>>mhm >>mm >>Hello and welcome back to HPD discovered 2021. My name is Dave Volonte and we're going to dig into H P E. Green Lake, we've heard a lot about this, we want to find out how real it is and test a little bit of how how can help solve your business problems. We also want to understand Green Lake relative to the competition. HPV was the first, as you probably know to declare it all in with an as a service model and virtually every major infrastructure player has now followed suit. So we want to hear from HP directly how it's different from the competition, where it's innovating and that means we're gonna poke a little bit of customer examples and how the partner ecosystem is adopting and responding to Green Lake and with me is the right person to do this is keith White, who is the senior Vice President General Manager of the Green Lake cloud services business unit at HP, keith, great to see you, thanks for coming back to the cube. >>Okay, fantastic to see you as always. So thanks so much for having me. >>Yeah, it's our pleasure. So look, we're hearing a lot leading up to discover and at this event about Green Lake you got momentum now, everybody's excited about it. What's driving demand? Where's the excitement coming from? >>No, it's a great question. And you know, the reality is customers are expecting this cloud experience, right? So they they've been using the public cloud, they've been engaging on that front and this cloud experience is really driven, a pretty high amount of customer expectations, make itself served, make it automated, make it easy to consume, only want to pay for what I'm using and then manage it all for me on the back end. But 60 to 70% of apps and data will stay on prem per Gardner and I D. C. And so give me that experience on prem. And so that's why I think Green Lake has gotten so much interest, so much positive growth and momentum is because we're bringing that cloud experience to our customers in their data center, in their Coehlo or at the edge and that's where they want to see it just as much. And so since the world is now hybrid, we have a fantastic solution for folks. >>So you, you were first in this game and so you took some arrows and I'm interested in how Green Lake has evolved, Take us through the journey maybe what were some of the bumps in the road that you had to overcome? Maybe how it compares with the competition. Maybe some of the things that they're going to have to go through as well to get to the point where you are. >>No, it's true. And you know, the great thing is HP as a company is really moving to be much more of a cloud services and software company. And you know, we're seeing this from our competition, as you mentioned, have followed suit. But in essence, you know, you have to move from just sort of providing lease type financing type scenarios for our customers into truly delivering that cloud experience. And that's what's been so exciting over this last year is we've gone from just the basic cloud services, compute storage, networking and VMS to really providing containers as a service, bare metal as a service. Uh, machine learning ops, S. A P V. D I. You know, we've now created a set of workloads and as you heard it discover we're now delivering industry solutions, so electronic medical records for hospitals or high delivery payment transaction processing for, for financial, so that the challenge of moving from just sort of leasing basic capabilities to a true cloud experience that again pay as I go, fully automated self serve, all managed for me has really been a challenge and it's exciting, it's exciting to see customers jump on and really sort of lean in and see the business value that comes from having that level of solution >>keith, am I correct in that pretty much every large tech company has a services arm and they could, they could sort of brute force, some kind of cloud like experience and that's kind of what people have done historically the layer in a financial like leasing financial as you said and and but every situation was unique, it was kind of a snowflake if you will and you guys are probably there a few years ago as well and so I'm interested in sort of how you evolved beyond that. Was it a mindset was a technology, was it sort of cultural? You know, it came from the top as well, but maybe you could describe that a little bit. >>Yeah, the ship comes from our customers because what's happening is customers no longer trying to buy component parts. They're saying it's really about Tesla's like, hey, I want you to deliver this for me. In essence, we're running the data center for them now. We're running their machine learning operations environment for them. Now, you know, we're migrating their mainframe over now. And so what's happening is these sls are really, what matters to customers like that? It's not so much about, hey, what are the speeds and feeds and this and that? And so yes, you can sort of brute force that piece of it. But what you really are having to do is create this deep partnership and relationship with your customer to truly understand their business challenges and then provide them with that capability. Now I think the things that's exciting is yes, the public cloud gives you some some significant benefits for certain workloads and certain capabilities. But what we're hearing from customers is hey, I want to have much more control over my data center. I want to ensure that it has the security required. I want to make sure that I can make the adjustments necessary and so you're doing all that at a lower cost with open platform that I can use a variety of tools and other applications just makes it that much more powerful. So I think that's what we're seeing is we're getting into what our customers really requiring and then you know the most interesting thing is how do you make it work with my entire environment because I am running Azure and I am running A W. S. And I am running google and I'm running some other things. And so how does this cloud really helped me bring all those together to really govern that hybrid estate? And that's where I think Green Lake has really shine. >>So it kind of part of the secret sauce is automation because you've got to be, you still have, you have to be competitive, you know, at least within reason to cloud cost, sometimes it's going to be less expensive, maybe sometimes it can be more expensive. You've got some advantages in certain cases where, you know, there's government governance things and and you know, we don't have to go through all that, but there's the automation but you've got to be profitable at this too. So there's the automation, there's the tooling, there's the openness. So, so that was really a key part of it. Is it not that sort of automating? >>That's right. Automation is key as is really understanding what that customer environment is and optimizing for that piece of it. And so as you heard, we're really excited to announce our Green Lake Lighthouse, which is really providing workload optimized systems that are fully managed for them that provide that capability to run multiple workloads for that customer. But at the same time, to your point, there's a lot of charges that happened on the public cloud side. So, you know, data is the new, you know, gold if you will right, everyone's trying to monetize their data, trying to use it to make decisions and really understand what's happening across their environment and in the cloud. You know, if you put it up in the cloud, you have to pay to get it out. The egress charges can be significant and it's also a bit slower at times because of the latency that happens across that that that connection. And so we are now in a situation where we're seeing a lot of customers that are really trying to analyze their data, leveraging our HPC systems, leveraging our machine learning operation systems in order to really get that data happening, Getting the dancers out much, much faster and a much lower cost than what it would cost them to do that in the cloud. >>So you have some experience at this now. I wonder if we could dig into the customers how customers are using Green Lake. Maybe you can give some examples of success. >>Yeah. Yeah, no. You know it's exciting because you know first off everyone's looking at their digital transformation and that means something different for every single customer, so really understanding what they're trying to do from a transformation standpoint and then saying, okay, well how can we bring a solution to help accelerate that? To help be uh, you know, more connected to your customers to help improve your product delivery. We went to Lyondellbasell for example, one of the largest manufacturers in the world. And you know, they said, hey look, we don't want to run our data center anymore. Most most customers are trying to get out of the data center management business and they're saying, hey, run this for me, uh let me free up resources to go focus on things that really can drive additional value for our customers instead of keeping the lights on patching, blah blah blah. So we have taken their entire environment and moved it to a Coehlo and we're managing it now for them. And so in essence we freed up not just a ton of resources, but they have also been able to drop their carbon footprint, which is also this whole sustainability push is significant as well. And then you look at a customer like care stream, one of the largest medical diagnostic companies in the world, saying hey we gotta be able to allow our doctors to be able to um analyze and diagnose things much much faster through our X ray systems and through our diagnostic machines. And so they have implemented our machine learning operations scenario to dramatically speed up those types of capabilities. So as you go down the list and you start to see these customers really um leveraging technology to meet that digital transformation, saving costs, moving their business forward, creating new business models. It's just, it's really exciting. >>What about partners keith? How how have they responded? I mean, on the one hand, you know, that's great opportunities for them, you know, they're they're transforming their own business model. On the other hand, you know, maybe they were comfortable with the old model, they got a big house, nice, nice boat, you >>know? >>But how are they changing their their their business and how are they leaning in >>similar to what we're seeing? The opportunity for partners is dramatic, right? Because what happens is you have to have a very different relationship with your customer to truly understand their digital transformation. Their business challenges the problems that they're having to address. And so where we're seeing partners really, really sort of the opportunity is where there's the services and that sort of deeper relationship piece of it. So in essence, it's creating much more opportunity because the white spaces dramatic we're seeing, I want to say it's in the 30 to $40 billion worth of market opportunity as we move into an as a service on prem world. So they're seeing that opportunity. They're seeing the ability to add services on top of that and deepen the relationship with our customers. And you know, it's it's from my SVS. We're working closely with S. A. P. For example, to deliver their new rise private cloud customer edition. We're working closely with loosest, for example, who is doing a lot of payment processing type scenarios Nutanix and their database as a service scenario and Splunk because again, we went back to the data piece and these guys are doing so much big data type implementations for risk analytics and and regulatory type scenarios. It's just significant. And so because there's such a push to keep things on prem to have the security to reduce the latency to get rid of the egress charges and everything else. There's just a significant white space for both our partners and then from our distributors and resellers, they're getting to change their business model again, to get much deeper in that relationship with our customers >>to be Green Lake is, I mean it's H. P. E. As a service, it's your platform. And so I wonder if you can think about how you're thinking about uh, share with us, How you think about platform innovation? Um, you've got the pricing model, you know, flex up, flex down. Is there other technology we should know about and other things that are going to move you forward in this battle for the next great hybrid cloud and edge platform? >>Yeah, it's a great push because if you think about it, we are Green Lake is the edge to cloud platform And in essence because we have such a strong edge capability with the arab acquisition we made a few years back. That's really significant momentum with the Silver Peak acquisition to give us SD when you've got that edge connectivity all the way up to our high performance computing. And so you'll see us deliver high performance computing as a service. We're announcing that here at discover um you'll see us announced, you know, machine learning ops I mentioned ASAP, but also a virtual desktops. I think the pandemic has brought a lot more work from home type scenarios and customers really want to have that secure desktop. And so, working with partners like Citrix and Nutanix and and VM ware and Crew were able to provide that again, unique scenario for our customers. And so, um, yeah, the innovation is going to keep coming. You know, I mentioned bare metal as a service because many people are starting to really leverage the metal that's out there. You're seeing us also engaged with folks like intel on our silicon on demand. So this is a really exciting technology because what it allows us to do is turn on cores when we need them. So hey, I need additional capacity. I need some power. Let's turn on some cores. But then I turn off those cores when I'm not using them. You go to a software core based software pricing model, like an oracle or a sequel server. I'm saving dramatic cost now because I don't have to pay for all the cores that are on the system. I'm only paying the licenses for the ones that I use. And so that should bring dramatic cost savings to our customers as well. So we're looking from the silicon all the way up. Uh you know, you hear us talk about project Aurora, which is our security capability. We're looking at the silicon level, but we're also looking at the the container and bare metal and then obviously the workloads in the industry solution. So we're sprinting forward. We're listening to our customers were taking their feedback. We're seeing what they're prioritizing and because we have that tight relationship with them as we help move them to the direction they want to go, it's giving us a ton of fantastic inside information for what really matters. >>Right, Thank you for that. So, I want to ask you about data. A lot of organizations are kind of rethinking their ideal data architecture, their organization. They're they're they're seeing the amount of data that is potentially going to be created at the edge, thinking about ai inference and influencing at the edge and maybe reimagining their data organization in this age of insight. I wonder how Green Lake fits into that. How are you thinking about the new era of data and specifically Green Lakes role? >>Yeah, you mentioned the age of insights and and it really is right. So we've moved sort of as the next phase of digital transformation is basically saying, hey look, I've got all this data. I've got to first get my arms around my data estate because in essence it's in all these different pockets around. And so Green Lake gives you that ability to really get that data estate established. Then I want to take and get the answers in the analytics out of it. And then I want to monetize that data either out to my customer set or out to my industry or out to other scenarios as well. And so as we start to deliver our develops capability, our ai and analytics capabilities through HPC. And it's an open platform. So it allows data scientists to easy boot up easily boot up a cluster with which to do their models and their training and their algorithms. But we can also then use and Estancia at that into the business decisions that our customers are trying to make again without the significant cost that they're seeing on that on the public cloud side and in a very secure way because they have the data exactly where they need it. You'll see us continue to do sort of disaster recovery and data protection and those types of scenarios both with our partners and from H P E. So it's exciting to just understand that now you're going to have the tools and resources so you can actually focus on those business outcomes versus how do I protect the data? Where do I start, how do I get my model set up, etcetera. All that becomes automated and self service. You mentioned earlier >>When you talk to customers Keith one of the big sort of challenges that you're addressing. What's the typical, there was no typical but the but the real nuts that they're trying to crack is it financial? We want to move from Capex to opec's is that hey we want this cloud model but we can't do it in the public cloud for a variety of reasons, edicts, organization leaders or we want to modernize our our state. What are the real sort of sticking points that you're addressing with Green Lake? >>Yeah, I think it's threefold and you sort of touched on those. So one is, it really does start with modernization. Hey, you know, we've got to take costs out of the equation. We've got to reduce our carbon footprint. We've got to automate these things because we have limited resources and how do we maximize the ones that we have? And so I mentioned earlier, getting out of the data center, modernizing our apps, really monetizing our data. So I think that's number one. Number two is what you said as well, which is, hey look, I don't need to have all these capital assets. I don't want to be in charge of managing all all these assets. I just want the capability and so being able to sell them that service that says, hey, we can, we can do X number of desktops for your V. D. I. We can run your S. A. P. Environment or we can make sure that you have the, the analytics structure set up to be able to run your models that becomes super compelling and it frees up a lot of resources in cash on that front as well. And then I think the third thing is what you said, which is the world is hybrid. And so I need to find out what's going to run best in my on prem environment and what's going to run best up in the cloud. And I want to be able to optimize that so that I'm not wasting costs in one place or the other, and I want to be able to govern and govern that holistically. So I have the ability to see what's happening end to end across that so I can manage my business most effectively. So I think those are the three big things that people are really excited about with Green Lake as they enable those things. Um and you know, the reality is that it also means that they have a new partner to help them really think through how can they move forward? So it's not them by themselves. Uh It's really in a one plus one equals three type scenario and then you bring the ecosystem in and now you've got, you know, things working really well. So, >>so big enterprise tech, it's like, it's like the NFL is a sort of a copycat league. And so what, you know what I'm saying? But you guys all got >>big, yeah, >>you've got great resources, hey, this West Coast office exactly is gonna work. We're gonna get a short passing game going. And so that happened. So I feel like, okay, you've raised the bar now on as a service and that's gonna become table stakes. Um you know, it's got a lot of work to get there. I know, and it's a it's a journey, but but when you think about the future uh for H. P. E. Uh what's exciting you the most? >>I think what's exciting me the most is this the reaction that we're seeing with customers because in essence it gets them out of the bits and bytes and speeds and feeds and you know, um >>you >>know, component goo and really gets into business value, business outcomes sls and, and that's what they're looking for because what they're trying to do is break out of, you know that day to day and be able to really focus on the future and where they're going. So I think that's one, I think the second big thing is as you see all these things come together, um you know, we're able to basically provide customers with, I would say a mindset that's like, hey, I can do this holistically, but I can always pick and choose the best that I want and if I ramp up, I have capacity. If I ramp down, I don't have to pay for first scenarios. And so I'm getting the best of both worlds across that piece of it. And then third is I mentioned it earlier. But this whole relationship thing is so important because you know, this isn't about technology anymore. As much as it it is about what's the value that you're going to get out of that technology. And how does that help us move the company and the world forward? Like I love the fact that H. P. E. Was so involved in this pandemic. >>You know, >>with our systems were able to actually uh to run a set of of algorithms and analysis on how to, you know, find a vaccine on how to how to address the things that are going forward. You've seen us now up in space and as we, we broaden our frontier and so as a company you're seeing technology turned into things that are truly helping the world go forward. I think that's exciting as well. >>Yeah. Space. It's like the ultimate edge. >>I >>like you said to me if I take it, it's not not about ports and Mick, nips and gigabytes anymore. It's about the outcome. You mentioned before the S L. A. Um, you know, the thing about, you know, think about virtual, it's great. We have to get in the plane. Its downside. We all know we can't hang out, you know, afterwards, you know, have a drink or you know, chit chat about what's going on in the world, but we can't reach a lot more people. But the other downside of virtual is, you know, you don't have the hallway track. It's not like, hey, did you check out that, that demo on IOT? It's really cool. Where is that? So give us the hallway track. How can folks learn more about discover where would you direct folks? >>You bet. You know, I'm doing a full spot. Obviously let me start with at the top right Antonio Neri our ceo he's going to lay out the whole strategy and then I'll have a spotlight. It's about a 30 minute deep dive on all of these things that that you and I just talked about and then we've got a bunch of breakout sessions were doing some with our partners like Nutanix and others, um, Microsoft as well as we talk about, we didn't really touch on that, but you know, we have a strong partnership with the hyper scholars with Microsoft and with others because in essence customers are expecting an integrated solution that's hybrid. And so, you know, we're showcasing all of that with the with the discover breakouts as well and they're available on demand. We have a huge opportunity with respect to that, so really excited and you know, frankly we're here to help, like I hope people understand this is our opportunity to help you be successful and so please know that our ears are wide open to hear what the challenges are and we're ready to help customers as they needed. >>I'm glad you mentioned the partnership with Microsoft and other hyper skills. I feel like keith, the the Hyper scale is giving us a gift. They've spent last year they spent over $100 billion on Capex build out. That is like, it's like the internet. Thank you. >>Now we're gonna build on >>top of it, we're gonna build an abstraction layer that hides all that underlying complexity. We're gonna connect things and and that's really your job. That's really kind of what you're bringing to the table I think with Green Lake and some of these innovations. So >>I really >>appreciate it. Go ahead please. >>I appreciate the time as well. It's always a pleasure and it's always exciting to get a chance to share with you and and as always, any time you don't want me back, I'm happy to happy to join. Alright, >>would love to do that. So appreciate that. And thank you for spending some time with us. Stay tuned for more great coverage from HPD discovered 21 everything is available on demand as well as the that is the other good thing about virtually go back and watch all this content. This is Dave Volonte for the cube the leader in enterprise tech coverage. Be right back

>>approximately two years after HP split into two separate companies, antonioni Ranieri was named president and Ceo of Hewlett Packard Enterprise. Under his tenure, the company has streamlined its operations, sharpened his priorities, simplified the product portfolio and strategically aligned its human capital with key growth initiatives. He's made a number of smaller but high leverage acquisitions and return the company to growth while affecting a massive company wide pivot to an as a service model. Welcome back to HPD discovered 2021. This is Dave Volonte for the cube and it's my pleasure to welcome back Antonio. Neary to the program Antonio it's been a while. Great to see you again. >>Dave Thanks for having me. >>That's really our pleasure. I was just gonna start off with >>the big picture. >>Let's talk about trends. You're a trend spotter. What do you see today? Everybody talks about digital transformation. We had to force marks to digital last year now it's really come into focus. But what are the big trends that you're seeing that are affecting your customers transformations? >>Okay. I mean obviously we have been talking about digital transformation for some time uh in our view is no longer a priority is a strategic imperative. And through the last 15 months or so since we have been going through the pandemic we have seen that accelerated to a level we haven't never seen before. And so what's going on is that we live in a digital economy and through the pandemic now we are more connected than ever. We are much more distributed than ever before and an enormous amount of data is being created and that data has tremendous value. And so what we see in our customers need more connectivity, they need a platform from the edge to the cloud to manage all the data and most important they need to move faster and extracting that inside that value from the data and this is where HP is uniquely positioned to deliver against those experiences the way we haven't imagined before. >>Yeah, we're gonna dig into that now, of course, you and I have been talking about data and how much data for decades, but I feel like we're gonna look back at, you know, in 2030 and say, Wow, we never, we're not gonna do anything like that. So we're really living in a data centric era as the curves are going exponential. What do you see? How do you see customers handling this? How are they thinking about the opportunities? >>Well, I think, you know, customer realized now that they need to move faster, they need to absolutely be uh much more agile and everything. They do. They need to deploy a cloud experience for all the war clothes and data that they manage and they need to deliver business outcomes to stay ahead of the competition. And so we believe technology now plays even a bigger role and every industry is a technology industry in many ways. Every company right, is a technology company, whether your health care, your manufacturer, your transportation company, you are an education, everybody needs more. It no less I. T. But at the same time they want the way they want to consumer Dave is very different than ever before, right? They want an elastic consumption model and they want to be able to scale up and down based on the needs of their enterprise. But if you recall three years ago I knew and I had this conversation, I predicted that enterprise of the future will be edge centric cloud enable and data driven. The edge is the next frontier. We said in 2018 and think about it, you know, people now are working remotely and that age now is much more distribute than we imagined before. Cloud is no longer a destination, it is an experience for all your apps and data, but now we are entering what we call the edge of insight which is all about that data driven approach and this is where all three have to come together in ways that customer did envision before and that's why they need help. >>So I see that I see the definition of cloud changing, it's no longer a set of remote services, you know, somewhere up there in the cloud, it's expanding on prem cross clouds, you mentioned the Edge and so that brings complexity. Every every company is a technology company but they may not be great at technology. So it seems that there are some challenges around there, partly my senses, some of some of what you're trying to do is simplify that for your customers. But what are the challenges that your customers are asking you to solve? >>Well the first they want a consistent and seamless experience, whatever that application and data lives. And so um you know for them you know they want to move away from running I. T. to innovate in our 90 and then obviously they need to move much faster. As I said earlier about this data driven approaches. So they need help because obviously they need to digitize every every aspect of the company but at the same time they need to do it in a much more cost effective way. So they're asking for subject matter expertise on process engineering. They're asking for the fighting the right mix of hybrid experiences from the edge to cloud and they need to move much faster as scale in deploying technologies like Ai deep learning and machine learning. Hewlett Packard Enterprise uh is extremely well positioned because we have been building an age to cloud platform where you provide connectivity where you bring computing and storage uh in a soft of the fine scalable way that you can consume as a service. And so we have great capabilities without HP Point next technology services and advice and run inside. But we have a portfolio with HP Green Lake, our cloud services, the cloud that comes to you that are addressing the most critical data driven warlords. >>Probably about 24 months ago you announced that HP was, was going to basically go all in on as a service and get there by by 2022 for all your solutions. I gotta get, I gotta say you've done a good job communicating the Wall Street, I think. I think culturally you've really done a good job of emphasizing that to your, to the workforce. Uh, but but how should we measure the progress that you've made toward that goal? How our customers responding? I know how the markets responding, you know, three or four year big competitors have now announced. But how should we measure, you know, how you're tracking to that goal? >>Well, I think, you know, the fact that our competitors are entering the other service market is a validation that our vision was right. And that's that's that's good because in the end, you know, it tells us we are on the right track. However, we have to move much faster than than ever before. And that's why we constantly looking for ways to go further and faster. You're right. The court of this is a cultural transformation. Engineering wise, once you step, once you state the North Star, we need to learn our internal processes to think cloud first and data first versus infrastructure. And we have made great progress. The way we measure ourselves. Dave is very simple is by giving a consistent and transparent report on our pivot in that financial aspect of it, which is what we call the annualized revenue run rate, Which we have been disclosed enough for more than a year and a half. And this past quarter grew 30% year over year. So we are on track to deliver at 30 to 40% cake or that we committed two years ago And this business going to triple more than uh more than one year from now. So it's gonna be three times as bigger as we enter 2022 and 2023. But in the end it's all about the experience you deliver and that's why architecturally uh while we made great progress. I know there is way more work to be done, but I'm really excited because what we just announced here this week is just simply remarkable. And you will see more as we become more a cloud operating driven company in the next month and years to come. >>I want to ask you kind of a personal question. I mean, COVID-19 has sharpened our sensitivity and empathy to a lot of different things. And I think ceos in your position of a large tech company or any large company, they really can't just give lip service to things like E. S. G. Or or ethical uh digital transformation, which is something that you've talked about in other words, making sure that it's inclusive. Everybody is able to participate in this economy and not get left behind. What does this mean to you personally? >>Well, they remember I'm in a privileged position, right? Leading a company like Hewlett Packard Enterprise that has Hewlett and Packard on the brand is an honor, but it's also a big responsibility. Let's remember what this company stands for and what our purpose is, which is to advance the way people live and work. And in that we have to be able to create a more equitable society and use this technology to solve some of the biggest societal challenge you have been facing Last 18 months has been really hard on a number of dimensions, not just for the business but for their communities. Uh, we saw disruption, we saw hardships on the financial side, we saw acts of violence and hatred. Those are completely unacceptable. But if we work together, we can use these technologies to bring the community together and to make it equitable. And that's one is one of my passion because as we move into this digital economy, I keep saying that connecting people is the first step and if you are not connected you're not going to participate. Therefore we cannot afford to create a digital economy for only few. And this is why connectivity has to become an essential service, not different than water and electricity. And that's why I have passion and invest my own personal time working with entities like World Economic Forum, educating our government, which is very important because both the public sector and the private sector have to come together. And then from the technology standpoint, we have to architect these things. They are commercially accessible and viable to everyone. And so it's uh it's I will say that it's not just my mission. Uh this is top of mind for many of my colleagues ceos that talked all the time and you can see of movement, but at the same time it's good for business because shareholders now want to invest in companies that take care about this. How we make, not just a world more inclusive and equitable, but also how we make a more sustainable and we with our technologies we can make the world way more sustainable with circular economy, power, efficiency and so forth. So a lot of work to be done dave but I'm encouraged by the progress but we need to do way way more. >>Thank you for that Antonio I want to ask you about the future and I want to ask you a couple of different angles. So I want to start with the edge. So it seems to me that you're you're building this vision of what I call a layer that abstracts the underlying complexity of the whether it's the public cloud across clouds on prem and and and the edge And it's your job to simplify that. So I as the customer can focus on more strategic initiatives and that's clearly the vision that you guys are setting forth on. My question is is how far do you go on the edge? In other words, it seems to me that Aruba for example, for example, awesome acquisition can go really, really deep into the far edge. Maybe other parts of your portfolio, you're kind of more looking at horizontal. How should we think about HP es positioning and participation in that edge opportunity? >>Well, we believe we are becoming one of the merger leaders at the intelligent edge. Right. These edges becoming more intelligent. We live in a hyper connected world and that will continue to grow at an exponential pace. Right? So today we we might have billions of people and devices pursue. We're entering trillions of things that will be connected to the network. Uh, so you need a platform to be able to do with the scale. So there is a horizontal view of that to create these vertical experiences which are industry driven. Right? So one thing is to deliver a vertical experience in healthcare versus manufacturer transportation. And so we take a really far dave I mean, to the point that we just, you know, put into space 256 miles above the earth, a supercomputer that tells you we take a really far, but in the end it's about acting where the data is created and bringing that knowledge and that inside to the people who can make a difference real time as much as possible. And that's why I start by connecting things by bringing a cloud experience to that data wherever it lives because it's cheaper and it's where more economical and obviously there is aspects of latest in security and compliance that you have to deal with it and then ultimately accelerate that inside into some sort of outcome and we have many, many use cases were driving today and Aruba is the platform by the way, which we have been using now to extend from the edge all the way to the core into the cloud business and that's why you HP has unique set of assets to deliver against that opportunity. >>Yes, I want to talk about some of the weapons you have in your arsenal. You know, some people talk about a week and we have to win the architectural battle for hybrid cloud. I've heard that statement made, certainly HPV is in that balance is not a zero sum game, but but you're a player there. And so when I when I look at as a service, great, you're making progress there. But I feel like there's more, there's there's architecture there, you're making acquisitions, you're building out as moral, which is kind of an interesting data platform. Uh, and so I want to ask you, so how you see the architecture emerging and where H. P. S sort of value add i. P. Is your big player and compute you've got actually you've got chops and memory disaggregate asian, you've done custom silicon over the years. How how should we think about your contribution to the next decade of innovation? >>Well, I think it's gonna come different layers of what we call the stock, right? Obviously, uh, we have been known for an infrastructure company, but the reality is what customers are looking for Our integrated solutions that are optimized for the given workload or application. So they don't have to spend time bringing things together. Right? And and spend weeks sometimes months when they can do it in just in a matter of minutes a day so they can move forward innovative or 90. And so we we are really focused on that connectivity as the first step. And Aruba give us an enormous rich uh through the cloud provisioning of a port or a wifi or a one. As you know, as we move to more cloud native applications. Much of the traffic through the connectivity will go into the internet, not through the traditional fixed networks. And that's what we did acquisitions like Silver Peak because now we can connect all your ages and all your clouds in an autonomous software defined way as you go to the other spectrum, right. We talk about what load optimization and uh for us H. P. S. My role is the recipe by which we bring the infrastructure and the software in through that integrated solution that can run autonomously that eventually can consume as a service. And that's why we made the introduction here of HP Green like lighthouse which is actually I fully optimised stack the with the push of a bottom from HP Green Lake cloud platform we can deploy whatever that that is required and then be able to Federated so we can also address other aspects like disaster recovery and be able to share all the knowledge real time. So I'm learning is another thing that people don't understand. I mean if you think about it. So I'm learning is a distributed Ai learning uh ecosystem and think about what we did with the D. C. Any in order to find cures for Alzheimer's or dementia. But swam learning is gonna be the next platform sitting on this age to cloud architecture so that instead of people worrying about sharing data, what we're doing is actually sharing insights And be able to learn to these millions of data points that they can connect with each other in a secure way. Security is another example, right? So today on an average takes 28 days to find a bridge in your enterprise with project Aurora, which we're gonna make available at the end of the year, by the end of the year. We actually can address zero day attacks within seconds. And then we're work in other areas like disaster recovery when you get attacked. Think about the ransom ramp somewhere that we have seen in the last few weeks, right? You know, God forbid you have to pay for it. But at the same time, recovery takes days and weeks. Sometimes we are working on technology to do it within 23 seconds. So this is where HP can place across all spectrums of the stack. And at the same time, of course, people expect us to innovate in infrastructural layer. That's why we also partnered with companies like Intel, we're with the push of a bottle. If you need more capacity of the court, you don't have to order anything, just push the bottle. We make more calls available so that that will load can perform and when you don't need to shut it off so you don't have to pay for it. And last finalist, you know, I will say for us is all about the consumption availability of our solutions And that's what I said, you know, in 2019 we will make available everything as a service by 2022. You know, we have to say as you know, there is no need to build the church for easter sunday when you can rent it for that day. The point here is to grow elastically and the fact that you don't need to move the data is already a cost savings because cost of aggression data back and forth is enormous and customers also don't want to be locked in. So we have an open approach and we have a through age to cloud architecture and we are focusing on what is most valuable aspect for the customer, which is ultimately the data. >>Thank you for that. One of the other things I wanted to ask you about, and again, another weapon in your arsenal is you mentioned uh supercomputing before up in space where we're on the cusp of exa scale and that's the importance of high performance computing. You know, it used to be viewed as just a niche. I've had some great conversations with Dr go about this, but that really is the big data platform, if you will. Uh can I wonder if you could talk a little bit about how that fits into the future. Your expertise in HPC, you're obviously a leader in that space. What's the fit with this new vision? You're laying out? >>Well, HPC, high performance computer in memory computer are the backbone to be able to manage large data sets at massive scale. Um and, you know, deployed technologies like deep learning or artificial intelligence for this massive amount of data. If we talked about the explosion of data all around us and uh, you know, and the algorithms and the parameters to be able to extract inside from the day is getting way more complex. And so the ability to co locate data and computed a massive scale is becoming a necessity, whether it's in academia, whether it's in the government obviously to protect your, your most valuable assets or whether it is in the traditional enterprise. But that's why with the acquisition of Cray, S. G. I. And our organic business, we are absolutely the undisputed leader to provide the level of capabilities. And that's why we are going to build five of the top six exa scale systems, which is basically be able to process they billion billion, meaning billion square transactions per second. Can you imagine what you can do with that? Right. What type of problems you can go solve climate problems? Right. Um you know, obviously be able to put someone back into the moon and eventually in mars you know, the first step to put that supercomputer as an edge computer into the international space station. It's about being able to process data from the images that take from the ice caps of the, of the earth to understand climate changes. But eventually, if you want to put somebody in in into the Marks planet, you have to be able to communicate with those astronauts as they go and you know, you can't afford the latency. Right? So this is where the type of problems we are really focused on. But HPC is something that we are absolutely uh, super committed. And it's something that honestly we have the full stack from silicon to software to the system performance that nobody else has in the industry. >>Well, I think it's a real tailwind for you because the industry is moving that direction. Everybody talks about the data and workloads are shifting. We used to be uh, I got LTP and I got reporting. Now you look at the workloads, there's so much diversity. So I'll give you the last word. What what really is the most exciting to you about the future of HPV? >>Well, I'm excited about the innovation, will bring it to the market and honestly, as the Ceo, I care about the culture of the company. For me, the last almost 3.5 years have been truly remarkable. As you said at the beginning, we are transforming every aspect of this company. When I became CEO, I had three priorities for myself. One is our customers and partners. That's why we do these events right to communicate, communicate, communicate. Uh they are our North Star, that's why we exist. Uh, second is our innovation right? We compete to win with the best innovation, solving the most complex problems in a sustainable and equitable way. And third is the culture of the company, which are the core is how we do things in our Team members and employees. You know, I represent my colleagues here, the 60,000 strong team members that have incredible passion for our customers and to make a contribution every single day. And so for me, I'm very optimistic about what we see the recovery of the economy and the possibilities of technology. But ultimately, you know, we have to work together hand in hand. Uh and I believe this company now is absolutely on the right track to not just be relevant, but really to make a difference. And remember that in the end we we have to be a force for good. And let's not forget that while we do all of this, we have some farm with technology. We have to also help some uh to address some of the challenges we have seen in the last 18 months. An H. P. E is a whole different company, uh, that you knew 3.5 years ago. >>And as you said, it's, it's knowledge is the right thing to do. It's good. It's good for business Antonio. Neary. Thanks so much for coming back to the cube. Is always a pleasure to see you. >>Thanks for having me Dave >>and thank you for watching this version of HP discover 2021 on the cube. This is David want to keep it right there for more great coverage. >>Mm

>> Announcer: Live from Las Vegas, it's the Cube. Covering Dell Technologies World 2018. Brought to you by Dell EMC, and its ecosystem partners. >> Welcome back to SiliconANGLE media's coverage of Dell Technologies World 2018. I'm Stu Miniman here with my cohost Keith Townsend, happy to welcome back to the program Tom Burns, who's the SVP of Networking and Solutions at Dell EMC. Tom, great to see ya. >> Great to see you guys as well. Good to see you again. >> All right, so I feel like one of those CNBC guys. It's like, Tom, I remember back when Force10 was acquired by Dell and all the various pieces that have gone on and converged in infrastructure, but of course with the merger, you've gotten some new pieces to your toy chest. >> Tom: That's correct. >> So maybe give us the update first as to what's under your purview. >> Right, right, so I continue to support and manage the entire global networking business on behalf of Dell EMC, and then recently I picked up what we called our converged infrastructure business or the VxBlock, Vscale business. And I continue also to manage what we call Enterprise Infrastructure, which is basically any time our customers want to extend the life of their infrastructure around memory, storage, optics, and so forth. We support them with Dell EMC certified parts, and then we add to that some third-party componentry around rack power and cooling, software, Cumulus, Big Switch, things like that. Riverbed, Silver Peak, others. And so with that particular portfolio we also cover what we call the Dell EMC Ready Solutions, both for the service provider, but then also for traditional enterprises as well. >> Yeah, well luckily there's no change in any of those environments. >> Tom: No, no. >> Networking's been static for decades. I mean they threw a product line that I mean last I checked was somewhere in the three to four billion dollar range. With the VxBlock under what you're talking there. >> Yeah it's a so, yeah-- >> Maybe you could talk, what does this mean? 'Cause if I give you your networking guy. >> Right. >> Keith and I are networking guys by background, obviously networking's a piece of this, but give us a little bit of how the sausage is made inside to-- >> Tom: Sure. >> Get to this stuff. >> Well I think when you talk about all these solutions, Cloud, Hybrid Cloud, Public Cloud, when you think about software-defined X, the network is still pretty darn important, right? I often say that if the network's not working, it's going to be a pretty cloudy day. It's not going to connect. And so the fabric continues to remain one of the most critical parts of the solution. So the thought around the VxBlock and moving that in towards the networking team is the importance of the fabric and the capability to scale out and scale up with our customers' workloads and applications. So that's probably the reason primarily the reason. And then we can also look at how we can work very closely with our storage division 'cause that's the key IP component coming from Dell EMC on the block side. And see how we can continue to help our customers solve their problems when it comes to this not your do-it-yourself but do-it-for-me environment. >> All right, I know Keith wants to jump in, but one just kind of high-level question for you. I look at networking, we've really been talking about disaggregation of what's going on. It's really about disaggregated systems. And then you've got convergence, and there's other parts of the group that have hyper convergence. How do you square the circle on those two trends and how do those go together? >> Well, I think it's pretty similar on whether you go hyper converge, converge, or do-it-yourself, you build your own block so to speak. There's a set of buyers that want everything to be done for them. They want to buy the entire stack, they want it pre-tested, they want it certified, they want it supported. And then there's a set of customers that want to do it themselves. And that's where we see this opportunity around disaggregation. So we see it primarily in hyperscale and Cloud, but we're seeing it more and more in large enterprise, medium enterprise, particular verticals where customers are in essence looking for some level of agility or capability to interchange their solutions by a particular vendor or solutions that are coming from the same vendor but might be a different IP as an example. And I'm really proud of the fact that Dell EMC really kicked off this disaggregation of the hardware and software and networking. Some 4 1/2 years ago. Now you see some of the, let's say, larger industry players starting to follow suit. And they're starting to disaggregate their software as well. >> Yeah, I would have said just the commonality between those two seemingly opposed trends it's scale. >> Right. >> It's how do customers really help scale these environments? >> Exactly, exactly. It depends a lot around the customer environment and what kind of skill sets do they have. Are they willing to help go through some of that do-it-yourself type of process. Obviously Dell EMC services is there to help them in those particular cases. But we kind of have this buying conundrum of build versus buy. I think my old friend, Chad Sakac, used to say, there's different types of customers that want a VxRail or build-it-themselves, or they want a VxBlock. We see the same thing happen in a networking. There's those customers that want disaggregated hardware and software, and in some cases even disaggregated software. Putting those protocols and features on the switch that they actually use in the data center. Rather than buying a full proprietary stack, well we continue to build the full stack for a select number of customers as well because that's important to that particular sector. >> So again, Tom, two very different ends of the spectrum. I was at ONS a couple of months ago, talked to the team. Dell is a huge sponsor of the Open Source community. And I don't think many people know that. Can you talk about the Open Source relationship or the relationship that Dell Networking has with the Open Source community? >> Absolutely, we first made our venture in Open Source actually with Microsoft in their SONiC work. So they're creating their own network operating software, and we made a joint contribution around the switch abstraction interface, or side. So that was put into the Open Compute Project probably around 3 1/2, maybe four years ago. And that's right after we announced this disaggregation. We then built basically an entire layer of what we call our OS10 base, or what's known in the Linux foundation as OPX. And we contributed that to the OPX or to the Linux foundation, where basically that gives the customer the capability through the software that takes care of all the hardware, creates this switch subtraction interface to gather the intelligence from the ASIC and the silicon, and bringing it to a control plane, which allows APIs to be connected for all your north-bound applications or your general analysis that you want to use, or a disaggregated analysis, what you want to do. So we've been very active in Linux. We've been very active in OCP as well. We're seeing more and more of embracing this opportunity. You've probably seen recently AT&T announced a rather large endeavor to replace tens of thousands of routers with basically white box switches and Open Source software. We really think that this trend is moving, and I'm pretty proud that Dell EMC was a part of getting that all started. >> So that was an awful lot of provider talk. You covered both the provider's base and the enterprise space. Talk to us about where the two kind of meet. You know the provider space, they're creating software, they're embracing OpenStack, they're creating plug-ins for disaggregated networking. And then there's the enterprise. There's opportunity there. Where do you see the enterprise leveraging disaggregation versus the service provider? >> Well, I think it's this move towards software-defined. If you heard in Michael's keynote today, and you'll hear more tomorrow from Jeff Clarke. The whole world is moving to software-defined. It's no longer if, it's when. And I think the opportunity for enterprises that are kind of in that transformation stage, and moving from traditional software-defined, or excuse me, traditional data centers to the software-defined, they could look at disaggregation as an opportunity to give them that agility and capability. In a manner of which they can kind of continue to manage the old world, but move forward into the new world of disaggregation software-defined with the same infrastructure. You know it's not well-known that Dell EMC, we've made our switching now capable of running five different operating softwares. That's dependent upon workloads and use cases, and the customer environment. So, traditional enterprise, they want to look at traditional protocols, traditional features. We give them that capability through our own OS. We can reduce that with OS partners, software coming from some of our OS partners, giving them just the protocols and features that they need for the data center or even out to the edge. And it gives them that flexibility and change. So I think it really comes at this point of when are they going to move towards moving from traditional networking to the next generation of networking. And I'm very happy, I think Dell Technologies is leading the way. >> So I'm wondering if you could expand a little bit about that. When I think about Dell and this show, I mean it is a huge ecosystem. We're sitting right near the Solutions Expo, which will be opening in a little bit, but on the networking side, you've got everything from all the SD-WAN pieces, to all the network operating systems that can sit on top. Maybe, give us kind of the update on the overview, the ecosystem, where Dell wins. >> Yeah, yeah I mean, if you think about 30-something years ago when Michael started the company and Dell started, what was it about. It was really about transforming personal computing, right? It was about taking something that was kind of a traditional proprietary architecture and commoditizing it, making sure it's scalable and supportable. You think of the changes that's occurred now between the mainframe and x86. This is what we think's happening in networking. And at Dell Technologies in the networking area whether it's Dell EMC or to VMware, we're really geared towards this SDX type of market. Virtualization, Layer two, day or three disaggregated switching in the data center. Now SD-WAN with the acquisition of Velocloud by VMware. We're really hoping customers transform at the way networking is being managed, operated, supported to give them much more flexibility and agility in a software-defined market. That being said, we continue to support a multitude of other partners. We have Cumulus, Big Switch, IP infusion, and Pluribus as network operating software alternatives. We have our own, and then we have them as partners. On the SD-WAN area while we lead with Velocloud, we have Silver Peak and we also have Versa Technology, which is getting a lot of upkick in the area. Both in the service provider and in the enterprise space. Huge area of opportunity for enterprises to really lower their cost of connectivity and their branch offices. So, again, we at Dell, we want to have an opinion. We have some leading technologies that we own, but we also partner with some very good, best-of-breed solutions. But being that we're open, and we're disaggregated, and we have an incredible scaling and service department or organization, we have this capability to bring it together for our customers and support them as they go through their IT transformation. >> So, Dell EMC is learning a lot of lessons as you guys start to embrace software-defined. Couple of Dell EMC World's ago, big announcement Chad talked about, ScaleIO, and abstracting, and giving away basically, ScaleIO as a basic solution for free. Then you guys pulled back. And you said, you know what, that's not quite what customers want. They want a packaged solution. So we're talking on one end, total disaggregation and another end, you know what, in a different area of IT, customers seem to want packaged solutions. >> Tom: Yeah. >> Can you talk to the importance of software-defined and packaged solutions? >> Right, it's kind of this theory of appliances, right? Or how is that software going to be packaged? And we give that flexibility in either way. If you think of VxRail or even our vSAN operating or vSAN ready node, it gives that customer the capability to know that we put that software and hardware together, and we tested it, we certified it, most importantly we can support it with kind of one throat to choke, one single call. And so I think the importance for customers are again, am I building it myself or do I want to buy a stack. If I'm somewhere in the middle maybe I'm doing a hybrid or perhaps a Rail type of solution, where it's just compute and storage for the most part. Maybe I'm looking for something different on my networking or connectivity standpoint. But Dell EMC, having the entire portfolio, can help them at any point of the venture or at any part of the solution. So I think that you're absolutely right. The customer buying is varied. You've got those that want everything from a single point, and you got others that are saying I want decision points. I think a lot of the opportunity around the cost savings, mostly from an Opex standpoint are those that are moving towards disaggregated. It doesn't lock 'em in to a single solution. It doesn't get 'em into that long life cycle of when you're going to do changes and upgrades and so forth. This gives them a lot more flexibility and capability. >> Tom, sometimes we have the tendency to get down in the weeds on these products. Especially in the networking space. One of my complaints was, the whole SDN wave, didn't seem to connect necessarily to some of the big businesses' challenges. Heard in the keynote this morning a lot of talk about digital transformation. Bring us up to speed as to how networking plays into that overall story. What you're hearing from customers and if you have any examples we'd love to hear. >> Yeah, no so, I think networking plays a critical part of the IT transformation. I think if you think of the first move in virtualization around compute, then you have the software-defined storage, the networking component was kind of the lagger. It was kind of holding back. And in fact today, I think some analysts say that even when certain software-defined storage implementations occur, interruptions or issues happen in the network. Because the network has then been built and architected for that type of environment. So the companies end up going back and re-looking at how that's done. And companies overall are I think are frustrated with this. They're frustrated with the fact that the network is holding them back from enabling new services, new capabilities, new workloads, moving towards a software-defined environment. And so I think this area again, of disaggregation, of software-defined, of offering choice around software, I think it's doing well, and it's really starting to see an uptick. And the customer experiences as follows. One is, open networking where it's based upon standard commodity-based hardware. It's simply less expensive than proprietary hardware. So they're going to have a little bit of savings from the CapEx standpoint. But because they moved towards this disaggregated model where perhaps they're using one of our third-party software partners that happens to be based in Linux, or even our own OS10 is now based in Linux. Look at that, the tools around configuration and automation are the same as compute. And the same as storage. And so therefore I'm saving on this configuration and automation and so forth. So we have examples such as Verizon that literally not only saves about 30% cost savings on their CapEx, they're saving anywhere between 40 and 50% on their Opex. Why? They can roll out applications much faster. They can make changes to their network much faster. I mean that's the benefit of virtualization and NSX as well, right? Instead of having this decisions of sending a network engineer to a closet to do CLI, down in the dirt as you would say, and reconfigure the switch, a lot of that now has been attracted to a software lever, and getting the company much more capability to make the changes across the fabric, or to segregate it using NSX micro segmentation to make the changes to those users or to that particular environment that needs those changes. So, just the incredible amount of flexibility. I think SDN let's say six, seven years ago, everyone thought it was going to be CapEx. You know, cheaper hardware, cheaper ASICs, et cetera. It's all about Opex. It's around flexibility, agility, common tool sets, better configuration, faster automation. >> So we all have this nirvana idea that we can take our traditional stacks, whether it's pre-packaged CI configurations that's pre-engineered, HCI, SDN, disaggregated networking. Add to that a software layer this magical automation. Can you unpack that for us a little bit? What are you seeing practically whether it's in the server provider perspective or on the enterprise. What are those crucial relationships that Dell EMC is forming with the software industry to bring forth that automation? >> Well obviously we have a very strong relationship with VMware. >> Keith: Right. >> And so you have vRealize and vROps and so forth, and in fact in the new VxBlock 1000, you're going to see a lot of us gearings, a lot of our development towards the vRealize suite, so that helps those customers that are in a VMware environment. We also have a very strong relationship with Red Hat and OpenStack, where we've seen very successful implementations in the service provider space. Those that want to go a little bit more, a little bit more disaggregated, a little bit more open, even it from the storage participation like SAP and so forth. But then obviously we're doing a lot of work with Ansible, Chef, and Puppet, for those that are looking for more of a common open source set of tools across server, compute, networking storage and so forth. So I think the real benefit is kind of looking at it at that 25,000-foot view on how we want to automate. Do you want to go towards containers, do you want to go traditional? What are the tool sets that you've been using in your compute environment, and can those be brought down to the entire stack? >> All right, well Tom Burns, really appreciate catching up with you. I know Keith will be spending a little time at Interop this week too. I know, I'm excited that we have a lot more networking here at this end of the strip also this week. >> Appreciate it. Listen to Pat's talk this afternoon. I think we're going to be hearing even more about Dell Technology's networking. >> All right. Tom Burns, SVP of Networking and Solutions at Dell EMC. I'm Stu Miniman and this is Keith Townsend. 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