>>from around the >>globe it's the cube with >>coverage of Kublai >>Khan and Cloud Native Con Europe 2020 >>one virtual >>brought to you by red hat. The cloud native computing foundation and ecosystem partners. Welcome back to the cubes coverage of Kublai khan 21 cloud native gone 21 virtual. I'm john for your host of the cube. We're here with a great segment of an entrepreneur also the creator and maintainer of fluent bit Eduardo Silva who's now the founder of Palihapitiya was a startup. Going to commercialize and have an enterprise grade fluent D influence bit Eduardo. Great to have you on. Thanks for coming on the cube >>during the place for having me here. So I'm pretty happy to share the news about the crew and whenever you want, >>exciting trends, exciting trends happening with C N C f koo Kahne cloud native cloud native a lot of data, a lot of management, a lot of logging, a lot of observe ability, a lot of end user um contributions and enterprise adoption. So let's get into it first by give us a quick update on fluent D anything upcoming to highlight. >>Yeah, well fluent is actually turning two years old right now. So it's the more metric project that we have a lot of management and processing in the market. And we're really happy to see that the sides are project that was started 10 years ago, its adoption. You can see continues growing ecosystem from a planning perspective and companies adopting the technology that that is really great. So it's very overwhelming and actually really happy to take this project and continue working with companies, individuals and and right now what is the position where we are now with through And these are part of the Roma is like one of the things that people is facing not because of the tool because people have every time there has more data, more Metro services the system are scaling up is like about performance, right? And performance is critical if you're slowing down data processing actually you're not getting the data at the right time where you need it right. Nobody's people needs real time query is real time analysis. So from a security perspective we're going to focus a lot on everything that is about performance I would say for this year and maybe the other one, I would say that we won't see many new futures around fluently itself as as a project so we'll be mostly about back texting and performance improvements. >>Yeah, I definitely want to dig in with you on the data and logging challenges around kubernetes especially with and to end workflows and there's the different environments that sits in the middle of. But first before we get there, just take a minute to explain for the folks um not that savvy with fluent bit. What is fluent bit real quick, explain what it is. >>Okay, so I will start with a quick story about this, so when we started flowing the, we envision that at some point I'm talking about six years ago, right, all this IOT train or embedded or h will be available and for that you we got back to heavy right? If you have a constraint environment or you want to process data in a more faster way without all the capabilities at that time we say that he might not be suitable for that. So the thing is okay and it was not longer like a single software piece right? We want to say through in this an ecosystem, right? And as part of the ecosystem we have sck where people can connect applications fluid the but also we say we need like a flu Indie but that could be lightweight and faster. Burundi is reading ruby right? And the critical part in C. But since it's written ruby of course there's some process calls on how do you process the data and how much you can scale? Right. So we said if you're going to dig into embedded or small constrained environment, let's write a similar solution. But in C language so we can optimize a memory, can optimize scenario and all this kind of um needs will be will will be effective, right? And we started to spread called fluent bed and through a bit it's like a nowadays like a lightweight version of Wendy, it has started for the Marilyn knows, but after a few years people from the cloud space, I'm talking about containers, kubernetes, they started to ask for more futures for flowing it because they wanted they have influence, but also they wanted to have flowing better than because of it was lively and nowadays we can see that what fluent established the market and true indeed, we're getting around $2 million dollars every single day. So nowadays the attraction of the break is incredible. And it's mostly used to um want to collect logs from the files from system be and for most of coordinated environment disabled, process all this information on a pen, meta data and solve all the problem of how do I collect my data? How do I make sure that the data has the right context meta data and I'm able to deliver this data. So a central place like a job provider or any kind of storage. >>That's great. And I love the fact that's written C, which kind of gives the, I'll say it more performance on the code. Less overhead, get deeper closer um and people No, no, see it's high performance, quick, quick stats. So how old is the project through a bit, What version are you on? >>Uh, a little bit. It's, I'm not sure it is turning six or seven this year, 96. It's been around >>for a while. >>Yeah, yeah. We just released this this week, one at 73 right. We have done more than 100 releases actually really settled two and it's pretty past sometimes we have releases every 23 weeks. So the operation, the club medical system is quite fast. People once and more future more fixes and they don't want to wait for a couple of months for the next release. They wanted to have the continue image right away to test it out and actually sends away as a project. We worked with most of providers like AWS Microsoft actor google cloud platform, the demon for this fixes and improvements are in a weekly basis. >>You guys got a lot of props, I was checking around on the internet, you guys are getting strong um, reviews on logging for kubernetes with the couple releases ago, you had higher performance improvements for google AWS logged in postgres equal and other environments. Um but the question that I'm getting and I'm hearing from folks is, you know, I have end to end workflows and they've been steady. They've been strong. But as more data comes in and more services are connecting to it from network protocols, two Other cloud services, the complexity of what was once a straight straightforward workflow and to end is impacted by this new data. How do you guys address that? How would you speak to that use case? >>Well, for for us data we have taken approaches. Data for us is agnostic on the way that it comes from but that it comes from and the format that comes from for for example, if you talk about the common uses case that we have now is like data come from different formats. Every single developer use the all looking format come from different channels, TCP file system or another services. So it is very, very different. How do we get this data? And that is a big challenge. Right? How do we take data from different sources, different format and you try to unify this internal and then if you're going to talk for example to less exert let's say you Jason you're going to talk to africa, they have their own binary protocol. So we are kind of the backbone that takes all the data transfer data and try to adapt to the destination expected payload from a technical perspective. Yeah, is really challenging. Is really challenging also that Nowadays, so two years ago people was finding processing, I don't know 500,000 messages per second, But nowadays they won 10, 20 40,000. So prime architecture perspective Yeah, there are many challenges and and I think that the teamwork from the maintaining this and with companies has provided a lot of value, a lot of value. And I think that the biggest proof here is that the adoption like adoption and big adoption, you have more banks reported more enhancement requests. All right. So if I get >>this right, you got different sources of data collection issues. If you look on the front end and then you got some secret sauce with bit fluent, I mean uh inside the kubernetes clusters um and then you deliver it to multiple services and databases and cloud services. That that right. Is that the key? The key value is that is that the key value proposition? Did I get that right with fluent bit? >>Mhm. Yeah, I would say most of the technical implementation when the of the value of the technical implementation, I would say that is towards being the vendor neutral. Right? So when you come, when you go to the market and you go to the talk to bank institution hospital form and if the company right, most of them are facing this concept of bender looking right, they use a Bender database but you have to get married. So they're tooling, right? And I'm not going to mention any inventor name. Right? Actually it's very fun. Well for example, the business model, this company that start with S and ends with swung right? For example is you pay as much money so you pay as much money compared to the data that you ingested. But the default tools in just the whole data. But in reality if you go to the enterprise they say yeah. I mean just in all my data into Splunk or X provider right? But from 100 that I'm interesting, which I'm paying for, I'm just using this service to query at least 20 of the data. So why I mean just in this 80 extra I didn't get it right. That's why I want to send and this is real use case there's this language is really good for where is analyzed the data But they said yeah, 80 of my data is just a five data. I will need it maybe in a couple of months just I want to send it to Amazon history or any kind of other a archive service. So users, the value that says is that I want to have a mentor neutral pipeline which me as a user, I went to this side work went to send data, went to send it and also I can come to my bills. Right? And I think that is the biggest value. So you can go to the market. They will find maybe other tools for logging or tools for Matrix because there's a ton of them. But I think that none of them can say we are gender neutral. Not all of them can offer this flexibility to the use, right? So from a technical language performance but from an end user is being the neutrality. >>Okay. So I have to ask you then here in the C n C F projects that are going on and the community around um um fluent bit, you have to have those kinds of enhancements integrations, for instance, for not only performance improvement, but extensive bility. So enterprises there, they want everything right. They make things very >>complicated. They're very >>complicated infrastructure. So if they want some policy they want to have data ingestion policies or take advantage of no vendor lock in, how is the community responding? How did what's your vision for helping companies now? You've got your new venture and you got the open source project, How does this evolve? How do you see this evolving eduardo? Because there is a need for use cases that don't need all the data, but you need all the data to get some of the data. Right. So it's a you have a new new >>paradigm of >>coding and you want to be dynamic and relevant. What's the how do you see this evolving? >>Yeah. Actually going to give you some spoilers. Right. So some years before report. Yeah. So users has this a lot of they have a lot of problems how to collect the data processing data and send the data. We just told them right, Performance is a continuous improvement, Right? Because you have always more data, more formats, that's fine. But one critical thing that people say, hey, you say, hey, I want to put my business logic in the pipeline. So think about this if you have to embed we are the platform for data. Right? But we also provide capabilities to do data processing because you can grab the data or you can do custom modifications over the data. One thing that we did like a year two years ago is we added this kind of stream processing capabilities, can you taste equal for Kaka? But we have our own sequel engine influence them. So when the data is flowing without having any data banks, any index or anything, we can do data aggregation. You can, you can put some business logic on it and says for all the data that matches this pattern, stand it to a different destination, otherwise send it to caracas plan or elastic. So we have, this is what we have now. Extreme processing capabilities. Now what is the spoiler and what we're going next. Right now there are two major areas. One of them is distributed. Extreme processing right? The capabilities to put this intelligence on the age, on the age I'm referring to for example, a cooper needs note right or constrained environment, right? Communities on the age is something that is going on. There are many companies using that approach but they want to put some intelligence and data processing where the data is being generated. Because there is one problem when you have more data and you want to create the data, you have to wait and to centralize all the data in the database for your service. And there's a legend see right, millions sometimes hours because data needs to be in Mexico. But what about it? To have 100 of notes, but each one is already right, influenced it. Why you don't run the queries there. That is one of the features that we have. And well now talking from the challenges from spoil perspectives, people says, okay, I love this pipeline. I noticed Lambert has a political architecture but the language see it's not my thing, right? I don't want to go and see. Nobody likes see that we are honest about that. And there are many mass words about security or not just nothing, which is true, right? It's really easy to mess up things and see. Right? So, and we said, okay, so now our next level, it's like we're going to provide this year the ability to write your own plug ins in Western webassembly. So with the web is simply interface. You can run your own pregnancy goal, rust or any kind of weapon sending support language and translate that implementation to native. Wasn't that fluent that will understand. So C as a language won't be with one being longer uploaded for you as a developer. As a company that wants to put more business logic into the bike. Well that is one of the things that are coming up and really we already have some docs but they're not ready to show. So maybe we can expect something for us at the end of this year. >>Great stuff by the way, from a c standpoint us, old timers like me used to program and see, and not a lot of C courses being taught, but if you do know see it's very valuable. But again, to your point, the developers are are focused on coding the apps, not so much the underlying. So I think that's that's key. I will like to ask you one final question of water before we wrap up, how do you deploy fluid bid? What's the is it is that you're putting it inside the cluster? Is there is that scripts, What's the what's the architecture real quick? Give us a quick overview of the architecture. >>Okay, so that it's not just for a classroom, you can run it on any machine. Windows, Linux, IBM Yeah, and that doesn't need to be a kubernetes. Classic. Right? When we created to invade Copernicus was quite new at the same time. So if you talk about kubernetes deploys as a demon set at the moment is pretty much a part that runs on every note like an agent. Right? Uh, all you can run necessarily on any kind of machine. Oh and one thing before we were, I just need to mention something that from the spoil it. But because it's just getting, we're having many news these days. Is that fluently used to be mostly for logging right? And influence the specifically project. We've got many people from years ago saying, you know what? I'm losing my agent for logging to a bed but I have my agents for metrics and sometimes this is quite heavy to have multiple agents on your age. So now flowing bed is extending the capabilities to deal with native metrics. Right. The first version will be available about this week in cuba come right. We will be able to process host matrix for application metrics and send them to permit use with open matrix format in a native way. So we extended the political system to be a better citizen with open metrics and in the future also with open telemetry, which is a hot thing that is coming up on this month. >>Everyone loves metrics. That's super important. Having the data Is really, really important as day two operations and get all this stuff is happening. I wanna thank you for coming on and sharing the update and congratulations on. The new venture will keep following you and look good for the big launch but fluent bit looking good. Congratulations. Thanks for coming on. >>Thank you so much help governments. >>Okay this is the cubes coverage of Kublai khan 21 cloud Native Con 21 virtual soon we'll be back in real life at the events extracting the signal from the noise. Thanks for watching. Yeah.

(upbeat music) >> Live, from Miami Beach, Florida, it's theCUBE, covering UiPath Forward Americas. Brought to you by UiPath. >> Welcome back to the former home of Lebron James, I'm Dave Vellante, this is two minimum, we are here at South Beach at the hotel Fontainebleau. This is UiPath Forward Americas, and this is theCUBE, the leader in live tech coverage Leo Da Silva is here, he is the process excellent leader for Best Day Travel and Arnold Schiemann who's Vice President of Latin America and Spain. You get to go to all the fun places for Symphony. Welcome to theCUBE >> Thank you, thank you guys for your invitation >> You're very welcome, Leo let's start with you Best Day Travel, travel site, specializing in Mexico and other parts of the region tell us about the company >> Well, we have a leadership in Mexico we are, the last year we have five point four million travelers, okay? And there's a lot of people, okay? We've been in the business for 35 years, 34 years actually, okay? So, we're pretty solid, okay? While 75% of the all the transactions we have online, okay? And 25% we have offline, and that's why we're doing, all the transformation that we're doing is under this 25%, alright? Like, just to get the additional transformation and everything. >> So 35 years, so you started before the internet (Leo laughing) >> So I guess you should be 100% offline you obviously successfully made that transition. >> That's correct, that's correct. >> Okay, and Arnold, Symphony is the solution provider right? the implementation partner in this case, right? tell us about symphony and your role. >> Well, Symphony is probably the is particularly, suddenly concentrated on our PA management and our PA design, and our PA process rewardization. We were invited by Best Day Travel Group to look at the process, to look at the project and we embark in a very interesting transformation for them, so that they could move into their PA arena with a clear road map. >> So you guys are both process experts I mean that's, >> Yes >> You've got process in your title talk more about your role, if you would. >> Yeah, well, I'm a green belt, okay? And at least six sigma, and we use this methodology actually, and we are like, two years ago we implemented like a BPM, the department, you know inside the company, just to lead this transformation, okay? So that's what we're seeking right now to lead this transformation and, it's a very good challenge, you know? It's not easy, but we are trying to do our best. >> With your six sigma background, I think it would really tie right into what RPA is, 'cause you can really understand what has variance, and what is pretty standardized and that would seem is that the direct correlation with thing that you can have, the robot and the automation based on, really, the variance piece? >> Yes, totally, you know, well, when you start, all the implementation was right before where start you like to do a benchmark and you're able to see which technology we wanted to use and well, we found UiPath, alright? In which we found Symphony, and but it's not exactly, I think the technology is the last thing, right? So, the technology is the enabling alright? To do all those thing happening but if you don't have, like process management, you know, if you don't have that, it's kind of difficult to reach the target, okay? So, yeah, it's pretty much, I think it's when you, I think the most challenging is let people know what they're doing wrong you know, what they're doing repeating tasks, right so, when you do, like, the process walk through, people just get amazed, you know, like, what? Are you serious, we're doing that? >> When did you start? >> We started in February >> This year? >> Yeah >> Okay, so, take us back to February or January whatever, December, when you were maybe even before that, thinking about the business case. How did it come about, and how'd you guys meet? Take us through the sort of initiative. >> Yeah, well, right before, it was six months before I think it was, on July of last year, we started a conversation, right? And when I found that, within like six months of benchmarking and, we reached that like UiPath, and we start to ... trying to get something different, you know? To do something different enterprise and we had this need, okay? From inside, you know, from back office to tranformate because it's operation sometimes it costs a lot, alright? The first step that we did was like a future of work accelerator, okay? Which is, it's this scan, it's a total scan of the area, okay? And to see how how big are the opportunities, okay? To transformate things, right, so was the first step and after we had the pilot, we have three or four projects ongoing. >> And you were involved from the beginning Arnold, last July? >> Yes, yes >> One thing which was really very interesting about the project is that the client was the C.E.O and the C.F.O was totally the C-suite involvement So, and we believe that our PA is about the business, is about the process, it was ideal. So, we had really I believe it was really not work but, really a good time that we spent together integrating very closely with the team from Best Day Travel Group, to the point that you couldn't tell who was from Best Day and who was from Symphony, and then we were able to present to the C-suite, the result of the road map to move forward with a very clear business case, the process that was going to be robotized. Simultaneously, Best Day wanted approved inside, saying lets develop robotized version of one of the processes, and we did one which had been quite successful, we were just talking that the amount of work that that robot is handling today life, is such that either robot doesn't operate, he wouldn't know what to do because there is so much work to do behind in the past, and he doesn't know what he did, but today, it is almost impossible to recreate that. >> Yeah, that's correct, singularity is here >> One of the things that maybe you can help me understand, 'cause I'm a little bit new to this technology, how do you figure out, how do you size this, like how do you know how many things a robot can do, we heard one of the customers has a thousand robots, how does this scale, and how does this build out inside of a customer? >> Two thing that we do is that we look at the company, we identify those process, with heavy like, say, head count with lots of repetitive tasks that can be partially or totally robotized, and then we present it as a road map because the first question they have is "how do we start?" I mean, this is a company, 3000 people 4 million passengers, where do we start? How we get good advantage of the robots and that's how we did it, and then it's going on, the project we just did the first part, we continue now with the second part which is going to be even more interesting. >> What'd the business case look like? I mean, was it a saving money, making presumably some of this was cost reduction right off the bat, right? >> Yes, yes >> Lets talk about that business case what's that framework look like? >> Well, the action will have a pilot, that we just did, we launched already, alright? The business case was like, to to reduce cost, alright? The operational cost is very high, okay? So, now, we have like, just to have an idea the situation before would have, like six person working, you know, like the eight hour shift, okay? And doing like issuing tickets and you know and right now we have, like, just one robot and we built a capability of, 126% okay? On this, just with one robot, alright, and yeah, it's amazing, its amazing and 24/7, you know, right now it working pretty fine. >> Specifically, where do the cost savings come from? >> Well, the cost savings is not exactly that ease, but it's a customer's experience, okay? And also the capability that you can build alright? To get more sales, okay? And there's another project that, before that we had the first one, we have to to reduce the cost of the operation you, know, for 65 people, alright? And ... the transactions cost a lot of money for us, okay? So that's how we're trying to we're trying to understand that and we're trying to eliminate those costs or reduce, you know like, as much as we can. >> Its a part of that, you redeploy people, you put 'em on other tasks, is that what you're doing? >> Yes, yes, we free them up, you put another, you add value task, right? >> So the C.F.O is one of the stakeholders here, >> It was >> So many C.F.Os might say "okay, well, we're "not going to cut head count, so where do I "get my savings?" so the answer, if I'm hearing it is well we're going to increase revenue because these people are going to be on other tasks, and >> That's it, yes >> And, do you have visibility in line of sight as to how fast that can happen, whether, is it already starting to happen? >> Yeah, it already start to happen, already start to happen, like in, you know, this project was we have the roll back in 15 days >> I was going to ask you what the break even was it was inside of a month? >> You know, its already paid, it all 15 days, it's already paid, right so, yeah, the C.F.O is pretty happy with that. >> The first project was relatively small right? >> Yeah, yeah yeah. >> You proved it out and now you're going to throw gasoline on the fire >> That's it, that's it. >> That's great, so what's next for you guys? >> Well, next, we are go to the customer service you know, like ano-traceability, there's a traceability project that we have to do, alright? Just to ... To have the client in front of everything, you know? So that's our strategy right now and we're going to do, well Symphony is going to help us out with our PA and with implementation and the process, because its going to be a new process, it doesn't exist, alright? So there's going to be a brand new one so we have to create from scratch. >> Arnold, I wonder if you can go a little broader for us on this, it sounds like you've got a perfect partner inside the company with, you know, process in his title you've got the C-suite engaged, is that a typical deployment, what are you finding? >> Is not typical but it is, that is something that we look for all the time. 'cause it's, if the client is not engaged, we can do nothing, if the C-suite is not engaged, there is very little process people can do and by being engaged the C-suite, we're driving the cost reductions, but there is another point besides cost, consistency, and also we are eliminating side loss that had existed for long time, 'cause the companies are starting with one organization then another one, another one and all of them touch the customer what the probably will be doing to them hopefully before the end of the year, early next year, to be able to see the transverse of the customer, one and a half million passengers arriving to Cancún and they are passengers. But you don't know how many people will come back so you better know that these guys came here they like to go to the scuba diving next time he's around, we can offer him a scuba diving, we can pick him up from the airport, we can offer other services and then, the company is structured to be exponentially, so that you can grow from 4 million to 8 million passengers without adding head count, adding, that is the future of Best Day Travel Group and that's why we have engaged the management. >> Okay, so you're looking at the moon shot double the number of passengers served with the same head count, that's a huge productivity boost, so I'm hearing 15 day break even, some of that was hard cost reduction, its revenue increased, its proven, now you're going to invest more consistency, better customer service, cross selling, hey they like to scuba dive, maybe we can make an offer here, and better data allows you to do that that's going to summarizes the the business case and we're talking I mean, I don't want to, you know, squeeze the M.P.V at it, but we're talking millions? Hundreds of thousands? >> Millions >> Hundreds of millions? >> Millions right? >> Yeah, yeah, pretty much, it's a huge number you, know, its a huge number and, we have a lot of opportunities and, I think it's going to be a success, you know? >> And presumably the employees want to be part of this ride, right? They want to get, whether it's re-trained, or become R.P.A experts, deploy this technology, drive their digital automation and service those 8 million customers with the same resources you know, or invest in other resources. >> yes >> New growth areas. >> Yes, yes. >> Great story >> Yeah, it is, it is, >> we're working hard >> (laughs) figuring it out >> We're privileged to have been work with them because they are, I say unique but it was done for us from day one everything was put in place, engagement, people, and then the company itself is very easy to manipulate and transform because of the way that it was structured 30 years ago. >> And why UiPath? I mean, you said I chose them last summer why, why'd they win? >> Well, because of, well during a benchmarking, I can see a lot of difference between them, you know? And we have concluded that, well they actually Symphony recommend us, alright? So, you want this, you want that for this situation, it's going to be the best solution, right? And after that, we're pretty sure that it's it's the best it's the best choice, right? Because of the personalities, because a lot of stuffs that they have they can bring to us, you know? >> Do you worry about, do you worry about shadow R.P.A, like (laughter) >> The divisions going off and doing their own robots, or have you guys got a handle on that? >> Yeah, you know (laughing) no, not worried about that, you know, but yeah it's going to happen. >> It's a good thing. >> Alright, gentlemen, thanks so much for coming on theCUBE it was great to have you. >> Thank you for inviting us >> Alright keep it right there everybody, Stu and I will be back at UiPath Forward Americas right after this short break, you're watching theCube, we'll be right back. (closing music)

(upbeat music) >> Hello, everyone. Welcome to this special CUBE conversation. I'm John Furrier, host of the CUBE. We are not in the Palo Alto studio, We are in Napa Valley for a special CUBE event. And we have a great CUBE alumni guest remoting in from Seattle, Napa, Seattle. Venkat Krishnamachari, CEO and Co-founder of MontyCloud, CUBE alumni. Venkat, welcome back to the CUBE. Great to see you. >> It is great to see you again, John. Thank you for taking time. >> So we've had previous conversations on the CUBE. You guys were advanced technology partner with AWS. And startup showcase is going on again, we're back for a revisit there for special session. We're going to go into deep dive on MontyCloud. You've had tremendous success with very large enterprises with your product. Congratulations, and you're just emerging really into rapid growth. Take a minute to explain for the viewers who is MontyCloud and what's going on. >> Sure thing, John. So we are an autonomous cloud operations company. Like you call it, we are also an advanced technology partner, a public sector partner, and an Amazon certified cloud management partner. What we do is we help IT teams simplify their cloud operations. With our platform, our customers, without adding any specialized cloud skills or adding any multiple point tools, they can still enable their teams to provision, manage, operate the Cloud and reduce the ongoing cloud operations cost by 70%. That's what we do for our customers. >> You guys are solving a real problem that's emerging very quickly. It's actually a more of an opportunity, less of a problem, but it means a problem if you don't address it. And that is the cloud migration is going next level. Meaning, people are re platforming to the cloud with cloud operations. But now they're starting to leverage the cloud services and there's more and more coming on every day. Look at what server less is doing and the impact of microservices, just everything is changing fast and people are refactoring their businesses with cloud services. This is where it starts to get into what they call day two operations, where you got to be day one every day and create innovation. But now you've got this day two, where reliability, security, new things have to be nailed down and secured and stabilized. And so this is a big trend. You guys have a solution here. Could you take a minute and talk about the specific problem that you see customers and how you guys solve it? >> Sure thing. So customers like you rightly say, John, they're rapidly adopting the cloud. And what we are seeing here is there is a challenge of not just onboarding and consistent provisioning, which they perform on the metaphorical day one. They are also burdened with multiple operations. Like you called out, right? Keeping the security of your application, high compliance, maintaining visibility into who's using what, why some things are costing more or sometimes, sometimes they're not costing appropriately, right? Having a position on all of that is now an increasing burden and the responsibility on the IT team and the IT teams are increasingly being held accountable to the business objectives because business objectives are getting closely tied with cloud and digital transformation. That's the area we help and solve. >> So I want to ask you one of the questions that's come up a lot. And this is, and I don't mean to put you on the spot here at Venkat, but I think it's important to address a lot of people say, Hey, I'm buying into this misdirection. I just don't have the staff. My IT guys can't be trained fast enough. I got them on a re-skilling track. I got to find some talent. This is becoming not just how to provision stand up applications, put them in the cloud and grow them talent, the talent equation. Can you talk about how you see that problem being solved and how, what are you guys doing to help them? >> Yeah, that's a, that's a great question. I might skip some things to go directly to some of the value we'll be at, right? With our platform, imagine adding a highly skilled cloud solutions architect in under 10 minutes to your teams. That's one of the value of our platform. Customers are trying to hire more and more cloud solution architects. They're trying to upscale their own team members so that they can enable the rest of the company to consume the cloud safely, which means a cloud solutions architect role is not only the safe building blocks that others can reuse, but also put governance guardrails, and drive for accountability so that developers can move fast. That's one of the areas customers are struggling to hire and up-skill with our platform within 10 minutes, you can turn on autonomous cloud solution architect, which comes in, helps you fast track provisioning. Customers can deploy any kind of application pattern from networking to data services, to Silva based or container based applications. We have pre-built well architected solutions in the platform that acts like your own cloud solution architect. We address that skill gap immediately, their platform on the day one aspect of things. >> Yeah, I love it. It's like, you know, the old joke AI bots are bots are automating things. You're essentially automating like key specialized roles that traditionally were expensive. I mean, it's hard to find talent at that level. So I think that's a major wave coming and I think you guys are on top of it. So definitely want to hear more about that. I do want to get your thoughts while I have you here about cloud operations day one operations, day two operations, Venkat, define for me what you consider day one operations. >> Yeah. Day one operations involve helping your teams consume the cloud and fast track your digital transformation would an ability to have developers move fast, right? That's kind of day one, right? The top-down leadership decides let's go to the cloud. They have the enabled teams to consume it, and safely. That is an area we help. One, a typical thing we've learned in our conversations with customers, John, is this. Right, It's very expensive to let teams provision like the wild wild west, right? And then later pull back control. Later, drive for accountability. Oftentimes we see that customers end up in a spot where they wonder why this is costing them so much more than they originally taught. A lot of that is because consuming the cloud from day one itself has to be thought through, has to have well-architected principles in mind. So we help in that area. We call this shifting left, right? Customers, if they... the best way, right? The best way to consume the cloud and the right way to do it is to ensure that when you provision itself, there is a notion of well-architected principles in place security compliance costs are being addressed in the provisioning aspects. So we help there, for example, a fortune hundred customers for us, right? They were looking to fast track the application modernization and they were under pressure to do that. They use MontyCloud's pre-built templates, which are well-architected. That teams were able to fast track provisioning of the resources, enable the developers with the CICB pipeline that they needed and they could move their application fast. The key thing here is post moving the application. They found that the approach we took to solve in the day, one problem automatically reduces the amount of time they need to spend to drive for who owns the resources. Why is it costing so much? All those problems go away to a certain degree. If you think about day one, the right way. That's one area we helped with. And that's how we think about day one, reduce the ongoing burden from day one itself. >> Day one's great. You give them a blank, check the provisioning, all the services. And next thing you know, you're racking up a big bill. The engineers are building and they're waiting, but what do we build? Great stuff. First of all, engineers want to get access that's critical. And we know that that's where the innovation comes from Right, now, I want you to talk about day two operations because this, this where it starts to get really interesting when you start to reign it in, you know, the old expression, let chaos reign and then rein in the chaos. So define day two operations for us, what is day two operations mean for you? >> Okay. So this is our deep, you know, hypothesis that was driven by a really rich conversation with customers, right? Ongoing operations in the cloud is the responsibility of multiple teams. And the cloud providers are expecting consumers and the customers in this case to have a shared portion of their responsibility, right? Security is a shared responsibility. Compliance is a shared responsibility. Cost management is a shared responsibility. And then the ongoing uptime and MTTR, like the meantime to resolution, they are all responsibilities are wholly sitting on the customer side. All of this put together impact the bottom line of the business because more and more businesses are now cloud businesses powered by cloud applications, managing this entire set of problems, and challenges, is what we call us day two operations. >> One of the things you guys have been known for in the industry, in your customer base and within some of the geek community is you guys turn it teams into cloud powerhouses that's been said, what does that mean? What can you take me through that? Because I mean, we know what IT teams do. They could provision gear, they'd be mostly on premises. And they move to the cloud. They still got to do all the things that it stands to do, but then they got cloud and they got automation. So, but explain to me how you guys have transformed IT teams into cloud powerhouses. >> Sure. So maybe the customer example will help. Right? One of her fortune funded launch, you know, global customer before they're at the cloud, they had a five member team watching over a farm of servers, right? More 10,000 servers for compliance needs. Their physician wants to move those servers to the cloud. And, and in essence, move applications to the cloud and continue to provide compliance to their entire organization. In that they started up-skilling the five member team. When they met MontyCloud, we offered them a solution that not only help them govern those servers in the cloud with a very simple no-code approach, we also gave them four of their headcount back. They were able to repurpose four members on the team to other projects because we attached them that we attached with them compliance bot. We asked this question right to customers. Wouldn't it be? Wouldn't it be awesome, if you're able to quickly add a cloud operations engineer, a cloud security engineer, a cloud compliance engineer, to every application in a dedicated manner? Customers go, how do we do that, right? Well, we have anonymous bots that have been built for this purpose and the comprehensive real-time bots that customers can fine- tune to their environments, and it's as if you added a dedicated cloud compliance engineer. In this particular case, there's a large customer is now operating a 10,000 plus server farm with MontyCloud compliance bot with another individual on the team. And the other four individuals were given back to other projects. This is what we mean by empowering our customers and making that cloud team, the traditional IT teams into cloud powerhouses. They can do more with less and they can keep track of the cloud consumption in the right way. And they can do that without having to write a single line of code. That's what our platform promises. >> Awesome. Well, great stuff. As enterprise buyers are out there looking at solutions, you know, they always try to, you know, separate the winners from the not so good winners, if you will, that'd be, be polite. Jerry Chen regionally has been talking about this paper castles in the cloud where you can build moats within the cloud and build on other people's clouds. So that brings up the question that I wanted to ask you about MontyCloud. Your competitive advantage and how you compare vis-a-vis the competition and how should customers would potentially evaluating your platform and your services look at you long-term are you going to, what kind of value proposition are you offering them? Cause that's always top of mind in enterprise, you know, these guys got to be around, what, are they like me? They're going to solve my problem and help me transform. Will they deliver the value? So the question is, how are you guys competing? Can you address that please? >> Yeah. Like we, like, we have been sharing, you know, more than competition. It's the customer, right? That is so much more customer challenge to solve and solve it in a way that's most meaningful to customers. The competition is good to have because they sometimes show us the way, but customers really tell us both their stated needs and the implied needs that we find out, right? John, we are the only comprehensive cloud management platform that enables our customers in every step of the cloud transformation, right? You will find a, you will find in the market, point tools that help with security, point tools that help with compliance, provisioning infrastructure as code solutions that you have to learn and write code and do. There's a lot going on. We are the only comprehensive platform that thinks about customers from the day one. From onboarding to provisioning and consumption to governance, to security, compliance, and ongoing operations with costs and context in mind, we are the only platform that offers that to our customers. And all of that, without the customers having to write a single line of code, they can fast track as if they onboarded a cloud center of excellence in their team with the MontyCloud platform. That's our biggest differentiation. And this comes from deep understanding of the customers, interconnected problems, because you don't only solve provisioning and then forget context, you don't solve only context and cost and forget security. All of these are interconnected challenges. So you need an interconnected solution. That's what we're building. >> I think that interconnected systems, mindset really is about the bridge to the future. And if you can be with the customer together and build that bridge and cross over together, that's to me is a relationship oriented value proposition. I think that's really needed in this transformative market. So congratulations. I love the mindset there. I've got to ask you. I know you've got a lot of customers and you can't say their names on camera. A lot of large enterprises give us a taste of some of the things they say to you like, "Hey, Venkat, I love your service because blank. What do they, what are some of the anecdotal sayings that customers say about MontyCloud? >> Oh, we have some customers we can talk about. Some of the customers are going to come back on the stage actually St. Louis university is going to be coming on the QV event that's coming up soon, right? So a bunch of customers, we can talk about some customers. We are, you know, deeply working with them and we've solved some problems for them. So what we typically hear from customers is this, right? A lot of vendors come in and ask our teams to up-skill and they teach our teams how to manage cloud. Your solution helps us focus on our KPIs. That's what we repeatedly hear from customers, right? Being able to help the customer. Look, it's not the customers, you know, primary focus to build and maintain a cloud center of excellence that also involves dealing with multiple point tools that involves constantly keeping up with the growing footprint, that involves up-skilling the team constantly. You know, it's great that you have a cloud focus, but every customer that we've engaged with, even the large customers tell us that the fact that they can go back to focusing on their KPIs, whether the application is providing services to their customers, how much uptime is, is, is directly impacting their business. What are the costs of per transaction? Those are the important things they really want to focus on. So consistently our customers are able to come back and validate that when MontyCloud gets involved with them, they're able to shift that focus back to their business, as opposed to trying to focus on things that is basically becoming an essential problem. They need to solve. That's the common theme. We get us feedback and we continuously learn from that and continue to improve that. >> Awesome, great stuff. Venkat, great to have you on again, the CUBE Conversation at The Update, while I got you, take a minute to put a plug in for the company where you guys at on status, state of the company, are you guys looking to hire... sound bites? Anything you want to share? Give a quick minute plug for MontyCloud. >> Yeah, sure thing, John. Hey, we are a startup. We are always hiring. We're always trying to find the smartest people that we want to work with. We want people to come in and kind of show us what to do, right? So give us a shout out. From a growth perspective, John, the market is, you know, booming, right? We are, we are with the small team, which I will give a shout out to my team, right? We have like 23, 23 member team, right? Being able to go deliver to a world-class cloud management platform, expectations and deliver to fortune hundred companies means they are thinking about the problem space deeply. So those who are interested in that kind of, you know, accelerated delivery to customers, you know, do more with less attitude are welcome to engage with us from a self look to the company perspective. Here's what we offer. We offered a free trial today. Our platform can be turned on and start delivering value to customers. In under 10 minutes, we can go to MontyCloud.com, sign up for a free trial, connect their cloud accounts. Within few minutes, they're going to get free recommendations on where they can optimize costs. Where they can improve security. What are the compliance issues they can solve? And they'll get full visibility into the environment, all in just about a few clicks. And that is a value prop our platform offers on an ongoing basis. They can further customize the platform to their needs. So I invite everybody to go try MontyCloud.com. >> All right, Venkat, thanks for coming on. I really appreciate it. Great example of how the cloud can enable startups to be a supplier for the biggest companies in the world. MontyCloud again, start-up successful in the cloud. This is what it's all about. The new model, new, new manufacturing. It's the cloud. I'm John Furrier with The CUBE. Thanks for watching this CUBE Conversation.

>>Fly from San Francisco. It's the cube covering RSA conference, 2020 San Francisco brought to you by Silicon angle media. >>Hi everyone. Welcome back to the cubes coverage here at in San Francisco, the Moscone center for RSA conference 2020 I'm job for your host. We are the very special guests, the COO of VMware, Sanjay Poonen, cube alumni. When you talk about security, talk about the modern enterprise as it transforms new use cases, new problems emerge. New opportunities exist here to break it down. Sanjay, welcome back. Thank you John. Always a pleasure to be on your show and I think it's my first time at RSA. We've talked a number of times, but nice to see you here. Well, it's a security guard. Well, this is really why I wanted you to talk, talk to you because operations is become now the big conversation around security. So you know, security was once part of it. It comes out and part of the board conversation, but when you look at security, all the conversations that we're seeing that are the most important conversations are almost a business model conversation. >>Almost like if you're the CEO of the company, you've got HR people, HR, organizational behavior, collaboration, technology, stack compliance and risk management. So the threat of cyber has to cut across now multiple operational functions of the business. It's no longer one thing, it's everything. So this is really kind of makes it the pressure of the business owners to be mindful of a bigger picture. And the attack velocity is happening so much faster, more volume of attacks, milliseconds and nanosecond attacks. So this is a huge, huge problem. I need you to break it down for me. >> Good. But then wonderful intro. No, I would say you're absolutely right. First off, security is a boardroom topic. Uh, audit committees are asking, you know, the CIO so often, you know, reports a report directly, sometimes, often not even to the CIO, to the head of legal or finance and often to the audit. >>So it's a boardroom topic then. You're right, every department right now cares about security because they've got both threat and security of nation state, all malicious, organized crime trying to come at them. But they've also got physical security mind. I mean, listen, growing a virus is a serious threat to our physical security. And we're really concerned about employees and the idea of a cyber security and physical security. We've put at VMware, cybersecurity and, and um, um, physical security. One guy, the CIO. So he actually runs vote. So I think you're absolutely right and if you're a head of HR, you care about your employees. If you're care ahead of communications, you care about your reputation and marketing the same way. If you're a finance, you care about your accounting systems and having all of the it systems that are. So we certainly think that holistic approach does, deserves a different approach to security, which is it can't be silo, silo, silo. >>It has to be intrinsic. And I've talked on your show about why intrinsic and how differentiated that intrinsic security, what I talked about this morning in my keynote. >> Well, and then again, the connect the dots there. It's not just security, it's the applications that are being built on mobile. For instance, I've got a mobile app. I have milliseconds, serious bond to whether something's yes or no. That's the app on mobile. But still the security threat is still over here and I've got the app over here. This is now the reality. And again, AirWatch was a big acquisition that you did. I also had some security. Carbon black was a $2 billion acquisition that VMware made. That's a security practice. How's it all coming together? Can you think of any questions? Blame the VMware because it's not just security, it's what's around it. >> Yeah. I think we began to see over the course of the last several years that there were certain control points and security that could help, you know, bring order to this chaos of 5,000 security vendors. >>They're all legitimate. They're all here at the show. They're good vendors. But you cannot, if you are trying to say healthy, go to a doctor and expect the doctor to tell you, eat 5,000 tablets and sailed. He just is not sustainable. It has to be baked into your diet. You eat your proteins, your vegetables, your fruit, your drink, your water. The same way we believe security needs to become intrinsically deeper parts, the platform. So what were the key platforms and control points? We decided to focus on the network, the endpoint, and you could think of endpoint as to both client and workload identity, cloud analytics. You take a few of those and network. We've been laboring the last seven years to build a definitive networking company and now a networking security company where we can do everything from data center networking, Dell firewalls to load balancing to SDN in this NSX platform. >>You remember where you bought an nice syrup. The industry woke up like what's VM ever doing in networking? We've now built on that 13,000 customers really good growing revenue business in networking and and now doing that working security. That space is fragmented across Cisco, Palo Alto, FIU, NetScaler, checkpoint Riverbed, VMware cleans that up. You get to the end point side. We saw the same thing. You know you had an endpoint management now workspace one the sequel of what AirWatch was, but endpoint security again, fragmented. You had Symantec McAfee, now CrowdStrike, tenable Qualis, you know, I mean just so many fragmented IOM. We felt like we could come in now and clean that up too, so I have to worry about to do >> well basically explaining that, but I want to get now to the next conversation point that I'm interested in operational impact because when you have all these things to operationalize, you saw that with dev ops and cloud now hybrid, you got to operationalize this stuff. >>You guys have been in the operations side of the business for our VMware. That's what you're known for and the developers and now on the horizon I gotta operationalize all the security. What do I do? I'm the CSO. I think it's really important that in understanding operations of the infrastructure, we have that control point called vSphere and we're now going to take carbon black and make it agentless on the silverside workloads, which has never been done before. That's operationalizing it at the infrastructure level. At the end point we're going to unify carbon black and workspace one into a unified agent, never been done before. That's operationalizing it on the client side. And then on the container and the dev ops site, you're going to start bringing security into the container world. We actually happened in our grade point of view in containers. You've seen us do stuff with Tansu and Kubernetes and pivotal. >>Bringing that together and data security is a very logical thing that we will add there. So we have a very good view of where the infrastructure and operations parts that we know well, a vSphere, NSX workspace one containers with 10 Xu, we're going to bring security to all of them and then bake it more and more in so it's not feeling like it's a point tool. The same platform, carbon black will be able to handle the security of all of those use cases. One platform, several use cases. Are you happy with the carbon black acquisition? Listen, you know, you stay humble and hungry. Uh, John for a fundamental reason, I've been involved with number of acquisitions from my SAP VMware days, billion dollar plus. We've done talking to us. The Harvard business review had an article several years ago, which Carney called acquisitions and majority of them fail and they feel not because of process of product they feel because good people leave. >>One of the things that we have as a recipe does acquisition. We applied that to AirWatch, we apply the deny Sera. There is usually some brain trust. You remember in the days of nice area, it was my team Cosato and the case of AirWatch. It was John Marshall and that team. We want to preserve that team to help incubate this and then what breve EV brings a scale, so I'm delighted about Patrick earlier. I want to have him on your show next time because he's now the head of our security business unit. He's culturally a fit for the mr. humble, hungry. He wants to see just, we were billion dollar business now with security across networking endpoint and then he wants to take just he's piece of it, right? The common black piece of it, make it a billion dollar business while the overall security business goes from three to five. >>And I think we're going to count them for many years to come to really be a key part of VMware's fabric, a great leader. So we're successful. If he's successful, what's my job then? He reports to me is to get all the obstacles out of the way. Get every one of my core reps to sell carbon black. Every one of the partners like Dell to sell carbon black. So one of the deals we did within a month is Dell has now announced that their preferred solution on at Dell laptops, this carbon bike, they will work in the past with silence and crowd CrowdStrike. Now it's common black every day laptop now as a default option. That's called blank. So as we do these, John, the way we roll is one on here to basically come in and occupy that acquisition, get the obstacles out of the way, and that let Patrick scaled us the same way. >>Martine Casado or jumbo. So we have a playbook. We're gonna apply that playbook. Stay humble and hungry. And you ask me that question every year. How are we doing a carbon black? I will be saying, I love you putting a check on you. It will be checking in when we've done an AirWatch. What do you think? Pretty good. Very good. I think good. Stayed line to the radar. Kept growing. It's top right. Known every magic quadrant. That business is significant. Bigger than the 100 million while nice here. How do we do a nice hero? NSX? It's evolved quite a bit. It's evolved. So this is back to the point. VMware makes bets. So unlike other acquisitions where they're big numbers, still big numbers, billions or billions, but they're bets. AirWatch was a good bet. Turned out okay. That the betting, you're being conservative today anyway. That's it. You're making now. >>How would you classify those bets? What are the big bets that you're making right now? Listen, >> I think there's, um, a handful of them. I like to think of things as no more than three to five. We're making a big bet. A multi-cloud. Okay. The world is going to be private, public edge. You and us have talked a lot about VMware. AWS expanded now to Azure and others. We've a big future that private cloud, public cloud edge number two, we're making a big bet on AB motorization with the container level 10 zoos. I think number three, we're making a big bet in virtual cloud networking cause we think longterm there's going to be only two networking companies in matter, VMware and Cisco. Number four, we're making a big bet in the digital workspace and build on what we've done with AirWatch and other technologies. Number five, and make it a big bet security. >>So these five we think of what can take the company from 10 to 20 billion. So we, you know, uh, we, we've talked about the $10 billion Mark. Um, and the next big milestone for the company is a 20 billion ball Mark. And you have to ask yourself, can you see this company with these five bets going from where they are about a 10 billion revenue company to 20. Boom. We hope again, >> Dave, a lot that's doing a braking and now he might've already shipped the piece this morning on multi-cloud. Um, he and I were commenting that, well, I said it's the third wave of cloud computing, public cloud, hybrid multi-cloud and hybrids, the first step towards multi-cloud. Everyone kind of knows that. Um, but I want to ask you, because I told Dave and we kind of talked about this is a multi-decade growth opportunity, wealth creation, innovation, growth, new opportunity multicloud for the generation. >>Take the, this industry the next level. How do you see that multicloud wave? Do you agree on the multigenerational and if so, what specifically do you see that unfolding into this? And I'm deeply inspired by what Andy Jassy, Satya Nadella, you know, the past leading up to Thomas Korea and these folks are creating big cloud businesses. Amazon's the biggest, uh, in the iOS pass world. Azure is second, Google is third, and just market shares. These folks collectively are growing, growing really well. In some senses, VM-ware gets to feed off that ecosystem in the public cloud. So we are firm believers in what you're described. Hybrid cloud is the pot to the multicloud. We coined that term hybrid thought. In fact, the first incantation of eco there was called via cloud hybrid service. So we coined the term hybrid cloud, but the world is not multi-cloud. The the, the key though is that I don't think you're gonna walk away from those three clouds I mentioned have deep pockets. >>Then none of them are going away and they're going to compete hard with each other. The market shares may stay the same. Our odd goal is to be a Switzerland player that can help our customers take VM or workloads, optimize them in the private cloud first. Okay? When a bank of America says on their earnings caller, Brian Warren and said, I can run a private cloud better than a public cloud and I can save 2 billion doing that, okay? It turns off any of the banks are actually running on VMware. That's their goal. But there are other companies like Freddie Mac, we're going all in with Amazon. We want to ride the best of both worlds. If you're a private cloud, we're going to make you the most efficient private cloud, VMware software, well public cloud, and going to Amazon like a Freddie Mac will help you ride your apps into that through VMware. >>So sometimes history can be a predictor of future behavior. And just to kind of rewind the computer industry clock, if you looked at mainframe mini-computers, inter networking, internet proprietary network operating systems dominated it, but you saw the shift and it was driven by choice for customers, multiple vendors, interoperability. So to me, I think cloud multicloud is going to come down to the best choice for the workload and then the environment of the business. And that's going to be a spectrum. But the key in that is multi-vendor, multi, a friend choice, multi-vendor, interoperability. This is going to be the next equation in the modern error. It's not gonna look the same as mainframe mini's networking, but it'll create the next Cisco, the create the next new brand that may or may not be out there yet that might be competing with you or you might be that next brand. >>So interoperability, multi-vendor choice has been a theme in open systems for a long time. Your reactions, I think it's absolutely right, John, you're onto something there. Listen, the multicloud world is almost a replay of the multi hardware system world. 20 years ago, if you asked who was a multi hardware player before, it was Dell, HP at the time, IBM, now, Lenovo, EMC, NetApp, so and so forth and Silva storage, networking. The multicloud world today is Amazon, Azure, Google. If you go to China, Alibaba, so on and so forth. A Motiva somebody has to be a Switzerland player that can serve the old hardware economy and the new hardware economy, which is the, which is the cloud and then of course, don't forget the device economy of Apple, Google, Microsoft, there too. I think that if you have some fundamental first principles, you expressed one of them. >>Listen where open source exists, embrace it. That's why we're going big on Kubernetes. If there are multiple clouds, embrace it. Do what's right for the customer, abstract away. That's what virtualization is. Managed common infrastructure across Ahmed, which is what our management principles are, secure things. At the point of every device and every workload. So those are the principles. Now the engineering of it changes. The way in which we're doing virtualization today in 2020 is slightly different from when Diane started the company and around the year 2020 years ago. But the principals are saying, we're just not working just with the hardware vendors working toward the cloud vendors. So using choices where it's at, the choice is what they want. Absolutely, absolutely. And you're right. It's choice because it was the big workloads. We see, for example, Amazon having a headstart in the public cloud markets, but there's some use cases where Azure is applicable. >>Some use his word, Google's applicable, and to us, if the entire world was only one hardware player or only one cloud player, only one device player, you don't need VMware. We thrive in heterogeneity. It's awesome. I love that word. No heterogeneity provides not 3000 vendors. There's almost three, three of every kind, three silver vendors, three storage vendors, three networking vendors, three cloud vendors, three device vendors. We was the middle of all of it. And yeah, there may be other companies who tried to do that too. If they are, we should learn from them, do it better than them. And competition even to us is a good thing. All right. My final question for you is in the, yeah, the Dell technologies family of which VMware is a part of, although big part of it, the crown jewel as we've been calling them the cube, they announced RSA is being sold to a private equity company. >>What's the general reaction amongst VMware folks and the, and the Dell technology family? Good move, no impact. What we support Dell and you know, all the moves that they've made. Um, and from our perspective, you know, if we're not owning it, we're going to partner it. So I see no overlap with RSA. We partner with them. They've got three core pillars, secure ID, net witness and Archer. We partnered with them very well. We have no aspirations to get into those aspects of governance. Risk and compliance or security has been, so it's a partner. So whoever's running it, Rohit runs on very well. He also owns the events conference. We have a great relationship and then we'll keep doing that. Well, we are focused in the areas I described, network, endpoint security. And I think what Michael has done brilliantly through the course of the last few years is set up a hardware and systems company in Dell and allow the software company called Vima to continue to operate. >>And I think, you know, the movement of some of these assets between the companies like pivotal to us and so on and so forth, cleans it up so that now you've got both these companies doing well. Dell has gone public, we Hammer's gone public and he has said on the record, what's good for Dell is good, what's good for VMware and vice versa and good for the customer. And I think the key is there's no visibility on what cloud native looks like. Hybrid, public, multi, multi, not so much. But you get almost, it's an easy bridge to get across and get there. AI, cyber are all big clear trends. They're waves. Sasha. Great. Thank you. Thanks for coming on. Um, your thoughts on the security show here. Uh, what's your, what's your take to, uh, definitive security shows? I hope it stays that way. Even with the change of where RSA is. >>Ownership goes is this conference in black hat and we play in both, uh, Amazon's conference. I was totally starting to, uh, reinforce, reinforce cloud security will show up there too. Uh, but we, we think, listen, there's what, 30,000 people here. So it's a force. It's a little bit like VMworld. We will play here. We'll play a big, we've got, you know, it just so happens because the acquisition happened before we told them, but we have two big presences here. We were at carbon black, um, and it's an important business for us. And I said, like I said, we have $1 billion business and security today by 30,000 customers using us in a security network, endpoints cloud. I want to take that to be a multi, multiple times that size. And I think there's a pot to do that because it's an adjacent us and security. So we have our own kind of selfish motives here in terms of getting more Mindshare and security. >>We did a keynote this morning, which was well received with Southwest airlines. She did a great job. Carrie Miller, she was a fantastic speaker and it was our way of showing in 20 minutes, not just to our point of view, because you don't want to be self serving a practitioner's point of view. And that's what's really important. Well finally on a personal note, um, you know, I always use the term tech athlete, which I think you are one, you really work hard and smart, but I got to get your thoughts. But then I saw you're not on Twitter. I'm on. When IBM announced a new CEO, Arvin, um, fishnet Indian American, another CEO, this is a pattern. We're starting to see Indian American CEOs running cup American companies because this is the leadership and it's really a great thing in my mind, I think is one of the most successful stories of meritocracy of all time. >>You're quick. I'm a big fan of oven, big fan of Shantanu, Sundar Pichai, something that Ellen, many of them are close friends of mine. Uh, many of them have grown up in Southern India. We're a different ages. Some of them are older than me and in many cases, you know, we were falling behind other great players like Vino Cosla who came even 10 to 15 years prior. And you know, it's hard for an immigrant in this country. You know, um, when I first got here and I came as an immigrant to Dartmouth college, there may have been five or 10 Brown skin people in the town of Hanover, New Hampshire. I don't know if you've been to New Hampshire. I've been there, there's not many at that time. And then the late 1980s, now of course, there's much more, uh, so, you know, uh, we stay humble and hungry. >>There's a part of our culture in India that's really valued education and hard work and people like Arvin and some of these other people are products. I look up to them, the things I learned from them. And um, you know, it's true of India. It's a really good thing to see these people be successful at name brand American companies, whether it's IBM or Microsoft or Google or Adobe or MasterCard. So we're, we're, I'm in that fan club and there's a lot I learned from that. I just love being around people who love entrepreneurship, love innovation, love technology, and work hard. So congratulations. Thank you so much for your success. Great to see you again soon as you put in the COO of VM-ware here on the ground floor here at RSA conference at Moscone, sharing his insight into the security practice that is now carbon black and VMware. All the good things that are going on there. Thanks for watching.