are doing containers delivery because they need to release code really fast, right. It's no longer about months, it's about days or hours that they have to release. So we're giving a complete continuous delivery framework where people can leverage Git for their code depository, they can use Maven for continuous integration, they can use Puppet and Chef for stripping. The can manage the backlog of their task. They can do code reviews, et cetera, all done in the cloud for them. >> So lifestyles, hospitality. Taking care of developers, that's what you got to do. >> Exactly, that's a great analogy. You know all these things, they have to have these tools that they put together and what we're doing is we're saying, you don't have to worry about putting together those tools, just use them. But if you have some, you can plug in. >> Well we think, Wikibon and SiliconeANGLE, believe that there's going to be a tsunami of enterprise developers with the consumerization of IT, now meaning the Cloud, that you're going to see enterprise development, just a boom in development. You're going to see a lot more activity. Now I know it's different in development by it's not just pure Cloud need, it's some Legacy, but it's going to be a boom so we think you guys are very set up for that. Certainly with the products, so my final question for you Siddhartha is, what's your plans? I mean, sounds great. What're you going to do about it? Is there a venture happening? How're you guys going to develop this opportunity? What're you guys going to do? >> So the product sets are already there but we're evolving those products sets to a significant pace. So first of all, you can go to cloud.oracle.com/tryit and try these cloud services and build the applications on it, that's there. We've got a portal called developer.oracle.com where you can get resources on, for example, I'm a JavaScript developer. What's everything that Oracle's doing to help JavaScript developers? I'm a MySQL developer. what's everyone doing to help with that? So they've got that. Then starting at the beginning of next year, we're going to roll out a set of workshops that happen in many cities around the world where we go work with developers, hands on, and getting them inside an experience of how to build these rich, cloud-native, microservices-based applications. So those are some of the things and then our advocacy program. We already have the ACE Program, the ACE Directive Program. Working with that program to really make it a very vibrant, energetic ecosystem that is helping, building a sort of sample codes and building expert knowledge around how the Oracle environment can be used to build really cool microservices-based, cloud-native-- >> So you're investing, you're investing. >> Siddhartha: Oh absolutely. >> Any big events, you're just more little events, any big events, any developer events you guys going to do? >> So we'll be doing these workshops and we'll be sponsoring a bunch non-Oracle developer events and then we'll be launching a big developer event of our own. >> Great, so final question. What's in it for the developer? If I'm a developer, what's in it for me? Hey I love Oracle, thanks for spending the money and investing in this. What's in it for me? Why, why should I give you a look? >> Because you can do it faster with higher quality. So that microservices application that I was talking about, if you went to any other cloud and tried to build that microservices-based application that got data from the treadmill into a data lake using IoT and the analytics integration with backend applications, it would've taken you a lot longer. You can get going in the language of your choice using the database of your choice, using standards of your choice and have no lock-in. You can take your data out, you can take your code out whenever you want. So do it faster with openness. >> Siddhartha, thanks for sharing that developer update. We were talking about it yesterday. Our prayers were answered. (laughing) You came on The Cube. We were like, where is the developer action? I mean we see that JavaOne, we love Java, certainly JavaScript is awesome and a lot of good stuff going on. Thanks for sharing and congratulations on the investments and to continuing bringing developer goodness out there. >> Thank you, John. >> This The Cube, we're sharing that data with you and we're going to bring more signal from the noise here after this short break. You're watching The Cube. (electronic beat)

>> Voiceover: Live, from Orlando, Florida, it's The Cube, covering Sapphire Now, headlining sponsored by SAP HANA Cloud, the leader in platform as a service, with support from Consolink, the cloud internet company. Now, here are your hosts, John Furrier and Peter Burse. >> Welcome back everyone, we are here live in Orlando, Florida for Sapphire Now, SiliconeANGLE Media's exclusive coverage of Sapphire. I'm John Furrier with Peter Burse. This is our flagship program, we go out to the events, and extract the citizen noise, you're watching The Cube. I want to do a shout-out to our sponsors. Without their help, we would not be here. SAP HANA Cloud Platform, Consolink at CONSOL Cloud, hot start up in Silicone Valley, and also we have Cap Gemini, we have EMC. Thanks so much for your support. Our next guest is Gaby Corin, who's the EVP of the Americas for Panaya, accompanied about a year ago by Infosys, now a part of Infosys. Welcome to the Cube. >> Thank you so much. >> Congratulations on the acquisition over a yeah ago, but you guys are to a part of the big machinery of Infosys, which is tier one systems integrated part of SAP's global channel, as they call it, but essentially, you're out serving customers all over the world. >> Gaby: That is correct, yes. >> At Infosys, what's your role in the Infosys organization, and what does your company do? >> Okay, so, I'll start with the company. Panaya was founded ten years ago. Our quest is to help customers to perform all their changes in their ERP environment. We basically analyze the environment, create that mapping, that baseline that helps them understand exactly what they're dealing with, then we support them in scoping out the changes, and then, we work with them throughout the journey of executing on all the testing cycles associated with all the changes. We serve about two thousand customers, and we are a hundred percent cloud-based solution. My role as EVP for the Americas is to support all customers in the region, and we're working very closely with Infosys into bringing Panaya as part of their offering to accelerate the processes, to bring innovation, and to bring much more efficiency to all the SAP projects and activities that they perform with our customers. >> We had the global partner person on earlier, and that was the big point, innovation's now at the center, not just delivery, which Infosys has been great at, but also other things, innovation, time is very important. >> Exactly. >> Your solution speeds things up, so share with us what it is, is it a SAS space? Is it code analyzers? Is it for QA? Is it for testing? What specifically do you guys solve? What problem do you solve? >> Great question. First of all, we are a SAS-based solution, so we do everything in the cloud. This helps, as you said, perform all the tasks faster and more efficiently. The pain that we're coming to address is the fact that change is constant in the ERP. The ERP is never an island, never an isolated solution. It's always in changes, the core of a lot of the businesses that we meet here, so change is their reality, they need to change all the time. They are highly customized, so every change that come from the vendor or from the business requires a lot of preparation and very fast execution, and this is where Panaya plays. We simulate the change virtually in the cloud, and we tell customers in advance what is going to happen to their environment all the way to the code line level what exactly is going to break, how to fix it, what to test, and we support them, again, throughout all the testing cycles from the unit test or the technical test all the way to user-acceptance test, UATs, that is a big pain to organization because of the collaboration. >> It's faster is the point. So, you guys speed up the process. >> Absolutely, we speed up the process, we reduce costs, we bring customers faster to market by about fifty percent, and we allow them to do their projects at the budget that they establish or lower. >> Give me an example of someone who has the problem, and what their environment looks like. Because everyone's trying to get to the cloud, and your solution is tailor-made perfectly for the cloud because it's very dev-ops-like. It makes things go faster, it's part of that whole agile iteration speed game, which we love, but the people trying to get there that are figuring it out, what's their environment, people who have the problem? What's their environment look like? Paint the picture. >> Virtually any SAP customer needs Panaya. >> John: That's a good plug. It's complicated. >> Yes. Their environment can have one instance, or multiple instances of SAP ECCs. They all have the need for testing because they perform testing all the way. They are trying to bring some of the applications to the cloud, but not necessarily. Most of our customers still are heavily on-premise based, so what we do is that we do all the analysis in the cloud, and this is how we help them do things much faster. >> So I got to ask you the Infosys question, because I'm a big fan of Vishal Sikka. For many years, I've watched his work at SAP, certainly. He was very, very early on and very right on a lot of technical decisions around how things played out. I watched him during the SOA days, going back to the web services days, which is the late 90's, early 2000s, he had the right call and vision on web services, and then service-oriented architectures. >> Yes. >> He brought a lot of great mojo to SAP and has always been very open-source driven. >> Right. >> John: And he's just a cool guy, so what's it like working there? I mean, is he always on top of the employees? Do you talk to him? What's it like inside the company at Infosys, and specifically Vishal, what's he up to? >> First of all, he's such a visionary. You listen to him and his vision. His vision is people and software. And he wants to make a difference when it comes to supporting customers, being an SI, being at a company that creates and makes a difference. He's also very personal, so he's very approachable. He loves ideas as innovation, and he believes that the innovations come from within, so he's a huge supporter of Panaya and bringing Panaya to every single Infosys customer and opportunity, but he has that vision that you don't replace a thing, you don't replace stuff. You take something, and you bring, but you learn to collaborate, and you understand that the environments needs to be flexible, and the only way to bring that flexibility is to take the existing environment and continue to bring innovation, even if it's in small steps, you bring that innovation to the table. And this is what makes it so unique to work for a guy like him. >> The traditional systems integrator relationship, there's always been tension, a lot of tension between customers and systems integrators. >> Gaby: Yes. >> Customers say they want something. Systems integrators have the expertise to do it. Customers want it fast, systems integrators sometimes use their experience to inflate billings, but the customer increasingly is in charge in almost all global markets. The question is are you helping your customers stay more in control of Infosys engagements? And if the answer is yes, how does that improve the value proposition of Infosys? >> Okay, that's a great question. One of the reasons that Panaya remains an independent and contained organization within Infosys is, besides commitment to support that, we sell direct a lot to our customers, and we support, we remain objective, whoever the customer chooses to work with, whether it's to do it in house or to use system integrators. And we have more and more projects that there are three, four, or five system integrators that are involved, and each one does a piece of the solution, and Panaya gives that control because of their analysis, because of the support on the planning stage. We paint the right picture of where you are today, where do you want to go, and in the journey of doing that. This is one of the claims of victory of Panaya is that we bring that control back to the hands of the customers exactly as they want to, because they want to understand what are they dealing with, what are the pricing, and SIs on the other hand, also understand that prices cannot continue to be cut forever and ever. But if you don't bring that innovation, that people plus software, it will be impossible to continue to compete in this market. >> They get more net contract value on the sales as they deliver value. >> Gaby: Exactly, to the customers. >> So if they're helping their customers drive more cash and revenue-- >> Well, I would presume that it actually starts with the contracting process for a lot of these efforts is itself very, very expensive and often leads to not a lot of value, and so I presume that in response to what you just mentioned, John, that you're generating artifacts to make it easy for the customer, the SAP customer, to envision where they need to go, and those artifacts then help the SAP customer manage the integrator and the company doing it, which then dramatically reduces the contracting process. >> Gaby: Exactly. >> Because it's a lot clearer, which means I can focus more on the management of the partner-- >> You release resources, correct. >> As a set of capabilities because because it always changes along the way. >> That is correct. >> As I change, I can envision that using some of the technologies you're bringing to bear. >> That is correct, we create these assets that can be reused time and again, and then we free up resources so they can focus on innovation and additional activities. That is exactly our value proposition, you got it absolutely right. >> So, are you a consultant management system in the SAP world? >> We don't claim to be, no, we bring solutions. We're not in the consulting business at all. >> Peter: No, managing the consulting business. >> Oh, absolutely, we help to manage that process. >> Helping the customer manage those consultants. >> That is correct, that is correct. Yes, you're absolutely right. >> My final question for you, thanks for coming on The Cube, by the way, I know it's short notice. >> Thank you, thank you for having me. >> Great to have the insight. What's the biggest change in the ecosystem are you seeing today? Because you're close to the code, so you're close to all the action at Panaya and certainly Infosys is massive and global. What is the biggest change that's happening in the ecosystem, with SI's and generally across the board? >> That's a great question. One thing that we're seeing is much more competition. The customer is much more educated, exactly as you, Peter, said. The customers are much more educated, they know what they want, and they're coming in with much more control and knowledge, so we're seeing this. Customers are looking for much more long-term activities. This is why HANA is becoming such a strong, we're seeing this also here in this show how everybody's talking HANA, because it's not something that you do for the next year. It's something that is going to be with these customers for a long term. They are looking for long-term type of engagements. >> They don't have to buy a lot of HANA. They can actually put their toe in the water, if you will. The old days it was you buy SAP, and you hired the SI's, project management, delivery over a long period of time. They don't have to do that today. They can still have a long view with HANA, right? I mean, are you seeing that, too? >> Yes, and what we're seeing is, a move on this regard, we're seeing a move from best of suite into best of breed. We want on each area the best solution possible. >> Without ballooning integration and training costs. >> Correct, correct, and we fit perfectly into that story. >> Well, thanks so much. Real quick question for you. You guys have a big end-user event like Sapphire. >> Gaby: Yes. >> Didn't you just have one in San Francisco recently? Or do you have one coming up? What's going on with the events for Infosys? >> We participated in Confluence, which is a very large event of Infosys, just a couple of weeks ago. Very, very well-attended, and we-- >> John: Is that a global conference in San Francisco or is it in other areas? >> It's a global event in which the largest, the biggest customers of Infosys attend, once a year, they get together. It's all about thought leadership and sharing ideas, design thinking, which Vishal is leading very strongly. That was the main theme of the event, so we had the chance to meet a lot of our customers and prospects. Now, of course, Sapphire. >> Thank you so much for coming on, Gaby. Great to have you on The Cube, and welcome to the Cube alumni now that you're on The Cube. We are live here in Orlando for SAP Sapphire Now. I'm John Furrier with Peter Burse with the Cube. You're watching SiliconANGLE' The Cube. (futuristic music)

>> Voiceover: Live from Orlando, Florida. It's The Cube. Covering Sapphire Now. Headlining sponsored by SAP Hana Cloud, the leader in platform-as-a-service. With support from Console Inc., the Cloud Internet company. Now, here's your host John Furrier. >> Hey, welcome back, everyone. We are here live inside The Cube and we are at Sapphire Now, the SiliconeAngle's flagship program. We go out to the events, instruct (indistinct) Want to give a shout out to our sponsors. SAP Hana Cloud Platform, Console Inc., Virtustream, and EMC and Capgemini. Thanks for your support. We really appreciate it and it allows us to get these great events and provide all this great coverage. Over 35 video interviews already up on Youtube, more coming today. Our next guest is Michael Hoch who's a senior vice president of global system immigration at Virtustream. Now an EMC company sold for 1.2 billion dollars. Originally start out in the SAP ecosystem, created so much value over a billion dollars and then exit to sold to EMC. Welcome to The Cube. >> Thank you very much for having me. I'm glad to be here. >> I really love the Virtustream story because to me, we've been watching the progression of Virtustream from the beginning and it really to me, shows the value of the possibility of what's going on in this ecosystem. You sold for 1.2 billion dollars and that's now come, it's out there, it's established. Cat's floating, whatnot. (Michael laughs) But it really shows that you guys started out with an SAP and then pivoted or navigated out to a business model with the Cloud. Probably a lot of value. This is a lesson for the ecosystem because this is an example where SAP didn't have functionality. What you guys were doing, really was an operating model that was underserved. Very underserved. >> Share the story of how it relates to today's ecosystem. >> Sure. So when Virtustream was founded, Cloud was sort of an anathema for the enterprise. Right? That was the time where AWS was starting to shoot off. Microsoft was just dipping their toes in the water. And what Rodney Rogers and Kevin Reed saw is the opportunity was if you could put SAP and large enterprise mission critical applications on the Cloud, that's something that could have tremendous value in the future. At the time, everybody was skeptical. Security concerns. Availability concerns. Management concerns. >> "It'll never work." >> It'll never work. >> They said that about Amazon web services too. >> A few years earlier, that would never work and now they're what? 10 billion or something. So they focused on that market segment for two reasons. One, there was a huge value if it could work and two, they knew SAP. They came from a joint which they sold eventually to Capgemini. They knew SAP and system integration. White Glove Service was critical for enterprise applications to run in the Cloud. So the company was built with a White Glove Service that we started. As well as our technology, the extreme platform, that was really designed to host IO intensive stateful apps. From there, we grew, we did well, we plowed our way through the VC era. The reason why--- >> Wow, big word. Plow. (laughs) It was a sog. >> Yeah, I had been there for over five years and there were some days but in the end, where we got to over 200 SAP production customers, EMC very interested because of the technology, as well as the White Glove Service. And that's where we, about two years ago, started opening up to SI partners. Now, we were proving that this could work. We were winning customers against them and giving in a small way, the types of hand holding that they do on day to day basis. So we started partnering with some SIs to show that they could run it as well. >> Explain that. Take a minute to explain >> Sure. the relationship that Virtustream, now EMC Virtustream, has with SIs and how they engage with you and the value that you provide. >> Sure. Sure. So, we work with SIs in a couple of different ways. So, SIs are known for high touch, high management application services generally. When it came to where's it going to be hosted? Some SIs are asset light and they say, "Well, here's your respects, go buy data centers, go buy your own servers, whatever. Once you got the hardware provisioned, we'll come in and do the application work." Other SIs built their own data centers. Capgemini runs their own data centers and they had their application management work. So you had asset heavy, asset light. In the Cloud world, we were able to come in easily to those asset light situations and now through our software can help those asset heavy companies to build a full Cloud model to support it. In an asset light model, we would provide up to the IAS, maybe OS management and the SI would handle basis, data baseboard, all of the work that they're very good at. We did what we were really good at. >> Yeah, and this a big trend. We put this up yesterday on The Cube. This asset light and if you can take a minute to describe that is the new normal for operations management on the Cloud. Because you don't want to have heavy assets, you want to be more elastic, more agile if you will. >> Agile and responsive and it ties very well into the current trend of enterprises saying, "How much of my data center do I need to keep?". We're in a hybrid world. We're going to be in a hybrid world for the next several years. So there's going to be a large portion of on premise and a large portion of off premise. How do you build a hybrid environment that's scalable where you can pay for what use in the Cloud while still making use of whatever asset you have? So, the SIs look a lot like IT. >> So if everything's asset light or no asset, say we're using the Uber for example, it backs me out to do self-driving cars. (Michael laughs) As reported today in Pittsburgh. You need a data center somewhere. I mean someone's got to have a data center. So there's no diminishing return, there's no race to zero on this asset light. Someone needs to carry the assets. >> Someone needs to carry the assets and that's where Virtustream stepped in. Five or six years ago, someone's going to need to own this but we're going to need to own it at a higher degree of efficiency and still the scalability and security. >> So, this is the issue, right? >> Yeah. >> If you're going to use data driven, you need to have a data center. But here's where I want to get your thoughts on and this ties to the global channel, A-K-A the big system integrators who are doing a lot of stuff. They're have to be nimble to customer needs so they don't have and tell me if I've got this right? They don't have the luxury to provision up a data center at the scale that need in order to get table stakes and start doing business? And that it's easier to go to say Virtustream and other Clouds possibly to get the critical mass of resource to start doing business and being agile do up in software. Did I get that right? >> Well, if we're talking about the systems integrators in particular, they have some solution already. Most of the large ones, already either have their own data centers or co-location relationships but they're very manage hosting focused. What they're trying to get to is an agile responsive way to deliver what they've already been delivering. And that's where the partnership with Capgemini, for example. Our extreme software and their data centers, they're able to use our IAS as burst capabilities or to reach regions that they can't today. That really gets them into a position of looking like a Cloud provider, even though, they're owning their own data centers. They can use us, our IAS, for regions that they're not in or to extend. But they're able to get to that very responsive manner. What Virtustream was built from from the ground up. What we've been doing for the last six and half years. They're adding to their coasting capabilities. You'll see that >> You're accelerating there with other SIs as well. >> with pre-existing stuff. Giving them the ability to go out and do some of the agile dull. >> Don't lose your current customer, put 'em in a modern world. 'Cause this is another interesting trend. You've got ISVs looking like service providers. All the ISVs want to move to a Cloud enabled something. Maybe not full sass but something and then you've got service providers that need to look more like ISVs, software solution driven. >> So everything's flipping around? So the vector's are reversing on all aspects. >> On all aspects. But either way you look at it, they still want to have a consumption based infrastructure behind it. So whether you're asset heavy where you want to convert your data center to do that or you're asset light and you need to access one like Virtustream, it's really the way that it's already tipping in the industry, it's just going to continue over the next three years. >> What's the biggest challenge for developers out there? And the ecosystem partners that you're working with? I know you mentioned your story about Virtustream, schlogging through the VC and being agile, and that's the ups and downs of entrepreneurship. When we've started companies together. I've done companies. It's the same way, highs and lows. But that culture's moving their world (laughs) It's still turbulent to these guys. It is an up and down for these guys. It's a slog at some level because they got to be agile and that's very startup-like. >> To start up, they have to be agile and what I see, even the global SIs, you're talking about billion dollar companies, multi billion dollar companies. They're getting pressured by their customers to say I want an all in one solution and I want to pay for what I use. And their business models aren't necessarily ready for that so they're having to really rethink of they're delivering, how they're innovating, and what they're bringing to their customers. Because if they don't do it that customer is going to go to somebody who does. >> Yeah, I mean the enterprise has to become more entrepreneurial. That is the only way in my opinion that you're going to see the innovation surge and that's not necessarily be entrepreneur, just be entrepreneurial. >> Right (laughs) >> It's a mindset. >> Mindset. >> And you can learn that. You got to get tough skin. >> Tough skin and taking advantage of changing business conditions, ramping down when it's a good >> Iterating. slow seizing. Iterating. This why everybody comes to Cloud. Agility being number one. They say we want to respond to changing business conditions. You're business also has to respond, it can't just be your IT. >> Alright, the age of Cloud, Michael thanks so much. Give you the final word. What's on your plans for this year? What do you got going on? What's the big highlight for Virtustream? >> Sure. So, we've been doing SAP for six years or so, we're branching out into other enterprise applications. You'll be seeing us expand our catalog. We've always been a heterogeneous Cloud but you'll see a more aggressive move into that. And you'll see the scale. We're going to be opening up new locations globally. Thanks to our parent's company EMC. >> Big, big, deep pockets. >> Big deep pockets. >> I bet to so no one gets--- >> Our customers are global. We need to get our offering out in the global market. >> Well, congratulations on the success and the acquisition and certainly being a private company. Dell Technologies, a combination of EMC and Dell, will give you a lot of room to maneuver under public scrutiny. >> I'll come back in the Fall and talk about that. (light laughter) >> Thanks so much. >> This is The Cube. Live in Orlando for SAP Sapphire. I'm John Furrier. You're watching The Cube.