>>Hi, everyone. My name is Julia Moskin. Indeed. Data operations data offs, global marketing leader >>at IBM. >>Big data is all about delivering trusted data fast through applications, operations, >>the business user. Why important? >>Why now? To meet market demands past and to give it to changing market conditions past. It is essential for organizations to put the right data into the right hands at the right time passed. And that is what they do provide a data ops gets you well, I believe we put in our virtual program for you. Bringing industry experts from Standard sprang from Associated Bank from Hardy Davidson and also from IBM Global Data >>Office Chief Data Office >>sharing their experiences discussing the why the what and the how, as well as discussing the questions like, Is there the best time to implement today the ops program? More importantly, you will have a chance to chat with the crowd and with these experts and subject matter experts and beyond During 30 minutes asking your questions, sharing your insights, it will be a very fulfilling learning experience for you. We're looking forward to seeing you there. Stay well. Stay safe. >>Thank you.

>> live from San Francisco, celebrating 10 years of high tech coverage. It's the Cube covering Veum World 2019. Brought to you by VM Wear and its ecosystem partners. >> Welcome back, everyone. Live Cube Live coverage here in San Francisco, California in the Mosconi North lobby for V Emerald 2019 tapes our 10th year covering with some great guest, three days of wall to wall coverage that an amazing signorina Rob Salmon is the president CEO of Cohee City. Dave Solo, presidency of the Special Olympics Northern California. Thanks for coming on. Thanks to spend the time. Thanks for doing. Set the table. Why we hear what we're talking about. What's the purpose here? I know I wouldn't want to set it up more >> absolutely. I've been involved with Special Olympics for several years now. When former company Netapp Matt Thompson over Adobe called me and said, We got this high tech challenge. Dr. We've never sold it out. We want it. We want to get more companies involved when you help out, and the answer was absolutely and that led to David asking me to be on the board. So I've been involved with David, the team for an awful long time. KOHI City When I joined the company, some of the folks there knew of my involvement is that we'd like to start participating as well, which has led to what we're doing here. Of'em World >> David Talk about Special Olympics Quick mission for sure about the folks that might not given update for sure. >> John Yes, so Special Olympics enriches the lives of children, adults with intellectual disabilities. And so, in our footprint in Northern California, with serve over 23,000 athletes ages eight above and it's it's it's interesting. There's a lot of misconceptions people will say to me That's a great event that you do every four years And they referring the World Games, especially its world games, where athletes from all over the world get a common compete. But locally, through the state programs, hundreds of competitions happen a each and every year. And in Northern California we have, or 400 competitions per year in 14 different sports provides a wonderful ray of opportunities for athletes to demonstrate what what they can do when given the opportunity >> to do so. Talk about the community of aspect of it because I think What's interesting is what's on TV and what's in the mainstream press. It's more reach people that can be known for that. But it's deeper than as you point out. But >> talk about the >> community aspect. Got volunteers, people, individuals involved. Yeah, but the makeup of the network? No, it's an incredible network. >> I think we've really brought in an expanded our reach over the last 10 years. It used to be well known primarily for sports programming. So now we have inclusive education and health programs. We're able to bring together people with and without intellectual disabilities through those mediums. So if I'd resource is to schools an education and they run special Olympics programming during the school day. So educators wanna have us because we're improving school clamp campuses, reducing bowling, enhancing social emotional learning. And so the work that we're doing is so so critical with that community, then the area health. We have inclusive health. So now we got health and medical crypt, uh, professionals that are now providing health screenings for athletes. So some of the younger volunteers that we get that they're wanting to make a career in the medical field they're exposed to our population, right? And so they learn more about their specific health needs. So it's really about changing people's attitudes. And so this community of supporters volunteers, health professionals, education, Really. Our goal is to change people's attitudes fundamentally worldwide about people with intellectual disabilities and really kind of produce inclusive mindsets. We call it really promote understanding. >> If I may. I I really think what David and his team does and folks of sports Special Olympics around the world, they're dying. Changing attitudes are changing lives, lives of the athletes, lives of the people that work with the athletes, lives of the families. If you go to these events and there's something special, there are a lot of fun. And when you get involved and you see it, it definitely touches your heart and you realize we could be doing so much more. We could be doing so much more. >> I'm struck by you. Clearly, there's a passion thread here, and your background is really interesting to me because you're an accomplished student athlete, played football on and then you started a career in nonprofit right away, and now Rob, he was somebody would have hired right. It was like the perfect student athlete. You know, magna cum laude. I want this guy on my team. My hard driving says that How did you get into this? And described the background of that >> know for sure, sewn with nonprofit work. I kind of kind of started out. I was working for Boys and Girls Clubs of America, raising money to go to grad school, to be a history professor of all things. And so I got involved with the Boys and Girls Club with special Olympics. When the opportunity came, what was what was unique about it? It's really about how sports changes people's lives. Growing up, my father left me when I was 10 years old, and so was my coaches. They were the ones that really wasn't for them. I don't know that I would be here today, so they really took an active role in my life. So I've been very passion. I believe sports is a catalyst for social change, changed my life and provide an opportunity for me to be successful. And so that's what I want to help get back to our after. And it's also so. It's interesting is it's also proves that takes a village, you know, in these experiences changes lives. I think this is the big story, and it points to that. The sports is one element of other things. Health care. So you start getting connected in this is where the magic happens. This is the key. Yeah, some of the stories that wherever just phenomenal. I think society focuses on what our athletes can't do and dwells on the disability. We don't do that. So what? We're passionate about showcasing what they can do and having our volunteer, you know, certified train coaches work with our athletes to really help them get to the next level so they could be successful not only on the field, but off the field. So I mean, I got to get involved. Talk about the virtual. You're in Northern California. That's your territory, your area. But people, how they get involved, they wanna be share some no points of touch. Yeah, for sure. So a couple key points to touch would be number one. We have over 20,000 volunteers in our footprints, so we have a tremendous need for volunteers both globally and here locally, with Special Olympics, Northern California number two is from a donor standpoint. So everything that we do for athletes is completely free. And we're able to do that because the support of our community partners, our corporate partners like, Oh, he city, you know, individual supporters foundations were able to do that because of themselves. You know, either someone could go to the global website Special Olympics dot order come to W w dot s, O N C dot or for Northern California. We're always looking for volunteers, donor's community supporters, and we're also looking for board members, particularly from the tech sector. Senior executives in the tech sector. Justin, you stay channel lies for the people involved that also includes the people who volunteered. I'm sure people that want to make a difference whether you're thinking of senior approach, rather urine or your employees who want to give back so tell about the lives changing impact there because this is a corporate angle here that's not doesn't it's not for profit thing. It's a four good thing. >> Oh, this is for a good thing, and the thing I did to that is, and we touched briefly on Boys and Girls Clubs of America. These are all great organizations. I know Patton is key note. This morning, touched on giving back. This is an opportunity. Well, we're all blessed. We should give back. But the whole notion of getting more involved in touching lives I'll start with my two boys. They went to summer games and U C Davis three or four years ago. Now both of her good runners and they had some other kids on the high school team go with them. They were incredibly impressed. They had a lot of fun. A little banter with the athletes. Newsome, Bath, please. Out there there, Let's talk your heart. The gun goes off for the start, and they're already you get the arms up, curing away, and there's others incredibly talented athletes as well. It's so it just opened your eyes of what is possible. You're the one thing I touch on Is self esteem matters for every one of us, whether you have a disability or not, whether you're young or my age, it matters for someone to tell you that you are good. You are really worthy. Your hard work is paying off. You see these athletes when they finish the race or accomplished something that couldn't be more proud going to these events it will want. You will want to get involved. That's what typically happens. >> It sounds like you do coverages gonna be making its way to these events. Actually, wait, are fully got this part in the NHL MLB, NFL Masters golf tournaments. We have to get a pro circuit going on here way. Wonderful. Yeah. Hey, this is a really great cause. Any final thoughts again, back for people who want to get involved in the North California group. What? What can you offer people? No, I think we offer people a tangible way, especially when we think of the tech sector. And we think of the, you know, the employees and the millennials and hands on way for people to come out to our regional competitions and actually engage with our athletes and volunteer and be hands on and actually see where your money goes. You know, see, see that it's something tangible and you're helping provide that venue for athletes to be successful. One of things I didn't mention that we're really proud of. So we have a way of athletes are college students. We have athletes that are full time employees. Married couples, >> Um, >> and then we have a published poet. But last couple months we have an athlete that passed the bar exam who is now going to be a practicing attorney on. So that's really shows that you know, one of the things that you guys are hitting on here, Rob, I know you guys do a lot with your company. You guys even donating one of your tech sessions for a survey that John Troyer's team did around. Check burnout. People get it and even my kids to go to the high school In a lot of high schools like this now, where people get stressed out of the weirdest things, >> This is the kind >> of thing that getting involved in these community events like this really could help everybody. She allowed a little bit, Really. Take a load off, work with people, see the connection, see the impact. It's a burnout tactic option. It's also a way to relieve some stress. Feel >> good about it. >> The employees of Cohee City, when they came to me and said they want to get more evolved, they didn't do it because of me, they did it because they're excited about working with Special Olympics and they're beaming. Means some of the athletes 11 9 with a bunch of athletes going the baseball game tonight, Hamilton tomorrow night, their families as well. We couldn't be more excited, But I agree with you. You look at all the stresses in our lives, and I think this notion of what you do, who you do with how you give back is really, really important. I think that gives back piece, I think more of us allowing employees to do that, helping our children and school understand truly important the value. Um, is this absolutely >> You guys are making a great point because we've both been involved in youth sports all our lives, and it's kind of become twisted where you've got kids needs and parents needs and the parents trying to meet him in the middle, and that's not the way it should be. Your initiatives, I mean, it underscores what it's really all about. Self esteem, having fun, supporting your teammates and the broader community. >> But they stay well and compete and win two that they're in there. See some of those players. I mean, they're >> hard. I've seen some hard core competition, no doubt. But how well do they start? So >> eight years always started eight. And we have an athlete that's 81 that participates in watching. >> So okay, so appropriate. But the reason I miss it because, you know, having studied this allowed it. It's like 12 years old is the crossover point where people start to get crazy. And if you start before then, in other words Oh, this kid is nine. But he's not that good. Who could tell what a nine year old Michael Jordan got cut from his freshman basketball team? So it just goes to show you. So I think that that again, the values that you guys air promoting our worthy thanks >> me feel better about what we're doing. A cohesive it really does. Thank you for doing this. Being able to put two things I'm really passionate about together. Ah, this is pretty special for me. And I think my it around our founder and the rest of the company. And in David and team, they just do a fantastic job. I just wanna make sure we keep building on it. >> Congratulations. Great to get the word out. Congratulations. All your hard work. Awesome Cube coverage live in San Francisco. We back with more after this short break.

(bright upbeat music) >> Welcome back to Detroit guys and girls. Lisa Martin here with John Furrier. We've been on the floor at KubeCon + CloudNativeCon North America for about two days now. We've been breaking news, we would have a great conversations, John. We love talking with CUBE alumni whose companies are just taking off. And we get to do that next again. >> Well, this next segment's awesome. We have former CUBE host, Brian Gracely, here who's an executive in this company. And then the entrepreneur who we're going to talk with. She was on theCUBE when it just started now they're extremely successful. It's going to be a great conversation. >> It is, Idit Levine is here, the founder and CEO of solo.io. And as John mentioned, Brian Gracely. You know Brian. He's the VP of Product Marketing and Product Strategy now at solo.io. Guys, welcome to theCUBE, great to have you here. >> Thanks for having us. >> Idit: Thank so much for having us. >> Talk about what's going on. This is a rocket ship that you're riding. I was looking at your webpage, you have some amazing customers. T-Mobile, BMW, Amex, for a marketing guy it must be like, this is just- >> Brian: Yeah, you can't beat it. >> Kid in a candy store. >> Brian: Can't beat it. >> You can't beat it. >> For giant companies like that, giant brands, global, to trust a company of our size it's trust, it's great engineering, it's trust, it's fantastic. >> Idit, talk about the fast trajectory of this company and how you've been able to garner trust with such mass organizations in such a short time period. >> Yes, I think that mainly is just being the best. Honestly, that's the best approach I can say. The team that we build, honestly, and this is a great example of one of them, right? And we're basically getting the best people in the industry. So that's helpful a lot. We are very, very active on the open source community. So basically it building it, anyway, and by doing this they see us everywhere. They see our success. You're starting with a few customers, they're extremely successful and then you're just creating this amazing partnership with them. So we have a very, very unique way we're working with them. >> So hard work, good code. >> Yes. >> Smart people, experience. >> That's all you need. >> It's simple, why doesn't everyone do it? >> It's really easy. (all laughing) >> All good, congratulations. It's been fun to watch you guys grow. Brian, great to see you kicking butt in this great company. I got to ask about the landscape because I love the ServiceMeshCon you guys had on a co-located event on day zero here as part of that program, pretty packed house. >> Brian: Yep. >> A lot of great feedback. This whole ServiceMesh and where it fits in. You got Kubernetes. What's the update? Because everything's kind of coming together- >> Brian: Right. >> It's like jello in the refrigerator it kind of comes together at the same time. Where are we? >> I think the easiest way to think about it is, and it kind of mirrors this event perfectly. So the last four or five years, all about Kubernetes, built Kubernetes. So every one of our customers are the ones who have said, look, for the last two or three years, we've been building Kubernetes, we've had a certain amount of success with it, they're building applications faster, they're deploying and then that success leads to new challenges, right? So we sort of call that first Kubernetes part sort of CloudNative 1.0, this and this show is really CloudNative 2.0. What happens after Kubernetes service mesh? Is that what happens after Kubernetes? And for us, Istio now being part of the CNCF, huge, standardized, people are excited about it. And then we think we are the best at doing Istio from a service mesh perspective. So it's kind of perfect, perfect equation. >> Well, I'll turn it on, listen to your great Cloud cast podcast, plug there for you. You always say what is it and what isn't it? >> Brian: Yeah. >> What is your product and what isn't it? >> Yeah, so our product is, from a purely product perspective it's service mesh and API gateway. We integrate them in a way that nobody else does. So we make it easier to deploy, easier to manage, easier to secure. I mean, those two things ultimately are, if it's an internal API or it's an external API, we secure it, we route it, we can observe it. So if anybody's, you're building modern applications, you need this stuff in order to be able to go to market, deploy at scale all those sort of things. >> Idit, talk about some of your customer conversations. What are the big barriers that they've had, or the challenges, that solo.io comes in and just wipes off the table? >> Yeah, so I think that a lot of them, as Brian described it, very, rarely they had a success with Kubernetes, maybe a few clusters, but then they basically started to on-ramp more application on those clusters. They need more cluster maybe they want multi-class, multi-cloud. And they mainly wanted to enable the team, right? This is why we all here, right? What we wanted to eventually is to take a piece of the infrastructure and delegate it to our customers which is basically the application team. So I think that that's where they started to see the problem because it's one thing to take some open source project and deploy it very little bit but the scale, it's all about the scale. How do you enable all those millions of developers basically working on your platform? How do you scale multi-cloud? What's going on if one of them is down, how do you fill over? So that's exactly the problem that they have >> Lisa: Which is critical for- >> As bad as COVID was as a global thing, it was an amazing enabler for us because so many companies had to say... If you're a retail company, your front door was closed, but you still wanted to do business. So you had to figure out, how do I do mobile? How do I be agile? If you were a company that was dealing with like used cars your number of hits were through the roof because regular cars weren't available. So we have all these examples of companies who literally overnight, COVID was their digital transformation enabler. >> Lisa: Yes. Yes. >> And the scale that they had to deal with, the agility they had to deal with, and we sort of fit perfectly in that. They re-looked at what's our infrastructure look like? What's our security look like? We just happened to be right place in the right time. >> And they had skillset issues- >> Skillsets. >> Yeah. >> And the remote work- >> Right, right. >> Combined with- >> Exactly. >> Modern upgrade gun-to-the-head, almost, kind of mentality. >> And we're really an interesting company. Most of the interactions we do with customers is through Slack, obviously it was remote. We would probably be a great Slack case study in terms of how to do business because our customers engage with us, with engineers all over the world, they look like one team. But we can get them up and running in a POC, in a demo, get them through their things really, really fast. It's almost like going to the public cloud, but at whatever complexity they want. >> John: Nice workflow. >> So a lot of momentum for you guys silver linings during COVID, which is awesome we do hear a lot of those stories of positive things, the acceleration of digital transformation, and how much, as consumers, we've all benefited from that. Do you have one example, Brian, as the VP of product marketing, of a customer that you really think in the last two years just is solo.io's value proposition on a platter? >> I'll give you one that I think everybody can understand. So most people, at least in the United States, you've heard of Chick-fil-A, retail, everybody likes the chicken. 2,600 stores in the US, they all shut down and their business model, it's good food but great personal customer experience. That customer experience went away literally overnight. So they went from barely anybody using the mobile application, and hence APIs in the backend, half their business now goes through that to the point where, A, they shifted their business, they shifted their customer experience, and they physically rebuilt 2,600 stores. They have two drive-throughs now that instead of one, because now they have an entire one dedicated to that mobile experience. So something like that happening overnight, you could never do the ROI for it, but it's changed who they are. >> Lisa: Absolutely transformative. >> So, things like that, that's an example I think everybody can kind of relate to. Stuff like that happened. >> Yeah. >> And I think that's also what's special is, honestly, you're probably using a product every day. You just don't know that, right? When you're swiping your credit card or when you are ordering food, or when you using your phone, honestly the amount of customer they were having, the space, it's like so, every industry- >> John: How many customers do you have? >> I think close to 200 right now. >> Brian: Yeah. >> Yeah. >> How many employees, can you gimme some stats? Funding, employees? What's the latest statistics? >> We recently found a year ago $135 million for a billion dollar valuation. >> Nice. >> So we are a unicorn. I think when you took it we were around like 50 ish people. Right now we probably around 180, and we are growing, we probably be 200 really, really quick. And I think that what's really, really special as I said the interaction that we're doing with our customers, we're basically extending their team. So for each customer is basically a Slack channel. And then there is a lot of people, we are totally global. So we have people in APAC, in Australia, New Zealand, in Singapore we have in AMEA, in UK and in Spain and Paris, and other places, and of course all over US. >> So your use case on how to run a startup, scale up, during the pandemic, complete clean sheet of paper. >> Idit: We had to. >> And what happens, you got Slack channels as your customer service collaboration slash productivity. What else did you guys do differently that you could point to that's, I would call, a modern technique for an entrepreneurial scale? >> So I think that there's a few things that we are doing different. So first of all, in Solo, honestly, there is a few things that differentiated from, in my opinion, most of the companies here. Number one is look, you see this, this is a lot, a lot of new technology and one of the things that the customer is nervous the most is choosing the wrong one because we saw what happened, right? I don't know the orchestration world, right? >> John: So choosing and also integrating multiple things at the same time. >> Idit: Exactly. >> It's hard. >> And this is, I think, where Solo is expeditious coming to place. So I mean we have one team that is dedicated like open source contribution and working with all the open source community and I think we're really good at picking the right product and basically we're usually right, which is great. So if you're looking at Kubernetes, we went there for the beginning. If you're looking at something like service mesh Istio, we were all envoy proxy and out of process. So I think that by choosing these things, and now Cilium is something that we're also focusing on. I think that by using the right technology, first of all you know that it's very expensive to migrate from one to the other if you get it wrong. So I think that's one thing that is always really good at. But then once we actually getting those portal we basically very good at going and leading those community. So we are basically bringing the customers to the community itself. So we are leading this by being in the TOC members, right? The Technical Oversight Committee. And we are leading by actually contributing a lot. So if the customer needs something immediately, we will patch it for him and walk upstream. So that's kind of like the second thing. And the third one is innovation. And that's really important to us. So we pushing the boundaries. Ambient, that we announced a month ago with Google- >> And STO, the book that's out. >> Yes, the Ambient, it's basically a modern STO which is the future of SDL. We worked on it with Google and their NDA and we were listed last month. This is exactly an example of us basically saying we can do it better. We learn from our customers, which is huge. And now we know that we can do better. So this is the third thing, and the last one is the partnership. I mean honestly we are the extension team of the customer. We are there on Slack if they need something. Honestly, there is a reason why our renewal rate is 98.9 and our net extension is 135%. I mean customers are very, very happy. >> You deploy it, you make it right. >> Idit: Exactly, exactly. >> The other thing we did, and again this was during COVID, we didn't want to be a shell-for company. We didn't want to drop stuff off and you didn't know what to do with it. We trained nearly 10,000 people. We have something called Solo Academy, which is free, online workshops, they run all the time, people can come and get hands on training. So we're building an army of people that are those specialists that have that skill set. So we don't have to walk into shops and go like, well okay, I hope six months from now you guys can figure this stuff out. They're like, they've been doing that. >> And if their friends sees their friend, sees their friend. >> The other thing, and I got to figure out as a marketing person how to do this, we have more than a few handfuls of people that they've got promoted, they got promoted, they got promoted. We keep seeing people who deploy our technologies, who, because of this stuff they're doing- >> John: That's a good sign. They're doing it at at scale, >> John: That promoter score. >> They keep getting promoted. >> Yeah, that's amazing. >> That's a powerful sort of side benefit. >> Absolutely, that's a great thing to have for marketing. Last question before we ran out of time. You and I, Idit, were talking before we went live, your sessions here are overflowing. What's your overall sentiment of KubeCon 2022 and what feedback have you gotten from all the customers bursting at the seam to come talk to you guys? >> I think first of all, there was the pre-event which we had and it was a lot of fun. We talked to a lot of customer, most of them is 500, global successful company. So I think that people definitely... I will say that much. We definitely have the market feed, people interested in this. Brian described very well what we see here which is people try to figure out the CloudNative 2.0. So that's number one. The second thing is that there is a consolidation, which I like, I mean STO becoming right now a CNCF project I think it's a huge, huge thing for all the community. I mean, we're talking about all the big tweak cloud, we partner with them. I mean I think this is a big sign of we agree which I think is extremely important in this community. >> Congratulations on all your success. >> Thank you so much. >> And where can customers go to get their hands on this, solo.io? >> Solo.io? Yeah, absolutely. >> Awesome guys, this has been great. Congratulations on the momentum. >> Thank you. >> The rocket ship that you're riding. We know you got to get to the airport we're going to let you go. But we appreciate your insights and your time so much, thank you. >> Thank you so much. >> Thanks guys, we appreciate it. >> A pleasure. >> Thanks. >> For our guests and John Furrier, This is Lisa Martin live in Detroit, had to think about that for a second, at KubeCon 2022 CloudNativeCon. We'll be right back with our final guests of the day and then the show wraps, so stick around. (gentle music)

>>and hello, we're back. I've got my panel and we are doing things real time here. So sorry for the delay a few minutes late. So the way let's talk about things, the reason we're here and we're going around the room and introduce everybody. Got three special guests here. I got my evil or my john and the normal And we're going to talk about get ops I called it future office just because I want to think about what's the next thing for that at the end, we're gonna talk about what our ideas for what's next for getups, right? Um, because we're all starting to just get into get ups now. But of course a lot of us are always thinking about what's next? What's better? How can we make this thing better? So we're going to take your questions. That's the reason we're here, is to take your questions and answer them. Or at least the best we can for the next hour. And all right, so let's go around the room and introduce yourself. My name is Brett. I am streaming from Brett from that. From Brett. From Virginia Beach in Virginia beach, Virginia, United States. Um, and I talk about things on the internet, I sell courses on you, to me that talk about Docker and kubernetes Ive or introduce yourself. >>How's it going? Everyone, I'm a software engineer at axel Springer, currently based in Berlin and I happen to be Brett Brett's teaching assistant. >>All right, that's right. We're in, we're in our courses together almost every day. Mm john >>hey everyone, my name is john Harris, I used to work at Dhaka um, I now work at VM ware is a star field engineer. Um, so yeah, >>and normal >>awesome by the way, you are streaming from Brett Brett, >>I answered from breath to breath. >>Um I'm normal method. I'm a distinguished engineer with booz allen and I'm also a doctor captain and it's good to see either in person and it's good to see you again john it's been a little while. >>It has the pre covid times, right? You're up here in Seattle. >>Yeah. It feels, it feels like an eternity ago. >>Yeah, john shirt looks red and reminds me of the Austin T shirt. So I was like, yeah, so we all, we all have like this old limited edition doctor on E. >>T. That's a, that's a classic. >>Yeah, I scored that one last year. Sometimes with these old conference church, you have to like go into people's closets. I'm not saying I did that. Um, but you know, you have to go steal stuff, you to find ways to get the swag >>post post covid. If you ever come to my place, I'm going to have to lock the closets. That >>that's right, That's right. >>So the second I think it was the second floor of the doctor HQ in SAn Francisco was where they kept all the T shirts, just boxes and boxes and boxes floor to ceiling. So every time I went to HQ you just you just as many as you can fit in your luggage. I think I have about 10 of these. You >>bring an extra piece of luggage just for your your shirt shirt grab. Um All right, so I'm going to start scanning questions uh so that you don't have to you can you help you all are welcome to do that. And I'm going to start us off with the topic. Um So let's just define the parameters. Like we can talk about anything devops and here we can go down and plenty of rabbit holes. But the kind of, the goal here is to talk about get ups and get ups if you haven't heard about it is essentially uh using versioning systems like get like we've all been getting used to as developers to track your infrastructure changes, not just your code changes and then automate that with a bunch of tooling so that the robots take over. And essentially you have get as a central source of truth and then get log as a central source of history and then there's a bunch of magic little bits in the middle and then supposedly everything is wonderful. It's all automatic. The reality is is what it's often quite messy, quite tricky to get everything working. And uh the edges of this are not perfect. Um so it is a relatively new thing. It's probably three, maybe four years old as an official thing from. We've uh so we're gonna get into it and I'll let's go around the room and the same word we did before and um not to push on that, put you on the spot or anything. But what is, what is one of the things you either like or either hate about getups um that you've enjoyed either using it or you know, whatever for me. I really, I really love that I can point people to a repo that basically is hopefully if they look at the log a tracking, simplistic tracking of what might have changed in that part of the world or the environment. I remember many years past where, you know, I've had executive or some mid level manager wants to see what the changes were or someone outside my team went to see what we just changed. It was okay, they need access to this system into that dashboard and that spreadsheet and then this thing and it was always so complicated and now in a world where if we're using get up orbit bucket or whatever where you can just say, hey go look at that repo if there was three commits today, probably three changes happened. That's I love that particular part about it. Of course it's always more complicated than that. But um Ive or I know you've been getting into this stuff recently. So um any thoughts? Yeah, I think >>my favorite part about get ops is >>reproducibility. Um >>you know the ability to just test something and get it up and running >>and then just tear it down. >>Uh not >>being worried that how did I configure it the first time? I think that's my favorite part about >>it. I'm changing your background as we do this. >>I was going to say, did you just do it get ups pushed to like change his >>background, just a dialogue that different for that green screen equals false? Uh Change the background. Yeah, I mean, um and I mean I think last year was really my first year of actually using it on anything significant, like a real project. Um so I'm still, I still feel like I'm very new to john you anything. >>Yeah, it's weird getups is that thing which kind of crystallizes maybe better than anything else, the grizzled veteran life cycle of emotions with the technology because I think it's easy to get super excited about something new. And when I first looked into get up, so I think this is even before it was probably called getups, we were looking at like how to use guest source of truth, like everything sounds great, right? You're like, wait, get everyone knows, get gets the source of truth, There's a load of robust tooling. This just makes a sense. If everything dies, we can just apply the get again, that would be great. Um and then you go through like the trough of despair, right? We're like, oh no, none of this works. The application is super stateless if this doesn't work and what do we do with secrets and how do we do this? Like how do we get people access in the right place and then you realize everything is terrible again and then everything it equalizes and you're kind of, I think, you know, it sounds great on paper and they were absolutely fantastic things about it, but I think just having that measured approach to it, like it's, you know, I think when you put it best in the beginning where you do a and then there's a magic and then you get C. Right, like it's the magic, which is >>the magic is the mystery, >>right? >>Magic can be good and bad and in text so >>very much so yeah, so um concurrence with with john and ever uh in terms of what I like about it is the potential to apply it to moving security to left and getting closer to a more stable infrastructures code with respect to the whole entire environment. Um And uh and that reconciliation loop, it reminds me of what, what is old is new again? Right? Well, quote unquote old um in terms of like chef and puppet and that the reconciliation loop applied in a in a more uh in a cleaner interface and and into the infrastructure that we're kind of used to already, once you start really digging into kubernetes what I don't like and just this is in concurrence with the other Panelist is it's relatively new. It has um, so it has a learning curve and it's still being, you know, it's a very active um environment and community and that means that things are changing and constantly and there's like new ways and new patterns as people are exploring how to use it. And I think that trough of despair is typically figuring out incrementally what it actually is doing for you and what it's not going to solve for you, right, john, so like that's that trough of despair for a bit and then you realize, okay, this is where it fits potentially in my architecture and like anything, you have to make that trade off and you have to make that decision and accept the trade offs for that. But I think it has a lot of promise for, for compliance and security and all that good stuff. >>Yeah. It's like it's like the potentials, there's still a lot more potential than there is uh reality right now. I think it's like I feel like we're very early days and the idea of especially when you start getting into tooling that doesn't appreciate getups like you're using to get up to and use something else and that tool has no awareness of the concept so it doesn't flow well with all of the things you're trying to do and get um uh things that aren't state based and all that. So this is going to lead me to our first question from Camden asking dumb questions by the way. No dumb questions here. Um How is get apps? Not just another name for C. D. Anybody want to take that as an answer as a question. How is get up is not just another name for C. D. I have things but we can talk about it. I >>feel like we need victor foster kids. Yeah, sure you would have opinions. Yeah, >>I think it's a very yeah. One person replied said it's a very specific it's an opinionated version of cd. That's a great that's a great answer like that. Yeah. >>It's like an implement. Its it's an implementation of deployment if you want it if you want to use it for that. All right. I realize now it's kind of hard in terms of a physical panel and a virtual panel to figure out who on the panel is gonna, you know, ready to jump in to answer a question. But I'll take it. So um I'll um I'll do my best inner victor and say, you know, it's it's an implementation of C. D. And it's it's a choice right? It's one can just still do docker build and darker pushes and doctor pulls and that's fine. Or use other technologies to deploy containers and pods and change your, your kubernetes infrastructure. But get apps is a different implementation, a different method of doing that same thing at the end of the day. Yeah, >>I like it. I like >>it and I think that goes back to your point about, you know, it's kind of early days still, I think to me what I like about getups in that respect is it's nice to see kubernetes become a platform where people are experimenting with different ways of doing things, right? And so I think that encourages like lots of different patterns and overall that's going to be a good thing for the community because then more, you know, and not everything needs to settle in terms of only one way of doing things, but a lot of different ways of doing things helps people fit, you know, the tooling to their needs, or helps fit kubernetes to their needs, etcetera. Yeah, >>um I agree with that, the, so I'm gonna, since we're getting a load of good questions, so um one of the, one of the, one of the, I want to add to that real quick that one of the uh from the, we've people themselves, because I've had some on the show and one of things that I look at it is distinguishing is with continuous deployment tools, I sort of think that it's almost like previous generation and uh continuous deployment tools can be anything like we would consider Jenkins cd, right, if you if you had an association to a server and do a doctor pull and you know, dr up or dr composed up rather, or if it did a cube control apply uh from you know inside an ssh tunnel or something like that was considered considered C. D. Well get ops is much more rigid I think in terms of um you you need to apply, you have a specific repo that's all about your deployments and because of what tool you're using and that one your commit to a specific repo or in a specific branch that repo depends on how you're setting it up. That is what kicks off a workflow. And then secondly there's an understanding of state. So a lot of these tools now I have uh reconciliation where they they look at the cluster and if things are changing they will actually go back and to get and the robots will take over and will commit that. Hey this thing has changed um and you maybe you human didn't change it, something else might have changed it. So I think that's where getups is approaching it, is that ah we we need to we need to consider more than just a couple of commands that be runnin in a script. Like there needs to be more than that for a getups repo to happen anyway, that's just kind of the the take back to take away I took from a previous conversation with some people um >>we've I don't think that lost, its the last piece is really important, right? I think like for me, C d like Ci cd, they're more philosophical ideas, write a set of principles, right? Like getting an idea or a code change to environments promoting it. It's very kind of pipeline driven um and it's very imperative driven, right? Like our existing CD tools are a lot of the ways that people think about Cd, it would be triggered by an event, maybe a code push and then these other things are happening in sequence until they either fail or pass, right? And then we're done. Getups is very much sitting on the, you know, the reconciliation side, it's changing to a pull based model of reconciliation, right? Like it's very declarative, it's just looking at the state and it's automatically pulling changes when they happen, rather than this imperative trigger driven model. That's not to say that there aren't city tools which we're doing pull based or you can do pull based or get ups is doing anything creatively revolutionary here, but I think that's one of the main things that the ideas that are being introduced into those, like existing C kind of tools and pipelines, um certainly the pull based model and the reconciliation model, which, you know, has a lot in common with kubernetes and how those kind of controllers work, but I think that's the key idea. Yeah. >>Um This is a pretty specific one Tory asks, does anyone have opinions about get ops in a mono repo this is like this is getting into religion a little bit. How many repos are too many repose? How um any thoughts on that? Anyone before I rant, >>go >>for it, go for it? >>Yeah. How I'm using it right now in a monitor repo uh So I'm using GIT hub. Right, so you have what? The workflow and then inside a workflow? Yeah, mo file, I'll >>track the >>actual changes to the workflow itself, as well as a folder, which is basically some sort of service in Amman Arepa, so if any of those things changes, it'll trigger the actual pipeline to run. So that's like the simplest thing that I could figure out how to, you know, get it set up using um get hubs, uh workflow path future. Yeah. And it's worked for me for writing, you know? That's Yeah. >>Yeah, the a lot of these things too, like the mono repo discussion will, it's very tool specific. Each tool has various levels of support for branch branching and different repos and subdirectories are are looking at the defense and to see if there's changes in that specific directory. Yeah. Sorry, um john you're going to say something, >>I was just going to say, I've never really done it, but I imagine the same kind of downsides of mono repo to multiple report would exist there. I mean, you've got the blast radius issues, you've got, you know, how big is the mono repo? Do we have to pull does the tool have to pull that or cashier every time it needs to determine def so what is the support for being able to just look at directories versus you know, I think we can get way down into a deeper conversation. Maybe we'll save it for later on in the conversation about what we're doing. Get up, how do we structure our get reposed? We have super granular repo per environment, Perper out reaper, per cluster repo per whatever or do we have directories per environment or branches per environment? How how is everything organized? I think it's you know, it's going to be one of those, there's never one size fits all. I'll give the class of consultant like it depends answer. Right? >>Yeah, for sure. It's very similar to the code struggle because it depends. >>Right? >>Uh Yeah, it's similar to the to the code problem of teams trying to figure out how many repose for their code. Should they micro service, should they? Semi micro service, macro service. Like I mean, you know because too many repose means you're doing a bunch of repo management, a bunch of changes on your local system, you're constantly get pulling all these different things and uh but if you have one big repo then it's it's a it's a huge monolithic thing that you usually have to deal with. Path based issues of tools that only need to look at a specific directory and um yeah, it's a it's a culture, I feel like yeah, like I keep going back to this, it's a culture thing. Does your what is your team prefer? What do you like? What um what's painful for everyone and who's what's the loudest pain that you need to deal with? Is it is it repo management? That's the pain um or is it uh you know, is that that everyone's in one place and it's really hard to keep too many cooks out of the kitchen, which is a mono repo problem, you know? Um How do we handle security? So this is a great one from Tory again. Another great question back to back. And that's the first time we've done that um security as it pertains to get up to anyone who can commit can change the infrastructure. Yes. >>Yes. So the tooling that you have for your GIT repo and the authentication, authorization and permissions that you apply to the GIT repo using a get server like GIT hub or get lab or whatever your flavor of the day is is going to be how security is handled with respect to changes in your get ups configuration repository. So um that is completely specific to your implementation of that or ones implementation of of how they're handling that. Get repositories that the get ups tooling is looking at. To reconcile changes with respect to the permissions of the for lack of better term robot itself. Right? They get up tooling like flux or Argosy. D Um one kid would would create a user or a service account or uh other kind of authentication measures to limit the permissions for that service account that the Gaddafi's tooling needs to be able to read the repose and and send commits etcetera. So that is well within the realm of what you have already for your for your get your get um repo. Yeah. >>Yeah. A related question is from a g what they like about get apps if done nicely for a newbie it's you can get stuff done easily if you what they dislike about it is when you have too many get repose it becomes just too complicated and I agree. Um was making a joke with a team the other week that you know the developer used to just make one commit and they would pass pass it on to a QA team that would then eventually emerging in the master. But they made the commits to these feature branches or whatever. But now they make a commit, they make a pR there for their code then they go make a PR in the helm chart to update the thing to do that and then they go make a PR in the get ups repeal for Argo. And so we talked about that they're probably like four or five P. R. Is just to get their code in the production. But we were talking about the negative of that but the reality was It's just five or 4 or five prs like it wasn't five different systems that had five different methodologies and tooling and that. So I looked at it I was like well yeah that's kind of a pain in the get sense but you're also dealing with one type. It's a repetitive action but it's it's the one thing I don't have to go to five different systems with five different ways of doing it. And once in the web and one's on the client wants a command line that I don't remember. Um Yeah so it's got pros and cons I think when you >>I think when you get to the scale where those kind of issues are a problem then you're probably at the scale where you can afford to invest some time into automation into that. Right? Like what I've when I've seen this in larger customers or larger organizations if there ever at that stage where okay apps are coming up all the time. You know, there's a 10 X 100 X developer to operations folks who may be creating get repose setting up permissions then that stuff gets automated, right? Like, you know, maybe ticket based systems or whatever. Developers say I need a new app. It templates things or more often using the same model, right of reconciliation and operators and the horrific abuse of cogs that we're seeing in the communities community right now. Um You know, developers can create a crd which just says, hey, I'm creating a new app is called app A and then a controller will pick up that app a definition. It will go create a get a repo Programmatically it will add the right definitely will look up and held up the developers and the permissions that need to be able to get to that repo it will create and template automatically some name space and the clusters that it needs in the environments that it needs, depending on, you know, some metadata it might read. So I think, you know, those are definite problems and they're definitely like a teething, growing pain thing. But once you get to that scale, you kind of need to step back and say, well look, we just need to invest in time into the operational aspect of this and automating this pain away, I think. Yeah, >>yeah. And that ultimately ends in Yeah. Custom tooling, which it's hard to avoid it at scale. I mean, there's there's two, there's almost two conversations here, right. There is what I call the Solo admin Solo devops, I bought that domain Solo devops dot com because, you know, whenever I'm talking to dr khan in the real world, it's like I asked people to raise hands, I don't know how we can raise hands here, but I would ask people to raise hands and see how many of you here are. The sole person responsible for deploying the app that your team makes and like a quarter of the room would raise their hand. So I call that solo devops like those, that person can't make all the custom tooling in the world. So they really need dr like solutions where it's opinionated, the workflow is sort of built in and they don't have to wrangle things together with a bunch of glue, you know, in other words bash. Um and so this kind of comes to a conversation uh starting this question from lee he's asking how do you combine get ops with ci cd, especially the continuous bit. How do you avoid having a human uh sort of the complaint the team I was working with has, how do you avoid a human editing and get committing for every single deploy? They've settled on customized templates and a script for routine updates. So as a seed for this conference, this question I'm gonna ask you all uh instead of that specific question cause it's a little open ended. Um Tell me whether you agree with this. I I kind of look at the image, the image artifact because the doctor image or container image in general is an artifact that I I view it that way and that thing going into the registry with the right label or right part of the label. Um That tag rather not the label but the tag that to me is like one of the great demarche points of, we're kind of done with Ci and we're now into the deployment phase and it doesn't necessarily mean the tooling is a clear cut there, but that artifact being shipped in a specific way or promoted as we sometimes say. Um what do you think? Does anyone have opinions on that? I don't even know if that's the right opinion to have so mhm. >>So um I think what you're, what you're getting at is that get ups, models can trigger off of different events um to trigger the reconciliation loop. And one way to do that is if the image, if it notices a image change in the registry, the other is if there's a commit event on a specific rebo and branch and it's up to, you are up to the person that's implementing their get ups model, what event to trigger there, that reconciliation loop off of, You can do both, you can do one or the other. It also depends on the Templeton engine that you're using on top of um on top of kubernetes, such as helm or um you know, the other ones that are out there or if you're not even doing that, then, you know straight. Yeah, mo um so it kind of just depends, but those are the typically the two options one has and a combination of of those to trigger that event. You can also just trigger it manually, right? You can go into the command line and force a a, you know, a really like a scan or a new reconciliation loop to occur. So it kind of just, I don't want to say this, but it depends on what you're trying to do and what makes sense in your pipeline. Right? So if you're if you're set up where you are tag, if you're doing it based off of image tags, then you probably want to use get ups in a way that you're using the image tags. Right. And the pattern that you've established there, if you're not really doing that and you're more around, like, different branches are mapped to different environments, then triggered off of the correct branch. And that's where the permissions also come into play. Where if you don't want someone to touch production and you've got your getups for your production cluster based off of like uh you know, a main branch, then whoever can push a change to that main branch has the authority to push that change to production. Right? So that's your authentication and permissions um system same for the registry itself. Right. So >>Yeah. Yeah. Sorry, anyone else have any thoughts on that? I was about to go to the next topic, >>I was going to say. I think certain tools dictate the approach, like, if you're using Argosy d it's I think I'm correct me if I'm wrong, but I think the only way to use it right now is just through image modification. Like, the manifest changes, it looks at a specific directory and anything changes then it will do its thing. And uh Synchronize the cost there with whatever's and get >>Yeah, flux has both. Yeah, and flux has both. So it it kind of depends. I think you can make our go do that too, but uh this is back to what we were saying in the beginning, uh you know, these things are changing, right? So that might be what it is right now in terms of triggering the reconciliation loops and get ups, tooling, but there might be other events in the future that might trigger it, and it's not completely stand alone because you still need you're tooling to do any kind of testing or whatever you have in terms of like the specific pipeline. So oftentimes you're bolting in getups into some other part of broader Cfd solution. That makes sense. Yeah, >>we've got a lot of questions about secrets or people that are asking about secrets. >>So my my tongue and cheek answered the secrets question was, what's the best practices for kubernetes? Secrets? That's the same thing for secrets with good apps? Uh getups is not last time I checked and last time I was running this stuff get ups is not has nothing to do with secrets in that sense. It's just there to get your stuff running on communities. So, um there's probably a really good session on secrets at dr concept. I >>would agree with you, I agree with you. Yeah, I mean, get off stools, I mean every every project of mine handles secrets differently. Uh huh. And I think I'm not sure if it was even when I was talking to but talking to someone recently that I'm very bullish on get up actions, I love get up actions, it's not great for deployments yet, but we do have this new thing and get hub environments, I think it's called. So it allows me at least the store secrets per environment, which it didn't have the concept of that before, which you know, if you if any of you running kubernetes out there, you typically end up when you start running kubernetes, you end up with more than one kubernetes, like you're going to end up with a lot of clusters at some point, at least many multiple, more than two. Um and so if you're trying to store secret somewhere, you do have and there's a discussion happening in chat right now where people are talking about um sealed secrets which if you haven't heard of that, go look that up and just be versed on what sealed secrets is because it's a it's a fantastic concept for how to store secrets in the public. Um I love it because I'm a big P. K. I nerd but um it's not the only way and it doesn't fit all models. So I have clients that use A W. S. Secrets because they're in A W. S. And then they just have to use the kubernetes external secret. But again like like like normal sand, you know, it's that doesn't really affect get ops, get ops is just applying whatever helm charts or jahmal or images that you're, you're you're deploying, get off. It was more about the approach of when the changes happen and whether it's a push or pull model like we're talking about and you know, >>I would say there's a bunch of prerequisites to get ups secrets being one of them because the risk of you putting a secret into your git repo if you haven't figured out your community secrets architecture and start diving into getups is high and removing secrets from get repose is you know, could be its own industry, right. It's >>a thing, >>how do >>I hide this? How do I obscure this commit that's already now on a dozen machines. >>So there are some prerequisites in terms of when you're ready to adopt get up. So I think is the right way of saying the answer to that secrets being one of them. >>I think the secrets was the thing that made me, you know, like two or three years ago made me kind of see the ah ha moment when it came to get ups which, which was that the premier thing that everyone used to say about get up about why it was great. Was its the single source of truth. There's no state anywhere else. You just need to look at git. Um and then secrets may be realized along with a bunch of other things down the line that is not true and will never be true. So as soon as you can lose the dogmatism about everything is going to be and get it's fantastic. As long as you've understood everything is not going to get. There are things which will absolutely never be and get some tools just don't deal with that. They need to earn their own state, especially in communities, some controls on their own state. You know, cuz sealed secrets and and other projects like SOps and I think there are two or three others. That's a great way of dealing with secrets if you want to keep them in get. But you know, projects like vault more kind of like what I would say, production grade secret strategies. Right? And if you're in AWS or a cloud, you're more likely to be using their secrets. Your secret policy is maybe not dictated by you in large organizations might be dictated by CSO or security or Great. Like I think once if you, if you're trying to adopt getups or you're thinking about it, get the dogmatism of get as a single point of truth out of your mind and think about getups more as a philosophy and a set of best practice principles, then you will be in much better stead, >>right? Yeah. >>People are asking more questions in chat like infrastructure as code plus C d essentially get ups or C I rather, um, these are all great questions and a part of the debate, I'm actually just going to throw up on screen. I'm gonna put this in chat, but this is, this is to me the source, Right? So we worked with when they coined the term. We, a lot of us have been trying to get, if we talk about the history for a minute and then tell me if I'm getting this right. Um, a lot of us were trying to automate all these different parts of the puzzle, but a lot of them, they, some things might have been infrastructure as code. Some things weren't, some things were sort of like settings is coded, like you're going to Jenkins and type in secrets and settings or type in a certain thing in the settings of Jenkins and then that it wasn't really in get and so what we was trying to go for was a way to have almost like eventually a two way state understanding where get might change your infrastructure but then your infrastructure might also change and needs to be reflected in the get if the get is trying to be the single source of truth. Um and like you're saying the reality is that you're never gonna have one repo that has all of your infrastructure in it, like you would have to have, you have to have all your terra form, anything else you're spinning up. Right. Um but anyway, I'm gonna put this link in chat. So this guide actually, uh one of things they talk about is what it's not, so it's, it's kind of great to read through the different requirements and like what I was saying well ago um mhm. Having having ci having infrastructure as code and then trying a little bit of continuous deployment out, it's probably a prerequisite. Forget ops so it's hard to just jump into that when you don't already have infrastructure as code because a machine doing stuff on your behalf, it means that you have to have things documented and somewhere and get repo but let me put this in the in the >>chitty chat, I would like to know if the other panelists agree, but I think get apps is a okay. I would say it's a moderate level, it's not a beginner level communities thing, it's like a moderate level advanced, a little bit more advanced level. Um One can start off using it but you definitely have to have some pre recs in place or some understanding of like a pattern in place. Um So what do the other folks think about that opinion? >>I think if you're if you're trying to use get out before, you know what problem you have, you're probably gonna be in trouble. Right. It's like having a solution to it probably don't have yet. Mhm. Right. I mean if if you're just evil or and you're just typing, keep control apply, you're one person right, Get off. It doesn't seem like a big a big jump, like, I mean it doesn't like why would I do that? I'm just, I'm just gonna inside, it's the type of get commit right, I'm typing Q control apply. But I think one of the rules from we've is none of your developers and none of your admins can have cute control access to the cluster because if you can't, if you do have access and you can just apply something, then that's just infrastructure as code. That's just continuous deployment, that's, that's not really get ops um, getups implies that the only way things get into the cluster is through the get up, get automation that you're using with, you know, flux Argo, we haven't talked about, what's the other one that Victor Farsi talks about, by the way people are asking about victor, because victor would love to talk about this stuff, but he's in my next life, so come back in an hour and a half or whatever and victor is going to be talking about sys, admin list with me. Um >>you gotta ask him nothing but get up questions in the next, >>confuse them, confuse them. But anyway, that, that, that's um, it's hard, it's hard to understand and without having tried it, I think conceptually it's a little challenging >>one thing with getups, especially based off the we've works blog post that you just put up on there. It's an opinionated way of doing something. Uh you know, it's an opinionated way of of delivering changes to an environment to your kubernetes environment. So it's opinionated were often not used to seeing things that are very opinionated in this sense, in the in the ecosystem, but get apps is a opinionated thing. It's it's one way of doing it. Um there are ways to change it and like there are options um like what we were talking about in terms of the events that trigger, but the way that it's structured is an opinion opinionated way both from like a tooling perspective, like using get etcetera, but also from a devops cultural perspective, right? Like you were talking about not having anyone access cube control and changing the cluster directly. That's a philosophical opinion that get ups forces you to adopt otherwise. It kind of breaks the model and um I just I want everyone to just understand that. That is very opinion, anything in that sense. Yeah, >>polygamy is another thing. Infrastructure as code. Um someone's mentioning plummy and chat, I just had actually my life show self plug bread that live go there. I'm on Youtube every week. I did the same thing. These these are my friends um and had palami on two weeks ago uh last week, remember uh and it was in the last couple of weeks and we talked about their infrastructure as code solution. Were actually writing code instead of um oh that's an interesting take on uh developer team sort of owning coding the infrastructure through code rather than Yamil as a data language. I don't really have an opinion on it yet because I haven't used it in production or anything in the real real world, but um, I'm not sure how much they are applying trying to go towards the get up stuff. I will do a plug for Solomon hikes. Who has a, the beginning of the day, it's already happened so you can go back and watch it. It's a, it's a, what's it called? Q. Rethinking application delivery with Q. And build kit. So go look this up. This is the found co founder of Dr and former CTO Solomon hikes at the beginning of the day. He has a tool called dagger. I'm not sure why the title of the talk is delivering with Q. And built it, but the tool is showing off in there for an hour is called dagger. And it's, it's an interesting idea on how to apply a lot of this opinionated automated stuff to uh, to deployment and it's get off space and you use Q language. It's a graph language. I watched most of it and it was a really interesting take. I'm excited to see if that takes off and if they try that because it's another way that you can get a little bit more advanced with your you're get deployments and without having to just stick everything in Yemen, which is kind of what we're in today with helm charts and what not. All right. More questions about secrets, I think. I think we're not going to have a whole lot of more, a lot more about secrets basically. Uh put secrets in your cluster to start with and kubernetes in encrypted, you know, thing. And then, you know, as it gets harder, then you have to find another solution when you have five clusters, you don't wanna have to do it five times. That's when you have to go for Walton A W. S secrets and all >>that. Right? I'm gonna post it note. Yeah. Crm into the cluster. Just kidding. >>Yes, there are recordings of this. Yes, they will be later. Uh, because we're that these are all gonna be on youtube later. Um, yeah, detects secrets cushion saying detect secrets or get Guardian are absolute requirements. I think it's in reference to your secrets comment earlier. Um, Camels asking about Cuban is dropping support for Docker that this is not the place to ask for that, but it, it is uh, basically it's a Nonevent Marantz has actually just created that same plug in available in a different repos. So if you want to keep using Docker and kubernetes, you know, you can do it like it's no big deal. Most of us aren't using doctor in our communities anyway, so we're using like container D or whatever is provided to us by our provider. Um yeah, thank you so much for all these comments. These are great people helping each other and chat. I feel like we're just here to make sure the chats available so people can help each other. >>I feel like I want to pick up on something when you mentioned pollux me, I think there's a um we're talking about getups but I think in the original like the origination of that I guess was deploying applications to clusters right, picking up deployment manifest. But I think with the gloomy and I obviously terra form and things have been around a long time, folks are starting to apply this I think I found one earlier which was like um kub stack the Terror Forms get ups framework. Um but also with the advent of things like cluster A. P. I. Um in the Cuban at the space where you can declare actively build the infrastructure for your clusters and build the cluster right? We're not just talking about deploying applications, the cluster A. P. I will talk to a W. S. Spin up, VPc spin up machines, you know, we'll do the same kind of things that terra form does and and those other tools do I think applying getups principles to the infrastructure spin up right, the proper infrastructure as code stuff, constantly applying Terror form um you know, plans and whatever, constantly applying cluster Api resources spinning up stuff in those clouds. That's a super interesting. Um you know, extension of this area, I'd be curious to see if what the folks think about that. >>Yeah, that's why I picked this topic is one of my three. Uh I got I got to pick the topics. I was like the three things that there like the most bleeding edge exciting. Most people haven't, we haven't basically we haven't figured all this out yet. We as an industry, so um it's I think we're gonna see more ideas on it. Um what's the one with the popsicle as the as the icon victor talks about all the time? It's not it's another getups like tool, but it's um it's getups for you use this kubernetes limit and then we have to look it up, >>You're talking about cross plane. >>So >>my >>wife is over here with the sound effects and the first sound effect of the day that she chooses to use is one. >>All right, can we pick it? Let's let's find another question bret >>I'm searching >>so many of them. All right, so uh I think one really quick one is getups only for kubernetes, I think the main to tooling to tools that we're talking about, our Argosy D and flux and they're mostly geared toward kubernetes deployments but there's a, it seems like they're organized in a way that there's a clean abstraction in with respect to the agent that's doing the deployment and the tooling that that can interact with. So I would imagine that in the future and this might be true already right now that get ups could be applied to other types of deployments at some point in the future. But right now it's mostly focused and treats kubernetes as a first class citizen or the tooling on top of kubernetes, let's say something like how as a first class citizen? Yeah, to Brett, >>to me the field, back to you bret the thing I was looking for is cross plane. So that's another tool. Um Victor has been uh sharing a lot about it in Youtube cross plane and that is basically runs inside a kubernetes, but it handles your other infrastructure besides your app. It allows you to like get ops, you're a W. S stuff by using the kubernetes state engine as a, as a way to manage that. And I have not used it yet, but he does some really great demos on Youtube. So people are liking this idea of get off, so they're trying to figure out how do we, how do we manage state? How do we uh because the probably terra form is that, well, there's many problems, but it's always a lot of problems, but in the get outs world it's not quite the right fit yet, It might be, but you still, it's still largely as expected for people to, you know, like type the command, um, and it keeps state locally the ss, clouds and all that. And but the other thing is I'm I'm now realizing that when I saw the demo from Solomon, I'm going back to the Solomon hikes thing. He was using the demo and he was showing it apply deploying something on S three buckets, employing internet wifi and deploying it on google other things beyond kubernetes and saying that it's all getups approach. So I think we're just at the very beginning of seeing because it all started with kubernetes and now there's a swarm one, you can look up swarm, get office and there's a swarm, I can't take the name of it. Swarm sink I think is what's called swarm sink on git hub, which allows you to do swarm based getups like things. And now we're seeing these other tools coming out. They're saying we're going to try to do the get ups concepts, but not for kubernetes specifically and that's I think, you know, infrastructure as code started with certain areas of the world and then now then now we all just assume that you're going to have an infrastructure as code way of doing whatever that is and I think get off is going to have that same approach where pretty soon, you know, we'll have get apps for all the clouds stuff and it won't just be flexor Argo. And then that's the weird thing is will flex and Argo support all those things or will it just be focused on kubernetes apps? You know, community stuff? >>There's also, I think this is what you're alluding to. There is a trend of using um kubernetes and see rDS to provision and control things that are outside of communities like the cloud service providers services as if they were first class entities within kubernetes so that you can use the kubernetes um focus tooling for things that are not communities through the kubernetes interface communities. Yeah, >>yeah, even criticism. >>Yeah, yeah, I'm just going to say that sounds like cross plane. >>Yeah, yeah, I mean, I think that's that's uh there were, you know, for the last couple of years, it's been flux and are going back and forth. Um they're like frenemies, you know, and they've been going back and forth with iterating on these ideas of how do we manage this complicated thing? That is many kubernetes clusters? Um because like Argo, I don't know if the flux V two can do this, but Argo can manage multiple clusters now from one cluster, so your, you can manage other clusters, technically external things from a single entity. Um Originally flux couldn't do that, but I'm going to say that V two can, I don't actually >>know. Um I think all that is gonna, I think that's going to consolidate in the future. All right. In terms of like the common feature set, what Iver and john what do you think? >>I mean, I think it's already begun, right, I think haven't, didn't they collaborate on a common engine? I don't know whether it's finished yet, but I think they're working towards a common getups engine and then they're just going to layer on features on top. But I think, I mean, I think that's interesting, right, because where it runs and where it interacts with, if we're talking about a pull based model, it shouldn't, it's decentralized to a certain extent, right? We need get and we need the agent which is pulling if we're saying there's something else which is orchestrating something that we start to like fuzzy the model even right. Like is this state living somewhere else, then I think that's just interesting as well. I thought flux was completely decentralized, but I know you install our go somewhere like the cargo has a server as well, but it's been a while since I've looked in depth at them. But I think the, you know, does that muddy the agent only pull model? >>I'm reading a >>Yeah, I would say that there's like a process of natural selection going on as as the C. N. C. F. Landscape evolves and grows bigger and a lot of divide and conquer right now. But I think as certain things kind of get more prominent >>and popular, I think >>it starts to trend and it inspires other things and then it starts to aggregate and you know, kind of get back into like a unified kind of like core. Maybe like for instance, cross plane, I feel like it shouldn't even really exist. It should be, it like it's a communities add on, but it should be built in, it should be built into kubernetes, like why doesn't this exist already >>for like controlling a cloud? >>Yeah, like just, you know, having this interface with the cloud provider and be able to Yeah, >>exactly. Yeah, and it kinda, you're right. That kinda happens because you do, I mean when you start talking about storage providers and networking providers was very specific implementations of operators or just individual controllers that do operate and control other resources in the cloud, but certainly not universally right. Not every feature of AWS is available to kubernetes out of the box. Um and you know, it, one of the challenges across plane is you gotta have kubernetes before you can deploy kubernetes. Like there's a chicken and egg issue there where if you're going to use, if you're going to use our cross plane for your other infrastructure, but it's gotta, but it has to run on kubernetes who creates that first kubernetes in order for you to put that on there. And victor talks about one of his videos, the same problem with flux and Argo where like Argo, you can't deploy Argo itself with getups. There has to be that initial, I did a thing with, I'm a human and I typed in some commands on a server and things happened but they don't really have an easy deployment method for getting our go up and running using simply nothing but a get push to an existing system. There's something like that. So it's a it's an interesting problem of day one infrastructure which is again only day one, I think data is way more interesting and hard, but um how can we spend these things up if they're all depending on each other and who is the first one to get started? >>I mean it's true of everything though, I mean at the end of that you need some kind of big bang kind of function too, you know, I started running start everything I >>think without going over that, sorry, without going off on a tangent. I was, I was gonna say there's a, if folks have heard of kind which is kubernetes and Docker, which is a mini kubernetes cluster, you can run in a Docker container or each container will run as a as a node. Um you know, that's been a really good way to spin up things like clusters. KPI because they boot strap a local kind, install the manifests, it will go and spin up a fully sized cluster, it will transfer its resources over there and then it will die itself. Right? So that, that's kind of bootstrapping itself. And I think a couple of folks in the community, Jason to Tiberius, I think he works for Quinyx metal um has, has experimented with like an even more minimal just Api server, so we're really just leveraging the kubernetes ideas of like a reconciliation loop and a controller. We just need something to bootstrap with those C R D s and get something going and then go away again. So I think that's gonna be a pattern that comes up kind of more and more >>Yeah, for sure. Um, and uh, the next, next quick answer to the question, Angel asked what your thoughts on getups being a niche to get or versus others vcs tools? Well, if I knew anyone who is using anything other than get, I would say no, you know, get ops is a horrible name. It should just be CVS office, but that doesn't or vcs ops or whatever like that, but that doesn't roll off the tongue. So someone had to come up with the get ups phrase. Um but absolutely, it's all about version control solutions used for infrastructure, not code. Um might get doctor asks a great question, we're not gonna have time for it, but maybe people can reply and chat with what they think but about infrastructure and code, the lines being blurred and that do develop, how much of infrastructure does developer do developers need to know? Essentially, they're having to know all the things. Um so unfortunately we've had way more questions like every panel here today with all the great community, we've got way more questions we can handle in this time. So we're gonna have to wrap it up and say goodbye. Go to the next live panel. I believe the next one is um on developer, developer specific setups that's gonna be peter running that panel. Something about development in containers and I'm sure it's gonna be great. Just like this one. So let's go around the room where can people find you on the internet? I'm at Brett fisher on twitter. That's where you can usually find me most days you are? >>Yeah, I'm on twitter to um, I'll put it in the chat. It's kind of confusing because the TSR seven. >>Okay. Yeah, that's right. You can't just say it. You can also look at the blow of the video and like our faces are there and if you click on them, it tells you our twitter in Arlington and stuff, john >>John Harris 85, pretty much everywhere. Get hub Twitter slack, etc. >>Yeah >>and normal, normal faults or just, you know, living on Youtube live with Brett. >>Yeah, we're all on the twitter so go check us out there and thank you so much for joining. Uh thank you so much to you all for being here. I really appreciate you taking time in your busy schedule to join me for a little chit chat. Um Yes, all the, all the cheers, yes. >>And I think this kid apps loop has been declarative lee reconciled. >>Yeah, there we go. And with that ladies and gentlemen, uh bid you would do, we will see you in the next, next round coming up next with Peter >>bye.

(upbeat music) >> Narrator: From the heart of Silicon Valley, its theCUBE. Covering CloudNOW 7th Annual Top Women Entrepreneurs in Cloud Innovation Awards. (upbeat music) >> Hi, Lisa Martin with theCube, on the ground at Facebook Headquarters. We're here for the seventh annual CloudNOW Top Women Entrepreneurs in Cloud innovation. Welcoming back to theCube, Idit Levine, who was a winner of one of the awards tonight. Idit, welcome back to theCube. >> Thank you so much, it's great to be here. >> You are the co-founder and CEO of solo.io. >> Idit Levine: Right. >> So, Solo, I think Han Solo, StarWars, I know there's a different impetus for the name there. >> Idit Levine: Yeah. >> I want to talk about, you've been on theCube before talking about the technology, but I'd love for our audience tonight, you are here receiving an award for one, of being one of the innovators, top women in Cloud. Tell us a little bit about the founding of the company, what was the inspiration from a technology perspective, but also as a female technologist, not easy to get funding, tell us a little bit about your backstory. >> Yeah, so I work in the start up most of my life. So I was in Foundry, in a companies, not, I wasn't founding them. And so, you know, working in one company who got acquired, then I moved to another one who got acquired, then I was the CTO of Cloud Management Division in EMC. Much easier to be in a big company, but what drive me to actually start Solo was, because I really saw the need. And did end up actually solving a real problem in the industry. But as you said, it's not easy. So at the beginning I was very naive, I thought, well I already did a lot of open source project, already have a really good kind of like, you know a bitrun of doing and innovative, and so on, I should just get the money, right. So yeah right, no. (laughs) It's not working like this. It's harder to get the money. And also working, I'm specifically in the East coast, which make it even harder. And I'm the only founder. Which mean that it even make it much, much harder. (laughs) So when I started actually, I raised money in the beginning. You know there was a lot of question, like for instance, why don't you have a partner? And so on, I was insisting on not taking one because I felt that I can enter the product myself, right now. And there's nothing to say yet, so there's no point of bringing the business, and I'm a smart dude, I will learn. And that worked really, really well. So, I took the money eventually from, actually in the West coast, actually from a true venture and an amazind pundit, which is amazing, amazing investors, which was just like clear to me that that was the guy who need to go with me. And, we started a company a year and a half ago. But, part of the reason that I call the company Solo is kind of like in a way to explain that I can do it, right? We can do it, even that I'm a woman, and even that I'm tech, I can do these things by myself, so that's part of it. >> I hope you have stickers and pens for when people walk into your offices that says, I can do it, we can do it. That's a great name, and I love the history behind that. But you've fought some pretty big up hill battles, but in a short period of time, getting funding. What's your advice to your peers, either in this generation now or women in the next five years who have a great idea, they have the technical expertise like you do to move forward and just absorb that friction that's going to come your way, how did you do that? >> So actually my motto is really simple, just be the best. So like, I had a great mentor before, we said it right. People will try to stress you in your way and try to explain why you're not doing a good job and try to explain why they're doing a better job. But in the end of the day, people cannot, at least for me I'm a big data driven person, data is the most important thing, so what I did is just, instead of talking, I just was doing. And you know, it was hard in a point of conflict, ignore that, because we're doing really well. Our idea is really good. And again, and again. And persistently, we're doing well. That eventually it was just, you can ignore that. So it wasn't an easy way though. >> No definitely not. You make it sound easy, but your persistence and your determination clearly are essential. Tell us about the culture that you want to, as your company as solo.io continues to grow, what are some of the parts of wisdom that you're going to insist that your leadership team has, like someone that maybe has software skills that are eseential, not just the technical expertise, in order for this fast culture of, we can do this, to flourish? >> Yeah, so I mean, I have an amazing team. And I have to say, what I'm trying to do, my motive is that, I know what I'm good at, but there's stuff that I'm less good at. And my job is to basically surround myself with an amazing A plus team and just let them go. So that's exactly what we're doing. I mean, I'm in charge, I'm the CEO. And I overlook of all the company, doing a lot of the work of with the, managing the engineering, but I have amazing leaders who is going out to this job. I have, I'm doing a lot of the product but I did want a strong, strong people next to me. So if its my VP of Sales, and my field CTO, so I think that the most important thing in the company right now, and this is what we're working on, is the openness. You know, we're not making any decision, we're just sharing it with the amazing energy, and I think this is the key. It wasn't simple, I mean there were people who didn't fit and there was people that we needed to let them go, because, I'm very precise about that, we should be the best. And in order to be the best, you need to have the best people. >> And you want more of the best, because you're hiring. Where can people go to find more information? The website? >> Yeah they can totally go to the website, and just we're everywhere, like Twitter and LinkedIn, so you can just find us. And yeah just come and work for, it's really cool. It's going really well. >> Well, Idit you have such a great energy, thank you so much for joining us on the program. And also congratulations on the award that you won tonight. >> Thank you so much. >> I want to thank you for watching theCube, Lisa Martin for theCube on the ground at Facebook headquarters. Thanks for watching. (upbeat music)

(electronic dance music) (Intel Jingle) (ethereal electronic dance music) ♪ Okay ♪ (upbeat techno dance music) ♪ Oh oh oh oh ♪ ♪ Oh oh oh oh ♪ ♪ Oh oh oh oh oh ♪ ♪ Oh oh oh oh ♪ ♪ Oh oh oh oh oh ♪ ♪ Take it back take it back ♪ ♪ Take it back ♪ ♪ Take it back take it back ♪ ♪ Take it back ♪ ♪ Take it back take it back ♪ ♪ Yeah everybody get loose yeah ♪ ♪ Yeah ♪ ♪ Ye-yeah yeah ♪ ♪ Yeah yeah ♪ ♪ Everybody everybody yeah ♪ ♪ Whoo whoo ♪ ♪ Whoo whoo ♪ ♪ Whoo yeah ♪ ♪ Everybody get loose whoo ♪ ♪ Whoo ♪ ♪ Whoo ♪ ♪ Whoo ♪ >> As a courtesy to the presenters and those around you, please silence all mobile devices, thank you. (electronic dance music) ♪ Everybody get loose ♪ ♪ Whoo ♪ ♪ Whoo ♪ ♪ Whoo ♪ ♪ Whoo ♪ ♪ Whoo ♪ ♪ Whoo ♪ ♪ Whoo ♪ ♪ Whoo ♪ (upbeat salsa music) ♪ Ha ha ha ♪ ♪ Ah ♪ ♪ Ha ha ha ♪ ♪ So happy ♪ ♪ Whoo whoo ♪ (female singer scatting) >> Ladies and gentlemen, please take your seats. Our program will begin momentarily. ♪ Hey ♪ (female singer scatting) (male singer scatting) ♪ Hey ♪ ♪ Whoo ♪ (female singer scatting) (electronic dance music) ♪ All hands are in don't go ♪ ♪ Red all hands are in don't go ♪ ♪ Red red red red ♪ ♪ All hands are in don't go ♪ ♪ Red all hands are in don't go ♪ ♪ Red red red red ♪ ♪ All hands are in don't go ♪ ♪ Red all hands are in don't go ♪ ♪ All hands are in don't go ♪ ♪ Red all hands are in don't go ♪ ♪ Red red red red ♪ ♪ Red don't go ♪ ♪ All hands are in don't go ♪ ♪ In don't go ♪ ♪ Oh red go ♪ ♪ All hands are in don't go ♪ ♪ Red all hands are in don't go ♪ ♪ All hands are in don't go ♪ ♪ Red all hands are in don't go ♪ ♪ Red red red red ♪ ♪ All hands are red don't go ♪ ♪ All hands are in red red red red ♪ ♪ All hands are in don't go ♪ ♪ All hands are in red go ♪ >> Ladies and gentlemen, there are available seats. Towards house left, house left there are available seats. If you are please standing, we ask that you please take an available seat. We will begin momentarily, thank you. ♪ Let go ♪ ♪ All hands are in don't go ♪ ♪ Red all hands are in don't go ♪ ♪ All hands are in don't go ♪ ♪ Red all hands are in don't go ♪ (upbeat electronic dance music) ♪ Just make me ♪ ♪ Just make me ♪ ♪ Just make me ♪ ♪ Just make me ♪ ♪ Just make me ♪ ♪ I live ♪ ♪ Just make me ♪ ♪ Just make me ♪ ♪ Hey ♪ ♪ Yeah ♪ ♪ Oh ♪ ♪ Ah ♪ ♪ Ah ah ah ah ah ah ♪ ♪ Just make me ♪ ♪ Just make me ♪ (bouncy techno music) >> Ladies and gentlemen, once again we ask that you please take the available seats to your left, house left, there are many available seats. If you are standing, please make your way there. The program will begin momentarily, thank you. Good morning! This is Lenovo Transform 2.0! (keyboard clicks) >> Progress. Why do we always talk about it in the future? When will it finally get here? We don't progress when it's ready for us. We need it when we're ready, and we're ready now. Our hospitals and their patients need it now, our businesses and their customers need it now, our cities and their citizens need it now. To deliver intelligent transformation, we need to build it into the products and solutions we make every day. At Lenovo, we're designing the systems to fight disease, power businesses, and help you reach more customers, end-to-end security solutions to protect your data and your companies reputation. We're making IT departments more agile and cost efficient. We're revolutionizing how kids learn with VR. We're designing smart devices and software that transform the way you collaborate, because technology shouldn't just power industries, it should power people. While everybody else is talking about tomorrow, we'll keep building today, because the progress we need can't wait for the future. >> Please welcome to the stage Lenovo's Rod Lappen! (electronic dance music) (audience applauding) >> Alright. Good morning everyone! >> Good morning. >> Ooh, that was pretty good actually, I'll give it one more shot. Good morning everyone! >> Good morning! >> Oh, that's much better! Hope everyone's had a great morning. Welcome very much to the second Lenovo Transform event here in New York. I think when I got up just now on the steps I realized there's probably one thing in common all of us have in this room including myself which is, absolutely no one has a clue what I'm going to say today. So, I'm hoping very much that we get through this thing very quickly and crisply. I love this town, love New York, and you're going to hear us talk a little bit about New York as we get through here, but just before we get started I'm going to ask anyone who's standing up the back, there are plenty of seats down here, and down here on the right hand side, I think he called it house left is the professional way of calling it, but these steps to my right, your left, get up here, let's get you all seated down so that you can actually sit down during the keynote session for us. Last year we had our very first Lenovo Transform. We had about 400 people. It was here in New York, fantastic event, today, over 1,000 people. We have over 62 different technology demonstrations and about 15 breakout sessions, which I'll talk you through a little bit later on as well, so it's a much bigger event. Next year we're definitely going to be shooting for over 2,000 people as Lenovo really transforms and starts to address a lot of the technology that our commercial customers are really looking for. We were however hampered last year by a storm, I don't know if those of you who were with us last year will remember, we had a storm on the evening before Transform last year in New York, and obviously the day that it actually occurred, and we had lots of logistics. Our media people from AMIA were coming in. They took the, the plane was circling around New York for a long time, and Kamran Amini, our General Manager of our Data Center Infrastructure Group, probably one of our largest groups in the Lenovo DCG business, took 17 hours to get from Raleigh, North Carolina to New York, 17 hours, I think it takes seven or eight hours to drive. Took him 17 hours by plane to get here. And then of course this year, we have Florence. And so, obviously the hurricane Florence down there in the Carolinas right now, we tried to help, but still Kamran has made it today. Unfortunately, very tragically, we were hoping he wouldn't, but he's here today to do a big presentation a little bit later on as well. However, I do want to say, obviously, Florence is a very serious tragedy and we have to take it very serious. We got, our headquarters is in Raleigh, North Carolina. While it looks like the hurricane is just missing it's heading a little bit southeast, all of our thoughts and prayers and well wishes are obviously with everyone in the Carolinas on behalf of Lenovo, everyone at our headquarters, everyone throughout the Carolinas, we want to make sure everyone stays safe and out of harm's way. We have a great mixture today in the crowd of all customers, partners, industry analysts, media, as well as our financial analysts from all around the world. There's over 30 countries represented here and people who are here to listen to both YY, Kirk, and Christian Teismann speak today. And so, it's going to be a really really exciting day, and I really appreciate everyone coming in from all around the world. So, a big round of applause for everyone whose come in. (audience applauding) We have a great agenda for you today, and it starts obviously a very consistent format which worked very successful for us last year, and that's obviously our keynote. You'll hear from YY, our CEO, talk a little bit about the vision he has in the industry and how he sees Lenovo's turned the corner and really driving some great strategy to address our customer's needs. Kirk Skaugen, our Executive Vice President of DCG, will be up talking about how we've transformed the DCG business and once again are hitting record growth ratios for our DCG business. And then you'll hear from Christian Teismann, our SVP and General Manager for our commercial business, get up and talk about everything that's going on in our IDG business. There's really exciting stuff going on there and obviously ThinkPad being the cornerstone of that I'm sure he's going to talk to us about a couple surprises in that space as well. Then we've got some great breakout sessions, I mentioned before, 15 breakout sessions, so while this keynote section goes until about 11:30, once we get through that, please go over and explore, and have a look at all of the breakout sessions. We have all of our subject matter experts from both our PC, NBG, and our DCG businesses out to showcase what we're doing as an organization to better address your needs. And then obviously we have the technology pieces that I've also spoken about, 62 different technology displays there arranged from everything IoT, 5G, NFV, everything that's really cool and hot in the industry right now is going to be on display up there, and I really encourage all of you to get up there. So, I'm going to have a quick video to show you from some of the setup yesterday on a couple of the 62 technology displays we've got on up on stage. Okay let's go, so we've got a demonstrations to show you today, one of the greats one here is the one we've done with NC State, a high-performance computing artificial intelligence demonstration of fresh produce. It's about modeling the population growth of the planet, and how we're going to supply water and food as we go forward. Whoo. Oh, that is not an apple. Okay. (woman laughs) Second one over here is really, hey Jonas, how are you? Is really around virtual reality, and how we look at one of the most amazing sites we've got, as an install on our high-performance computing practice here globally. And you can see, obviously, that this is the Barcelona supercomputer, and, where else in New York can you get access to being able to see something like that so easily? Only here at Lenovo Transform. Whoo, okay. (audience applauding) So there's two examples of some of the technology. We're really encouraging everyone in the room after the keynote to flow into that space and really get engaged, and interact with a lot of the technology we've got up there. It seems I need to also do something about my fashion, I've just realized I've worn a vest two days in a row, so I've got to work on that as well. Alright so listen, the last thing on the agenda, we've gone through the breakout sessions and the demo, tonight at four o'clock, there's about 400 of you registered to be on the cruise boat with us, the doors will open behind me. the boat is literally at the pier right behind us. You need to make sure you're on the boat for 4:00 p.m. this evening. Outside of that, I want everyone to have a great time today, really enjoy the experience, make it as experiential as you possibly can, get out there and really get in and touch the technology. There's some really cool AI displays up there for us all to get involved in as well. So ladies and gentlemen, without further adieu, it gives me great pleasure to introduce to you a lover of tennis, as some of you would've heard last year at Lenovo Transform, as well as a lover of technology, Lenovo, and of course, New York City. I am obviously very pleasured to introduce to you Yang Yuanqing, our CEO, as we like to call him, YY. (audience applauding) (upbeat funky music) >> Good morning, everyone. >> Good morning. >> Thank you Rod for that introduction. Welcome to New York City. So, this is the second year in a row we host our Transform event here, because New York is indeed one of the most transformative cities in the world. Last year on this stage, I spoke about the Fourth Industrial Revolution, and our vision around the intelligent transformation, how it would fundamentally change the nature of business and the customer relationships. And why preparing for this transformation is the key for the future of our company. And in the last year I can assure you, we were being very busy doing just that, from searching and bringing global talents around the world to the way we think about every product and every investment we make. I was here in New York just a month ago to announce our fiscal year Q1 earnings, which was a good day for us. I think now the world believes it when we say Lenovo has truly turned the corner to a new phase of growth and a new phase of acceleration in executing the transformation strategy. That's clear to me is that the last few years of a purposeful disruption at Lenovo have led us to a point where we can now claim leadership of the coming intelligent transformation. People often asked me, what is the intelligent transformation? I was saying this way. This is the unlimited potential of the Fourth Industrial Revolution driven by artificial intelligence being realized, ordering a pizza through our speaker, and locking the door with a look, letting your car drive itself back to your home. This indeed reflect the power of AI, but it just the surface of it. The true impact of AI will not only make our homes smarter and offices more efficient, but we are also completely transformed every value chip in every industry. However, to realize these amazing possibilities, we will need a structure built around the key components, and one that touches every part of all our lives. First of all, explosions in new technology always lead to new structures. This has happened many times before. In the early 20th century, thousands of companies provided a telephone service. City streets across the US looked like this, and now bundles of a microscopic fiber running from city to city bring the world closer together. Here's what a driving was like in the US, up until 1950s. Good luck finding your way. (audience laughs) And today, millions of vehicles are organized and routed daily, making the world more efficient. Structure is vital, from fiber cables and the interstate highways, to our cells bounded together to create humans. Thankfully the structure for intelligent transformation has emerged, and it is just as revolutionary. What does this new structure look like? We believe there are three key building blocks, data, computing power, and algorithms. Ever wondered what is it behind intelligent transformation? What is fueling this miracle of human possibility? Data. As the Internet becomes ubiquitous, not only PCs, mobile phones, have come online and been generating data. Today it is the cameras in this room, the climate controls in our offices, or the smart displays in our kitchens at home. The number of smart devices worldwide will reach over 20 billion in 2020, more than double the number in 2017. These devices and the sensors are connected and generating massive amount of data. By 2020, the amount of data generated will be 57 times more than all the grains of sand on Earth. This data will not only make devices smarter, but will also fuel the intelligence of our homes, offices, and entire industries. Then we need engines to turn the fuel into power, and the engine is actually the computing power. Last but not least the advanced algorithms combined with Big Data technology and industry know how will form vertical industrial intelligence and produce valuable insights for every value chain in every industry. When these three building blocks all come together, it will change the world. At Lenovo, we have each of these elements of intelligent transformations in a single place. We have built our business around the new structure of intelligent transformation, especially with mobile and the data center now firmly part of our business. I'm often asked why did you acquire these businesses? Why has a Lenovo gone into so many fields? People ask the same questions of the companies that become the leaders of the information technology revolution, or the third industrial transformation. They were the companies that saw the future and what the future required, and I believe Lenovo is the company today. From largest portfolio of devices in the world, leadership in the data center field, to the algorithm-powered intelligent vertical solutions, and not to mention the strong partnership Lenovo has built over decades. We are the only company that can unify all these essential assets and deliver end to end solutions. Let's look at each part. We now understand the important importance data plays as fuel in intelligent transformation. Hundreds of billions of devices and smart IoTs in the world are generating better and powering the intelligence. Who makes these devices in large volume and variety? Who puts these devices into people's home, offices, manufacturing lines, and in their hands? Lenovo definitely has the front row seats here. We are number one in PCs and tablets. We also produces smart phones, smart speakers, smart displays. AR/VR headsets, as well as commercial IoTs. All of these smart devices, or smart IoTs are linked to each other and to the cloud. In fact, we have more than 20 manufacturing facilities in China, US, Brazil, Japan, India, Mexico, Germany, and more, producing various devices around the clock. We actually make four devices every second, and 37 motherboards every minute. So, this factory located in my hometown, Hu-fi, China, is actually the largest laptop factory in the world, with more than three million square feet. So, this is as big as 42 soccer fields. Our scale and the larger portfolio of devices gives us access to massive amount of data, which very few companies can say. So, why is the ability to scale so critical? Let's look again at our example from before. The early days of telephone, dozens of service providers but only a few companies could survive consolidation and become the leader. The same was true for the third Industrial Revolution. Only a few companies could scale, only a few could survive to lead. Now the building blocks of the next revolution are locking into place. The (mumbles) will go to those who can operate at the scale. So, who could foresee the total integration of cloud, network, and the device, need to deliver intelligent transformation. Lenovo is that company. We are ready to scale. Next, our computing power. Computing power is provided in two ways. On one hand, the modern supercomputers are providing the brute force to quickly analyze the massive data like never before. On the other hand the cloud computing data centers with the server storage networking capabilities, and any computing IoT's, gateways, and miniservers are making computing available everywhere. Did you know, Lenovo is number one provider of super computers worldwide? 170 of the top 500 supercomputers, run on Lenovo. We hold 89 World Records in key workloads. We are number one in x86 server reliability for five years running, according to ITIC. a respected provider of industry research. We are also the fastest growing provider of hyperscale public cloud, hyper-converged and aggressively growing in edge computing. cur-ges target, we are expand on this point soon. And finally to run these individual nodes into our symphony, we must transform the data and utilize the computing power with advanced algorithms. Manufactured, industry maintenance, healthcare, education, retail, and more, so many industries are on the edge of intelligent transformation to improve efficiency and provide the better products and services. We are creating advanced algorithms and the big data tools combined with industry know-how to provide intelligent vertical solutions for several industries. In fact, we studied at Lenovo first. Our IT and research teams partnered with our global supply chain to develop an AI that improved our demand forecasting accuracy. Beyond managing our own supply chain we have offered our deep learning supply focused solution to other manufacturing companies to improve their efficiency. In the best case, we have improved the demand, focused the accuracy by 30 points to nearly 90 percent, for Baosteel, the largest of steel manufacturer in China, covering the world as well. Led by Lenovo research, we launched the industry-leading commercial ready AR headset, DaystAR, partnering with companies like the ones in this room. This technology is being used to revolutionize the way companies service utility, and even our jet engines. Using our workstations, servers, and award-winning imaging processing algorithms, we have partnered with hospitals to process complex CT scan data in minutes. So, this enable the doctors to more successfully detect the tumors, and it increases the success rate of cancer diagnosis all around the world. We are also piloting our smart IoT driven warehouse solution with one of the world's largest retail companies to greatly improve the efficiency. So, the opportunities are endless. This is where Lenovo will truly shine. When we combine the industry know-how of our customers with our end-to-end technology offerings, our intelligent vertical solutions like this are growing, which Kirk and Christian will share more. Now, what will drive this transformation even faster? The speed at which our networks operate, specifically 5G. You may know that Lenovo just launched the first-ever 5G smartphone, our Moto Z3, with the new 5G Moto model. We are partnering with multiple major network providers like Verizon, China Mobile. With the 5G model scheduled to ship early next year, we will be the first company to provide a 5G mobile experience to any users, customers. This is amazing innovation. You don't have to buy a new phone, just the 5G clip on. What can I say, except wow. (audience laughs) 5G is 10 times the fast faster than 4G. Its download speed will transform how people engage with the world, driverless car, new types of smart wearables, gaming, home security, industrial intelligence, all will be transformed. Finally, accelerating with partners, as ready as we are at Lenovo, we need partners to unlock our full potential, partners here to create with us the edge of the intelligent transformation. The opportunities of intelligent transformation are too profound, the scale is too vast. No company can drive it alone fully. We are eager to collaborate with all partners that can help bring our vision to life. We are dedicated to open partnerships, dedicated to cross-border collaboration, unify the standards, share the advantage, and market the synergies. We partner with the biggest names in the industry, Intel, Microsoft, AMD, Qualcomm, Google, Amazon, and Disney. We also find and partner with the smaller innovators as well. We're building the ultimate partner experience, open, shared, collaborative, diverse. So, everything is in place for intelligent transformation on a global scale. Smart devices are everywhere, the infrastructure is in place, networks are accelerating, and the industries demand to be more intelligent, and Lenovo is at the center of it all. We are helping to drive change with the hundreds of companies, companies just like yours, every day. We are your partner for intelligent transformation. Transformation never stops. This is what you will hear from Kirk, including details about Lenovo NetApp global partnership we just announced this morning. We've made the investments in every single aspect of the technology. We have the end-to-end resources to meet your end-to-end needs. As you attend the breakout session this afternoon, I hope you see for yourself how much Lenovo has transformed as a company this past year, and how we truly are delivering a future of intelligent transformation. Now, let me invite to the stage Kirk Skaugen, our president of Data Center growth to tell you about the exciting transformation happening in the global Data C enter market. Thank you. (audience applauding) (upbeat music) >> Well, good morning. >> Good morning. >> Good morning! >> Good morning! >> Excellent, well, I'm pleased to be here this morning to talk about how we're transforming the Data Center and taking you as our customers through your own intelligent transformation journey. Last year I stood up here at Transform 1.0, and we were proud to announce the largest Data Center portfolio in Lenovo's history, so I thought I'd start today and talk about the portfolio and the progress that we've made over the last year, and the strategies that we have going forward in phase 2.0 of Lenovo's transformation to be one of the largest data center companies in the world. We had an audacious vision that we talked about last year, and that is to be the most trusted data center provider in the world, empowering customers through the new IT, intelligent transformation. And now as the world's largest supercomputer provider, giving something back to humanity, is very important this week with the hurricanes now hitting North Carolina's coast, but we take this most trusted aspect very seriously, whether it's delivering the highest quality products on time to you as customers with the highest levels of security, or whether it's how we partner with our channel partners and our suppliers each and every day. You know we're in a unique world where we're going from hundreds of millions of PCs, and then over the next 25 years to hundred billions of connected devices, so each and every one of you is going through this intelligent transformation journey, and in many aspects were very early in that cycle. And we're going to talk today about our role as the largest supercomputer provider, and how we're solving humanity's greatest challenges. Last year we talked about two special milestones, the 25th anniversary of ThinkPad, but also the 25th anniversary of Lenovo with our IBM heritage in x86 computing. I joined the workforce in 1992 out of college, and the IBM first personal server was launching at the same time with an OS2 operating system and a free mouse when you bought the server as a marketing campaign. (audience laughing) But what I want to be very clear today, is that the innovation engine is alive and well at Lenovo, and it's really built on the culture that we're building as a company. All of these awards at the bottom are things that we earned over the last year at Lenovo. As a Fortune now 240 company, larger than companies like Nike, or AMEX, or Coca-Cola. The one I'm probably most proud of is Forbes first list of the top 2,000 globally regarded companies. This was something where 15,000 respondents in 60 countries voted based on ethics, trustworthiness, social conduct, company as an employer, and the overall company performance, and Lenovo was ranked number 27 of 2000 companies by our peer group, but we also now one of-- (audience applauding) But we also got a perfect score in the LGBTQ Equality Index, exemplifying the diversity internally. We're number 82 in the top working companies for mothers, top working companies for fathers, top 100 companies for sustainability. If you saw that factory, it's filled with solar panels on the top of that. And now again, one of the top global brands in the world. So, innovation is built on a customer foundation of trust. We also said last year that we'd be crossing an amazing milestone. So we did, over the last 12 months ship our 20 millionth x86 server. So, thank you very much to our customers for this milestone. (audience applauding) So, let me recap some of the transformation elements that have happened over the last year. Last year I talked about a lot of brand confusion, because we had the ThinkServer brand from the legacy Lenovo, the System x, from IBM, we had acquired a number of networking companies, like BLADE Network Technologies, et cetera, et cetera. Over the last year we've been ramping based on two brand structures, ThinkAgile for next generation IT, and all of our software-defined infrastructure products and ThinkSystem as the world's highest performance, highest reliable x86 server brand, but for servers, for storage, and for networking. We have transformed every single aspect of the customer experience. A year and a half ago, we had four different global channel programs around the world. Typically we're about twice the mix to our channel partners of any of our competitors, so this was really important to fix. We now have a single global Channel program, and have technically certified over 11,000 partners to be technical experts on our product line to deliver better solutions to our customer base. Gardner recently recognized Lenovo as the 26th ranked supply chain in the world. And, that's a pretty big honor, when you're up there with Amazon and Walmart and others, but in tech, we now are in the top five supply chains. You saw the factory network from YY, and today we'll be talking about product shipping in more than 160 countries, and I know there's people here that I've met already this morning, from India, from South Africa, from Brazil and China. We announced new Premier Support services, enabling you to go directly to local language support in nine languages in 49 countries in the world, going directly to a native speaker level three support engineer. And today we have more than 10,000 support specialists supporting our products in over 160 countries. We've delivered three times the number of engineered solutions to deliver a solutions orientation, whether it's on HANA, or SQL Server, or Oracle, et cetera, and we've completely reengaged our system integrator channel. Last year we had the CIO of DXE on stage, and here we're talking about more than 175 percent growth through our system integrator channel in the last year alone as we've brought that back and really built strong relationships there. So, thank you very much for amazing work here on the customer experience. (audience applauding) We also transformed our leadership. We thought it was extremely important with a focus on diversity, to have diverse talent from the legacy IBM, the legacy Lenovo, but also outside the industry. We made about 19 executive changes in the DCG group. This is the most senior leadership team within DCG, all which are newly on board, either from our outside competitors mainly over the last year. About 50 percent of our executives were now hired internally, 50 percent externally, and 31 percent of those new executives are diverse, representing the diversity of our global customer base and gender. So welcome, and most of them you're going to be able to meet over here in the breakout sessions later today. (audience applauding) But some things haven't changed, they're just keeping getting better within Lenovo. So, last year I got up and said we were committed with the new ThinkSystem brand to be a world performance leader. You're going to see that we're sponsoring Ducati for MotoGP. You saw the Ferrari out there with Formula One. That's not a surprise. We want the Lenovo ThinkSystem and ThinkAgile brands to be synonymous with world record performance. So in the last year we've gone from 39 to 89 world records, and partners like Intel would tell you, we now have four times the number of world record workloads on Lenovo hardware than any other server company on the planet today, with more than 89 world records across HPC, Java, database, transaction processing, et cetera. And we're proud to have just brought on Doug Fisher from Intel Corporation who had about 10-17,000 people on any given year working for him in workload optimizations across all of our software. It's just another testament to the leadership team we're bringing in to keep focusing on world-class performance software and solutions. We also per ITIC, are the number one now in x86 server reliability five years running. So, this is a survey where CIOs are in a blind survey asked to submit their reliability of their uptime on their x86 server equipment over the last 365 days. And you can see from 2016 to 2017 the downtime, there was over four hours as noted by the 750 CXOs in more than 20 countries is about one percent for the Lenovo products, and is getting worse generation from generation as we went from Broadwell to Pearlie. So we're taking our reliability, which was really paramount in the IBM System X heritage, and ensuring that we don't just recognize high performance but we recognize the highest level of reliability for mission-critical workloads. And what that translates into is that we at once again have been ranked number one in customer satisfaction from you our customers in 19 of 22 attributes, in North America in 18 of 22. This is a survey by TVR across hundreds of customers of us and our top competitors. This is the ninth consecutive study that we've been ranked number one in customer satisfaction, so we're taking this extremely seriously, and in fact YY now has increased the compensation of every single Lenovo employee. Up to 40 percent of their compensation bonus this year is going to be based on customer metrics like quality, order to ship, and things of this nature. So, we're really putting every employee focused on customer centricity this year. So, the summary on Transform 1.0 is that every aspect of what you knew about Lenovo's data center group has transformed, from the culture to the branding to dedicated sales and marketing, supply chain and quality groups, to a worldwide channel program and certifications, to new system integrator relationships, and to the new leadership team. So, rather than me just talk about it, I thought I'd share a quick video about what we've done over the last year, if you could run the video please. Turn around for a second. (epic music) (audience applauds) Okay. So, thank you to all our customers that allowed us to publicly display their logos in that video. So, what that means for you as investors, and for the investor community out there is, that our customers have responded, that this year Gardner just published that we are the fastest growing server company in the top 10, with 39 percent growth quarter-on-quarter, and 49 percent growth year-on-year. If you look at the progress we've made since the transformation the last three quarters publicly, we've grown 17 percent, then 44 percent, then 68 percent year on year in revenue, and I can tell you this quarter I'm as confident as ever in the financials around the DCG group, and it hasn't been in one area. You're going to see breakout sessions from hyperscale, software-defined, and flash, which are all growing more than a 100 percent year-on-year, supercomputing which we'll talk about shortly, now number one, and then ultimately from profitability, delivering five consecutive quarters of pre-tax profit increase, so I think, thank you very much to the customer base who's been working with us through this transformation journey. So, you're here to really hear what's next on 2.0, and that's what I'm excited to talk about today. Last year I came up with an audacious goal that we would become the largest supercomputer company on the planet by 2020, and this graph represents since the acquisition of the IBM System x business how far we were behind being the number one supercomputer. When we started we were 182 positions behind, even with the acquisition for example of SGI from HP, we've now accomplished our goal actually two years ahead of time. We're now the largest supercomputer company in the world. About one in every four supercomputers, 117 on the list, are now Lenovo computers, and you saw in the video where the universities are said, but I think what I'm most proud of is when your customers rank you as the best. So the awards at the bottom here, are actually Readers Choice from the last International Supercomputing Show where the scientific researchers on these computers ranked their vendors, and we were actually rated the number one server technology in supercomputing with our ThinkSystem SD530, and the number one storage technology with our ThinkSystem DSS-G, but more importantly what we're doing with the technology. You're going to see we won best in life sciences, best in data analytics, and best in collaboration as well, so you're going to see all of that in our breakout sessions. As you saw in the video now, 17 of the top 25 research institutions in the world are now running Lenovo supercomputers. And again coming from Raleigh and watching that hurricane come across the Atlantic, there are eight supercomputers crunching all of those models you see from Germany to Malaysia to Canada, and we're happy to have a SciNet from University of Toronto here with us in our breakout session to talk about what they're doing on climate modeling as well. But we're not stopping there. We just announced our new Neptune warm water cooling technology, which won the International Supercomputing Vendor Showdown, the first time we've won that best of show in 25 years, and we've now installed this. We're building out LRZ in Germany, the first ever warm water cooling in Peking University, at the India Space Propulsion Laboratory, at the Malaysian Weather and Meteorological Society, at Uninett, at the largest supercomputer in Norway, T-Systems, University of Birmingham. This is truly amazing technology where we're actually using water to cool the machine to deliver a significantly more energy-efficient computer. Super important, when we're looking at global warming and some of the electric bills can be millions of dollars just for one computer, and could actually power a small city just with the technology from the computer. We've built AI centers now in Morrisville, Stuttgart, Taipei, and Beijing, where customers can bring their AI workloads in with experts from Intel, from Nvidia, from our FPGA partners, to work on their workloads, and how they can best implement artificial intelligence. And we also this year launched LICO which is Lenovo Intelligent Compute Orchestrator software, and it's a software solution that simplifies the management and use of distributed clusters in both HPC and AI model development. So, what it enables you to do is take a single cluster, and run both HPC and AI workloads on it simultaneously, delivering better TCO for your environment, so check out LICO as well. A lot of the customers here and Wall Street are very excited and using it already. And we talked about solving humanity's greatest challenges. In the breakout session, you're going to have a virtual reality experience where you're going to be able to walk through what as was just ranked the world's most beautiful data center, the Barcelona Supercomputer. So, you can actually walk through one of the largest supercomputers in the world from Barcelona. You can see the work we're doing with NC State where we're going to have to grow the food supply of the world by 50 percent, and there's not enough fresh water in the world in the right places to actually make all those crops grow between now and 2055, so you're going to see the progression of how they're mapping the entire globe and the water around the world, how to build out the crop population over time using AI. You're going to see our work with Vestas is this largest supercomputer provider in the wind turbine areas, how they're working on wind energy, and then with University College London, how they're working on some of the toughest particle physics calculations in the world. So again, lots of opportunity here. Take advantage of it in the breakout sessions. Okay, let me transition to hyperscale. So in hyperscale now, we have completely transformed our business model. We are now powering six of the top 10 hyperscalers in the world, which is a significant difference from where we were two years ago. And the reason we're doing that, is we've coined a term called ODM+. We believe that hyperscalers want more procurement power than an ODM, and Lenovo is doing about $18 billion of procurement a year. They want a broader global supply chain that they can get from a local system integrator. We're more than 160 countries around the world, but they want the same world-class quality and reliability like they get from an MNC. So, what we're doing now is instead of just taking off the shelf motherboards from somewhere, we're starting with a blank sheet of paper, we're working with the customer base on customized SKUs and you can see we already are developing 33 custom solutions for the largest hyperscalers in the world. And then we're not just running notebooks through this factory where YY said, we're running 37 notebook boards a minute, we're now putting in tens and tens and tens of thousands of server board capacity per month into this same factory, so absolutely we can compete with the most aggressive ODM's in the world, but it's not just putting these things in in the motherboard side, we're also building out these systems all around the world, India, Brazil, Hungary, Mexico, China. This is an example of a new hyperscale customer we've had this last year, 34,000 servers we delivered in the first six months. The next 34,000 servers we delivered in 68 days. The next 34,000 servers we delivered in 35 days, with more than 99 percent on-time delivery to 35 data centers in 14 countries as diverse as South Africa, India, China, Brazil, et cetera. And I'm really ashamed to say it was 99.3, because we did have a forklift driver who rammed their forklift right through the middle of the one of the server racks. (audience laughing) At JFK Airport that we had to respond to, but I think this gives you a perspective of what it is to be a top five global supply chain and technology. So last year, I said we would invest significantly in IP, in joint ventures, and M and A to compete in software defined, in networking, and in storage, so I wanted to give you an update on that as well. Our newest software-defined partnership is with Cloudistics, enabling a fully composable cloud infrastructure. It's an exclusive agreement, you can see them here. I think Nag, our founder, is going to be here today, with a significant Lenovo investment in the company. So, this new ThinkAgile CP series delivers the simplicity of the public cloud, on-premise with exceptional support and a marketplace of essential enterprise applications all with a single click deployment. So simply put, we're delivering a private cloud with a premium experience. It's simple in that you need no specialists to deploy it. An IT generalist can set it up and manage it. It's agile in that you can provision dozens of workloads in minutes, and it's transformative in that you get all of the goodness of public cloud on-prem in a private cloud to unlock opportunity for use. So, we're extremely excited about the ThinkAgile CP series that's now shipping into the marketplace. Beyond that we're aggressively ramping, and we're either doubling, tripling, or quadrupling our market share as customers move from traditional server technology to software-defined technology. With Nutanix we've been public, growing about more than 150 percent year-on-year, with Nutanix as their fastest growing Nutanix partner, but today I want to set another audacious goal. I believe we cannot just be Nutanix's fastest growing partner but we can become their largest partner within two years. On Microsoft, we are already four times our market share on Azure stack of our traditional business. We were the first to launch our ThinkAgile on Broadwell and on Skylake with the Azure Stack Infrastructure. And on VMware we're about twice our market segment share. We were the first to deliver an Intel-optimized Optane-certified VSAN node. And with Optane technology, we're delivering 50 percent more VM density than any competitive SSD system in the marketplace, about 10 times lower latency, four times the performance of any SSD system out there, and Lenovo's first to market on that. And at VMworld you saw CEO Pat Gelsinger of VMware talked about project dimension, which is Edge as a service, and we're the only OEM beyond the Dell family that is participating today in project dimension. Beyond that you're going to see a number of other partnerships we have. I'm excited that we have the city of Bogota Columbia here, an eight million person city, where we announced a 3,000 camera video surveillance solution last month. With pivot three you're going to see city of Bogota in our breakout sessions. You're going to see a new partnership with Veeam around backup that's launching today. You're going to see partnerships with scale computing in IoT and hyper-converged infrastructure working on some of the largest retailers in the world. So again, everything out in the breakout session. Transitioning to storage and data management, it's been a great year for Lenovo, more than a 100 percent growth year-on-year, 2X market growth in flash arrays. IDC just reported 30 percent growth in storage, number one in price performance in the world and the best HPC storage product in the top 500 with our ThinkSystem DSS G, so strong coverage, but I'm excited today to announce for Transform 2.0 that Lenovo is launching the largest data management and storage portfolio in our 25-year data center history. (audience applauding) So a year ago, the largest server portfolio, becoming the largest fastest growing server OEM, today the largest storage portfolio, but as you saw this morning we're not doing it alone. Today Lenovo and NetApp, two global powerhouses are joining forces to deliver a multi-billion dollar global alliance in data management and storage to help customers through their intelligent transformation. As the fastest growing worldwide server leader and one of the fastest growing flash array and data management companies in the world, we're going to deliver more choice to customers than ever before, global scale that's never been seen, supply chain efficiencies, and rapidly accelerating innovation and solutions. So, let me unwrap this a little bit for you and talk about what we're announcing today. First, it's the largest portfolio in our history. You're going to see not just storage solutions launching today but a set of solution recipes from NetApp that are going to make Lenovo server and NetApp or Lenovo storage work better together. The announcement enables Lenovo to go from covering 15 percent of the global storage market to more than 90 percent of the global storage market and distribute these products in more than 160 countries around the world. So we're launching today, 10 new storage platforms, the ThinkSystem DE and ThinkSystem DM platforms. They're going to be centrally managed, so the same XClarity management that you've been using for server, you can now use across all of your storage platforms as well, and it'll be supported by the same 10,000 plus service personnel that are giving outstanding customer support to you today on the server side. And we didn't come up with this in the last month or the last quarter. We're announcing availability in ordering today and shipments tomorrow of the first products in this portfolio, so we're excited today that it's not just a future announcement but something you as customers can take advantage of immediately. (audience applauding) The second part of the announcement is we are announcing a joint venture in China. Not only will this be a multi-billion dollar global partnership, but Lenovo will be a 51 percent owner, NetApp a 49 percent owner of a new joint venture in China with the goal of becoming in the top three storage companies in the largest data and storage market in the world. We will deliver our R and D in China for China, pooling our IP and resources together, and delivering a single route to market through a complementary channel, not just in China but worldwide. And in the future I just want to tell everyone this is phase one. There is so much exciting stuff. We're going to be on the stage over the next year talking to you about around integrated solutions, next-generation technologies, and further synergies and collaborations. So, rather than just have me talk about it, I'd like to welcome to the stage our new partner NetApp and Brad Anderson who's the senior vice president and general manager of NetApp Cloud Infrastructure. (upbeat music) (audience applauding) >> Thank You Kirk. >> So Brad, we've known each other a long time. It's an exciting day. I'm going to give you the stage and allow you to say NetApp's perspective on this announcement. >> Very good, thank you very much, Kirk. Kirk and I go back to I think 1994, so hey good morning and welcome. My name is Brad Anderson. I manage the Cloud Infrastructure Group at NetApp, and I am honored and privileged to be here at Lenovo Transform, particularly today on today's announcement. Now, you've heard a lot about digital transformation about how companies have to transform their IT to compete in today's global environment. And today's announcement with the partnership between NetApp and Lenovo is what that's all about. This is the joining of two global leaders bringing innovative technology in a simplified solution to help customers modernize their IT and accelerate their global digital transformations. Drawing on the strengths of both companies, Lenovo's high performance compute world-class supply chain, and NetApp's hybrid cloud data management, hybrid flash and all flash storage solutions and products. And both companies providing our customers with the global scale for them to be able to meet their transformation goals. At NetApp, we're very excited. This is a quote from George Kurian our CEO. George spent all day yesterday with YY and Kirk, and would have been here today if it hadn't been also our shareholders meeting in California, but I want to just convey how excited we are for all across NetApp with this partnership. This is a partnership between two companies with tremendous market momentum. Kirk took you through all the amazing results that Lenovo has accomplished, number one in supercomputing, number one in performance, number one in x86 reliability, number one in x86 customers sat, number five in supply chain, really impressive and congratulations. Like Lenovo, NetApp is also on a transformation journey, from a storage company to the data authority in hybrid cloud, and we've seen some pretty impressive momentum as well. Just last week we became number one in all flash arrays worldwide, catching EMC and Dell, and we plan to keep on going by them, as we help customers modernize their their data centers with cloud connected flash. We have strategic partnerships with the largest hyperscalers to provide cloud native data services around the globe and we are having success helping our customers build their own private clouds with just, with a new disruptive hyper-converged technology that allows them to operate just like hyperscalers. These three initiatives has fueled NetApp's transformation, and has enabled our customers to change the world with data. And oh by the way, it has also fueled us to have meet or have beaten Wall Street's expectations for nine quarters in a row. These are two companies with tremendous market momentum. We are also building this partnership for long term success. We think about this as phase one and there are two important components to phase one. Kirk took you through them but let me just review them. Part one, the establishment of a multi-year commitment and a collaboration agreement to offer Lenovo branded flash products globally, and as Kurt said in 160 countries. Part two, the formation of a joint venture in PRC, People's Republic of China, that will provide long term commitment, joint product development, and increase go-to-market investment to meet the unique needs to China. Both companies will put in storage technologies and storage expertise to form an independent JV that establishes a data management company in China for China. And while we can dream about what phase two looks like, our entire focus is on making phase one incredibly successful and I'm pleased to repeat what Kirk, is that the first products are orderable and shippable this week in 160 different countries, and you will see our two companies focusing on the here and now. On our joint go to market strategy, you'll see us working together to drive strategic alignment, focused execution, strong governance, and realistic expectations and milestones. And it starts with the success of our customers and our channel partners is job one. Enabling customers to modernize their legacy IT with complete data center solutions, ensuring that our customers get the best from both companies, new offerings the fuel business success, efficiencies to reinvest in game-changing initiatives, and new solutions for new mission-critical applications like data analytics, IoT, artificial intelligence, and machine learning. Channel partners are also top of mind for both our two companies. We are committed to the success of our existing and our future channel partners. For NetApp channel partners, it is new pathways to new segments and to new customers. For Lenovo's channel partners, it is the competitive weapons that now allows you to compete and more importantly win against Dell, EMC, and HP. And the good news for both companies is that our channel partner ecosystem is highly complementary with minimal overlap. Today is the first day of a very exciting partnership, of a partnership that will better serve our customers today and will provide new opportunities to both our companies and to our partners, new products to our customers globally and in China. I am personally very excited. I will be on the board of the JV. And so, I look forward to working with you, partnering with you and serving you as we go forward, and with that, I'd like to invite Kirk back up. (audience applauding) >> Thank you. >> Thank you. >> Well, thank you, Brad. I think it's an exciting overview, and these products will be manufactured in China, in Mexico, in Hungary, and around the world, enabling this amazing supply chain we talked about to deliver in over 160 countries. So thank you Brad, thank you George, for the amazing partnership. So again, that's not all. In Transform 2.0, last year, we talked about the joint ventures that were coming. I want to give you a sneak peek at what you should expect at future Lenovo events around the world. We have this Transform in Beijing in a couple weeks. We'll then be repeating this in 20 different locations roughly around the world over the next year, and I'm excited probably more than ever about what else is coming. Let's talk about Telco 5G and network function virtualization. Today, Motorola phones are certified on 46 global networks. We launched the world's first 5G upgradable phone here in the United States with Verizon. Lenovo DCG sells to 58 telecommunication providers around the world. At Mobile World Congress in Barcelona and Shanghai, you saw China Telecom and China Mobile in the Lenovo booth, China Telecom showing a video broadband remote access server, a VBRAS, with video streaming demonstrations with 2x less jitter than they had seen before. You saw China Mobile with a virtual remote access network, a VRAN, with greater than 10 times the throughput and 10x lower latency running on Lenovo. And this year, we'll be launching a new NFV company, a software company in China for China to drive the entire NFV stack, delivering not just hardware solutions, but software solutions, and we've recently hired a new CEO. You're going to hear more about that over the next several quarters. Very exciting as we try to drive new economics into the networks to deliver these 20 billion devices. We're going to need new economics that I think Lenovo can uniquely deliver. The second on IoT and edge, we've integrated on the device side into our intelligent devices group. With everything that's going to consume electricity computes and communicates, Lenovo is in a unique position on the device side to take advantage of the communications from Motorola and being one of the largest device companies in the world. But this year, we're also going to roll out a comprehensive set of edge gateways and ruggedized industrial servers and edge servers and ISP appliances for the edge and for IoT. So look for that as well. And then lastly, as a service, you're going to see Lenovo delivering hardware as a service, device as a service, infrastructure as a service, software as a service, and hardware as a service, not just as a glorified leasing contract, but with IP, we've developed true flexible metering capability that enables you to scale up and scale down freely and paying strictly based on usage, and we'll be having those announcements within this fiscal year. So Transform 2.0, lots to talk about, NetApp the big news of the day, but a lot more to come over the next year from the Data Center group. So in summary, I'm excited that we have a lot of customers that are going to be on stage with us that you saw in the video. Lots of testimonials so that you can talk to colleagues of yourself. Alamos Gold from Canada, a Canadian gold producer, Caligo for data optimization and privacy, SciNet, the largest supercomputer we've ever put into North America, and the largest in Canada at the University of Toronto will be here talking about climate change. City of Bogota again with our hyper-converged solutions around smart city putting in 3,000 cameras for criminal detection, license plate detection, et cetera, and then more from a channel mid market perspective, Jerry's Foods, which is from my home state of Wisconsin, and Minnesota which has about 57 stores in the specialty foods market, and how they're leveraging our IoT solutions as well. So again, about five times the number of demos that we had last year. So in summary, first and foremost to the customers, thank you for your business. It's been a great journey and I think we're on a tremendous role. You saw from last year, we're trying to build credibility with you. After the largest server portfolio, we're now the fastest-growing server OEM per Gardner, number one in performance, number one in reliability, number one in customer satisfaction, number one in supercomputing. Today, the largest storage portfolio in our history, with the goal of becoming the fastest growing storage company in the world, top three in China, multibillion-dollar collaboration with NetApp. And the transformation is going to continue with new edge gateways, edge servers, NFV solutions, telecommunications infrastructure, and hardware as a service with dynamic metering. So thank you for your time. I've looked forward to meeting many of you over the next day. We appreciate your business, and with that, I'd like to bring up Rod Lappen to introduce our next speaker. Rod? (audience applauding) >> Thanks, boss, well done. Alright ladies and gentlemen. No real secret there. I think we've heard why I might talk about the fourth Industrial Revolution in data and exactly what's going on with that. You've heard Kirk with some amazing announcements, obviously now with our NetApp partnership, talk about 5G, NFV, cloud, artificial intelligence, I think we've hit just about all the key hot topics. It's with great pleasure that I now bring up on stage Mr. Christian Teismann, our senior vice president and general manager of commercial business for both our PCs and our IoT business, so Christian Teismann. (techno music) Here, take that. >> Thank you. I think I'll need that. >> Okay, Christian, so obviously just before we get down, you and I last year, we had a bit of a chat about being in New York. >> Exports. >> You were an expat in New York for a long time. >> That's true. >> And now, you've moved from New York. You're in Munich? >> Yep. >> How does that feel? >> Well Munich is a wonderful city, and it's a great place to live and raise kids, but you know there's no place in the world like New York. >> Right. >> And I miss it a lot, quite frankly. >> So what exactly do you miss in New York? >> Well there's a lot of things in New York that are unique, but I know you spent some time in Japan, but I still believe the best sushi in the world is still in New York City. (all laughing) >> I will beg to differ. I will beg to differ. I think Mr. Guchi-san from Softbank is here somewhere. He will get up an argue very quickly that Japan definitely has better sushi than New York. But obviously you know, it's a very very special place, and I have had sushi here, it's been fantastic. What about Munich? Anything else that you like in Munich? >> Well I mean in Munich, we have pork knuckles. >> Pork knuckles. (Christian laughing) Very similar sushi. >> What is also very fantastic, but we have the real, the real Oktoberfest in Munich, and it starts next week, mid-September, and I think it's unique in the world. So it's very special as well. >> Oktoberfest. >> Yes. >> Unfortunately, I'm not going this year, 'cause you didn't invite me, but-- (audience chuckling) How about, I think you've got a bit of a secret in relation to Oktoberfest, probably not in Munich, however. >> It's a secret, yes, but-- >> Are you going to share? >> Well I mean-- >> See how I'm putting you on the spot? >> In the 10 years, while living here in New York, I was a regular visitor of the Oktoberfest at the Lower East Side in Avenue C at Zum Schneider, where I actually met my wife, and she's German. >> Very good. So, how about a big round of applause? (audience applauding) Not so much for Christian, but more I think, obviously for his wife, who obviously had been drinking and consequently ended up with you. (all laughing) See you later, mate. >> That's the beauty about Oktoberfest, but yes. So first of all, good morning to everybody, and great to be back here in New York for a second Transform event. New York clearly is the melting pot of the world in terms of culture, nations, but also business professionals from all kind of different industries, and having this event here in New York City I believe is manifesting what we are trying to do here at Lenovo, is transform every aspect of our business and helping our customers on the journey of intelligent transformation. Last year, in our transformation on the device business, I talked about how the PC is transforming to personalized computing, and we've made a lot of progress in that journey over the last 12 months. One major change that we have made is we combined all our device business under one roof. So basically PCs, smart devices, and smart phones are now under the roof and under the intelligent device group. But from my perspective makes a lot of sense, because at the end of the day, all devices connect in the modern world into the cloud and are operating in a seamless way. But we are also moving from a device business what is mainly a hardware focus historically, more and more also into a solutions business, and I will give you during my speech a little bit of a sense of what we are trying to do, as we are trying to bring all these components closer together, and specifically also with our strengths on the data center side really build end-to-end customer solution. Ultimately, what we want to do is make our business, our customer's businesses faster, safer, and ultimately smarter as well. So I want to look a little bit back, because I really believe it's important to understand what's going on today on the device side. Many of us have still grown up with phones with terminals, ultimately getting their first desktop, their first laptop, their first mobile phone, and ultimately smartphone. Emails and internet improved our speed, how we could operate together, but still we were defined by linear technology advances. Today, the world has changed completely. Technology itself is not a limiting factor anymore. It is how we use technology going forward. The Internet is pervasive, and we are not yet there that we are always connected, but we are nearly always connected, and we are moving to the stage, that everything is getting connected all the time. Sharing experiences is the most driving force in our behavior. In our private life, sharing pictures, videos constantly, real-time around the world, with our friends and with our family, and you see the same behavior actually happening in the business life as well. Collaboration is the number-one topic if it comes down to workplace, and video and instant messaging, things that are coming from the consumer side are dominating the way we are operating in the commercial business as well. Most important beside technology, that a new generation of workforce has completely changed the way we are working. As the famous workforce the first generation of Millennials that have now fully entered in the global workforce, and the next generation, it's called Generation Z, is already starting to enter the global workforce. By 2025, 75 percent of the world's workforce will be composed out of two of these generations. Why is this so important? These two generations have been growing up using state-of-the-art IT technology during their private life, during their education, school and study, and are taking these learnings and taking these behaviors in the commercial workspace. And this is the number one force of change that we are seeing in the moment. Diverse workforces are driving this change in the IT spectrum, and for years in many of our customers' focus was their customer focus. Customer experience also in Lenovo is the most important thing, but we've realized that our own human capital is equally valuable in our customer relationships, and employee experience is becoming a very important thing for many of our customers, and equally for Lenovo as well. As you have heard YY, as we heard from YY, Lenovo is focused on intelligent transformation. What that means for us in the intelligent device business is ultimately starting with putting intelligence in all of our devices, smartify every single one of our devices, adding value to our customers, traditionally IT departments, but also focusing on their end users and building products that make their end users more productive. And as a world leader in commercial devices with more than 33 percent market share, we can solve problems been even better than any other company in the world. So, let's talk about transformation of productivity first. We are in a device-led world. Everything we do is connected. There's more interaction with devices than ever, but also with spaces who are increasingly becoming smart and intelligent. YY said it, by 2020 we have more than 20 billion connected devices in the world, and it will grow exponentially from there on. And users have unique personal choices for technology, and that's very important to recognize, and we call this concept a digital wardrobe. And it means that every single end-user in the commercial business is composing his personal wardrobe on an ongoing basis and is reconfiguring it based on the work he's doing and based where he's going and based what task he is doing. I would ask all of you to put out all the devices you're carrying in your pockets and in your bags. You will see a lot of you are using phones, tablets, laptops, but also cameras and even smartwatches. They're all different, but they have one underlying technology that is bringing it all together. Recognizing digital wardrobe dynamics is a core factor for us to put all the devices under one roof in IDG, one business group that is dedicated to end-user solutions across mobile, PC, but also software services and imaging, to emerging technologies like AR, VR, IoT, and ultimately a AI as well. A couple of years back there was a big debate around bring-your-own-device, what was called consumerization. Today consumerization does not exist anymore, because consumerization has happened into every single device we build in our commercial business. End users and commercial customers today do expect superior display performance, superior audio, microphone, voice, and touch quality, and have it all connected and working seamlessly together in an ease of use space. We are already deep in the journey of personalized computing today. But the center point of it has been for the last 25 years, the mobile PC, that we have perfected over the last 25 years, and has been the undisputed leader in mobility computing. We believe in the commercial business, the ThinkPad is still the core device of a digital wardrobe, and we continue to drive the success of the ThinkPad in the marketplace. We've sold more than 140 million over the last 26 years, and even last year we exceeded nearly 11 million units. That is about 21 ThinkPads per minute, or one Thinkpad every three seconds that we are shipping out in the market. It's the number one commercial PC in the world. It has gotten countless awards but we felt last year after Transform we need to build a step further, in really tailoring the ThinkPad towards the need of the future. So, we announced a new line of X1 Carbon and Yoga at CES the Consumer Electronics Show. And the reason is not we want to sell to consumer, but that we do recognize that a lot of CIOs and IT decision makers need to understand what consumers are really doing in terms of technology to make them successful. So, let's take a look at the video. (suspenseful music) >> When you're the number one business laptop of all time, your only competition is yourself. (wall shattering) And, that's different. Different, like resisting heat, ice, dust, and spills. Different, like sharper, brighter OLA display. The trackpoint that reinvented controls, and a carbon fiber roll cage to protect what's inside, built by an engineering and design team, doing the impossible for the last 25 years. This is the number one business laptop of all time, but it's not a laptop. It's a ThinkPad. (audience applauding) >> Thank you very much. And we are very proud that Lenovo ThinkPad has been selected as the best laptop in the world in the second year in a row. I think it's a wonderful tribute to what our engineers have been done on this one. And users do want awesome displays. They want the best possible audio, voice, and touch control, but some users they want more. What they want is super power, and I'm really proud to announce our newest member of the X1 family, and that's the X1 extreme. It's exceptionally featured. It has six core I9 intel chipset, the highest performance you get in the commercial space. It has Nvidia XTX graphic, it is a 4K UHD display with HDR with Dolby vision and Dolby Atmos Audio, two terabyte in SSD, so it is really the absolute Ferrari in terms of building high performance commercial computer. Of course it has touch and voice, but it is one thing. It has so much performance that it serves also a purpose that is not typical for commercial, and I know there's a lot of secret gamers also here in this room. So you see, by really bringing technology together in the commercial space, you're creating productivity solutions of one of a kind. But there's another category of products from a productivity perspective that is incredibly important in our commercial business, and that is the workstation business . Clearly workstations are very specifically designed computers for very advanced high-performance workloads, serving designers, architects, researchers, developers, or data analysts. And power and performance is not just about the performance itself. It has to be tailored towards the specific use case, and traditionally these products have a similar size, like a server. They are running on Intel Xeon technology, and they are equally complex to manufacture. We have now created a new category as the ultra mobile workstation, and I'm very proud that we can announce here the lightest mobile workstation in the industry. It is so powerful that it really can run AI and big data analysis. And with this performance you can go really close where you need this power, to the sensors, into the cars, or into the manufacturing places where you not only wannna read the sensors but get real-time analytics out of these sensors. To build a machine like this one you need customers who are really challenging you to the limit. and we're very happy that we had a customer who went on this journey with us, and ultimately jointly with us created this product. So, let's take a look at the video. (suspenseful music) >> My world involves pathfinding both the hardware needs to the various work sites throughout the company, and then finding an appropriate model of desktop, laptop, or workstation to match those needs. My first impressions when I first seen the ThinkPad P1 was I didn't actually believe that we could get everything that I was asked for inside something as small and light in comparison to other mobile workstations. That was one of the I can't believe this is real sort of moments for me. (engine roars) >> Well, it's better than general when you're going around in the wind tunnel, which isn't alway easy, and going on a track is not necessarily the best bet, so having a lightweight very powerful laptop is extremely useful. It can take a Xeon processor, which can support ECC from when we try to load a full car, and when we're analyzing live simulation results. through and RCFT post processor or example. It needs a pretty powerful machine. >> It's come a long way to be able to deliver this. I hate to use the word game changer, but it is that for us. >> Aston Martin has got a lot of different projects going. There's some pretty exciting projects and a pretty versatile range coming out. Having Lenovo as a partner is certainly going to ensure that future. (engine roars) (audience applauds) >> So, don't you think the Aston Martin design and the ThinkPad design fit very well together? (audience laughs) So if Q, would get a new laptop, I think you would get a ThinkPad X P1. So, I want to switch gears a little bit, and go into something in terms of productivity that is not necessarily on top of the mind or every end user but I believe it's on top of the mind of every C-level executive and of every CEO. Security is the number one threat in terms of potential risk in your business and the cost of cybersecurity is estimated by 2020 around six trillion dollars. That's more than the GDP of Japan and we've seen a significant amount of data breach incidents already this years. Now, they're threatening to take companies out of business and that are threatening companies to lose a huge amount of sensitive customer data or internal data. At Lenovo, we are taking security very, very seriously, and we run a very deep analysis, around our own security capabilities in the products that we are building. And we are announcing today a new brand under the Think umbrella that is called ThinkShield. Our goal is to build the world's most secure PC, and ultimately the most secure devices in the industry. And when we looked at this end-to-end, there is no silver bullet around security. You have to go through every aspect where security breaches can potentially happen. That is why we have changed the whole organization, how we look at security in our device business, and really have it grouped under one complete ecosystem of solutions, Security is always something where you constantly are getting challenged with the next potential breach the next potential technology flaw. As we keep innovating and as we keep integrating, a lot of our partners' software and hardware components into our products. So for us, it's really very important that we partner with companies like Intel, Microsoft, Coronet, Absolute, and many others to really as an example to drive full encryption on all the data seamlessly, to have multi-factor authentication to protect your users' identity, to protect you in unsecured Wi-Fi locations, or even simple things like innovation on the device itself, to and an example protect the camera, against usage with a little thing like a thinkShutter that you can shut off the camera. SO what I want to show you here, is this is the full portfolio of ThinkShield that we are announcing today. This is clearly not something I can even read to you today, but I believe it shows you the breadth of security management that we are announcing today. There are four key pillars in managing security end-to-end. The first one is your data, and this has a lot of aspects around the hardware and the software itself. The second is identity. The third is the security around online, and ultimately the device itself. So, there is a breakout on security and ThinkShield today, available in the afternoon, and encourage you to really take a deeper look at this one. The first pillar around productivity was the device, and around the device. The second major pillar that we are seeing in terms of intelligent transformation is the workspace itself. Employees of a new generation have a very different habit how they work. They split their time between travel, working remotely but if they do come in the office, they expect a very different office environment than what they've seen in the past in cubicles or small offices. They come into the office to collaborate, and they want to create ideas, and they really work in cross-functional teams, and they want to do it instantly. And what we've seen is there is a huge amount of investment that companies are doing today in reconfiguring real estate reconfiguring offices. And most of these kind of things are moving to a digital platform. And what we are doing, is we want to build an entire set of solutions that are just focused on making the workspace more productive for remote workforce, and to create technology that allow people to work anywhere and connect instantly. And the core of this is that we need to be, the productivity of the employee as high as possible, and make it for him as easy as possible to use these kind of technologies. Last year in Transform, I announced that we will enter the smart office space. By the end of last year, we brought the first product into the market. It's called the Hub 500. It's already deployed in thousands of our customers, and it's uniquely focused on Microsoft Skype for Business, and making meeting instantly happen. And the product is very successful in the market. What we are announcing today is the next generation of this product, what is the Hub 700, what has a fantastic audio quality. It has far few microphones, and it is usable in small office environment, as well as in major conference rooms, but the most important part of this new announcement is that we are also announcing a software platform, and this software platform allows you to run multiple video conferencing software solutions on the same platform. Many of you may have standardized for one software solution or for another one, but as you are moving in a world of collaborating instantly with partners, customers, suppliers, you always will face multiple software standards in your company, and Lenovo is uniquely positioned but providing a middleware platform for the device to really enable multiple of these UX interfaces. And there's more to come and we will add additional UX interfaces on an ongoing base, based on our customer requirements. But this software does not only help to create a better experience and a higher productivity in the conference room or the huddle room itself. It really will allow you ultimately to manage all your conference rooms in the company in one instance. And you can run AI technologies around how to increase productivity utilization of your entire conference room ecosystem in your company. You will see a lot more devices coming from the node in this space, around intelligent screens, cameras, and so on, and so on. The idea is really that Lenovo will become a core provider in the whole movement into the smart office space. But it's great if you have hardware and software that is really supporting the approach of modern IT, but one component that Kirk also mentioned is absolutely critical, that we are providing this to you in an as a service approach. Get it what you want, when you need it, and pay it in the amount that you're really using it. And within UIT there is also I think a new philosophy around IT management, where you're much more focused on the value that you are consuming instead of investing into technology. We are launched as a service two years back and we already have a significant number of customers running PC as a service, but we believe as a service will stretch far more than just the PC device. It will go into categories like smart office. It might go even into categories like phone, and it will definitely go also in categories like storage and server in terms of capacity management. I want to highlight three offerings that we are also displaying today that are sort of building blocks in terms of how we really run as a service. The first one is that we collaborated intensively over the last year with Microsoft to be the launch pilot for their Autopilot offering, basically deploying images easily in the same approach like you would deploy a new phone on the network. The purpose really is to make new imaging and enabling new PC as seamless as it's used to be in the phone industry, and we have a complete set of offerings, and already a significant number customers have deployed Autopilot with Lenovo. The second major offering is Premier Support, like in the in the server business, where Premier Support is absolutely critical to run critical infrastructure, we see a lot of our customers do want to have Premier Support for their end users, so they can be back into work basically instantly, and that you have the highest possible instant repair on every single device. And then finally we have a significant amount of time invested into understanding how the software as a service really can get into one philosophy. And many of you already are consuming software as a service in many different contracts from many different vendors, but what we've created is one platform that really can manage this all together. All these things are the foundation for a device as a service offering that really can manage this end-to-end. So, implementing an intelligent workplace can be really a daunting prospect depending on where you're starting from, and how big your company ultimately is. But how do you manage the transformation of technology workspace if you're present in 50 or more countries and you run an infrastructure for more than 100,000 people? Michelin, famous for their tires, infamous for their Michelin star restaurant rating, especially in New York, and instantly recognizable by the Michelin Man, has just doing that. Please welcome with me Damon McIntyre from Michelin to talk to us about the challenges and transforming collaboration and productivity. (audience applauding) (electronic dance music) Thank you, David. >> Thank you, thank you very much. >> We on? >> So, how do you feel here? >> Well good, I want to thank you first of all for your partnership and the devices you create that helped us design, manufacture, and distribute the best tire in the world, okay? I just had to say it and put out there, alright. And I was wondering, were those Michelin tires on that Aston Martin? >> I'm pretty sure there is no other tire that would fit to that. >> Yeah, no, thank you, thank you again, and thank you for the introduction. >> So, when we talk about the transformation happening really in the workplace, the most tangible transformation that you actually see is the drastic change that companies are doing physically. They're breaking down walls. They're removing cubes, and they're moving to flexible layouts, new desks, new huddle rooms, open spaces, but the underlying technology for that is clearly not so visible very often. So, tell us about Michelin's strategy, and the technology you are deploying to really enable this corporation. >> So we, so let me give a little bit a history about the company to understand the daunting tasks that we had before us. So we have over 114,000 people in the company under 170 nationalities, okay? If you go to the corporate office in France, it's Clermont. It's about 3,000 executives and directors, and what have you in the marketing, sales, all the way up to the chain of the global CIO, right? Inside of the Americas, we merged in Americas about three years ago. Now we have the Americas zone. There's about 28,000 employees across the Americas, so it's really, it's really hard in a lot of cases. You start looking at the different areas that you lose time, and you lose you know, your productivity and what have you, so there, it's when we looked at different aspects of how we were going to manage the meeting rooms, right? because we have opened up our areas of workspace, our CIO, CEOs in our zones will no longer have an office. They'll sit out in front of everybody else and mingle with the crowd. So, how do you take those spaces that were originally used by an individual but now turn them into like meeting rooms? So, we went through a large process, and looked at the Hub 500, and that really met our needs, because at the end of the day what we noticed was, it was it was just it just worked, okay? We've just added it to the catalog, so we're going to be deploying it very soon, and I just want to again point that I know everybody struggles with this, and if you look at all the minutes that you lose in starting up a meeting, and we know you know what I'm talking about when I say this, it equates to many many many dollars, okay? And so at the end the day, this product helps us to be more efficient in starting up the meeting, and more productive during the meeting. >> Okay, it's very good to hear. Another major trend we are seeing in IT departments is taking a more hands-off approach to hardware. We're seeing new technologies enable IT to create a more efficient model, how IT gets hardware in the hands of end-users, and how they are ultimately supporting themselves. So what's your strategy around the lifecycle management of the devices? >> So yeah you mentioned, again, we'll go back to the 114,000 employees in the company, right? You imagine looking at all the devices we use. I'm not going to get into the number of devices we have, but we have a set number that we use, and we have to go through a process of deploying these devices, which we right now service our own image. We build our images, we service them through our help desk and all that process, and we go through it. If you imagine deploying 25,000 PCs in a year, okay? The time and the daunting task that's behind all that, you can probably add up to 20 or 30 people just full-time doing that, okay? So, with partnering with Lenovo and their excellent technology, their technical teams, and putting together the whole process of how we do imaging, it now lifts that burden off of our folks, and it shifts it into a more automated process through the cloud, okay? And, it's with the Autopilot on the end of the project, we'll have Autopilot fully engaged, but what I really appreciate is how Lenovo really, really kind of got with us, and partnered with us for the whole process. I mean it wasn't just a partner between Michelin and Lenovo. Microsoft was also partnered during that whole process, and it really was a good project that we put together, and we hope to have something in a full production mode next year for sure. >> So, David thank you very, very much to be here with us on stage. What I really want to say, customers like you, who are always challenging us on every single aspect of our capabilities really do make the big difference for us to get better every single day and we really appreciate the partnership. >> Yeah, and I would like to say this is that I am, I'm doing what he's exactly said he just said. I am challenging Lenovo to show us how we can innovate in our work space with your devices, right? That's a challenge, and it's going to be starting up next year for sure. We've done some in the past, but I'm really going to challenge you, and my whole aspect about how to do that is bring you into our workspace. Show you how we make how we go through the process of making tires and all that process, and how we distribute those tires, so you can brainstorm, come back to the table and say, here's a device that can do exactly what you're doing right now, better, more efficient, and save money, so thank you. >> Thank you very much, David. (audience applauding) Well it's sometimes really refreshing to get a very challenging customers feedback. And you know, we will continue to grow this business together, and I'm very confident that your challenge will ultimately help to make our products even more seamless together. So, as we now covered productivity and how we are really improving our devices itself, and the transformation around the workplace, there is one pillar left I want to talk about, and that's really, how do we make businesses smarter than ever? What that really means is, that we are on a journey on trying to understand our customer's business, deeper than ever, understanding our customer's processes even better than ever, and trying to understand how we can help our customers to become more competitive by injecting state-of-the-art technology in this intelligent transformation process, into core processes. But this cannot be done without talking about a fundamental and that is the journey towards 5G. I really believe that 5G is changing everything the way we are operating devices today, because they will be connected in a way like it has never done before. YY talked about you know, 20 times 10 times the amount of performance. There are other studies that talk about even 200 times the performance, how you can use these devices. What it will lead to ultimately is that we will build devices that will be always connected to the cloud. And, we are preparing for this, and Kirk already talked about, and how many operators in the world we already present with our Moto phones, with how many Telcos we are working already on the backend, and we are working on the device side on integrating 5G basically into every single one of our product in the future. One of the areas that will benefit hugely from always connected is the world of virtual reality and augmented reality. And I'm going to pick here one example, and that is that we have created a commercial VR solution for classrooms and education, and basically using consumer type of product like our Mirage Solo with Daydream and put a solution around this one that enables teachers and schools to use these products in the classroom experience. So, students now can have immersive learning. They can studying sciences. They can look at environmental issues. They can exploring their careers, or they can even taking a tour in the next college they're going to go after this one. And no matter what grade level, this is how people will continue to learn in the future. It's quite a departure from the old world of textbooks. In our area that we are looking is IoT, And as YY already elaborated, we are clearly learning from our own processes around how we improve our supply chain and manufacturing and how we improve also retail experience and warehousing, and we are working with some of the largest companies in the world on pilots, on deploying IoT solutions to make their businesses, their processes, and their businesses, you know, more competitive, and some of them you can see in the demo environment. Lenovo itself already is managing 55 million devices in an IoT fashion connecting to our own cloud, and constantly improving the experience by learning from the behavior of these devices in an IoT way, and we are collecting significant amount of data to really improve the performance of these systems and our future generations of products on a ongoing base. We have a very strong partnership with a company called ADLINK from Taiwan that is one of the leading manufacturers of manufacturing PC and hardened devices to create solutions on the IoT platform. The next area that we are very actively investing in is commercial augmented reality. I believe augmented reality has by far more opportunity in commercial than virtual reality, because it has the potential to ultimately improve every single business process of commercial customers. Imagine in the future how complex surgeries can be simplified by basically having real-time augmented reality information about the surgery, by having people connecting into a virtual surgery, and supporting the surgery around the world. Visit a furniture store in the future and see how this furniture looks in your home instantly. Doing some maintenance on some devices yourself by just calling the company and getting an online manual into an augmented reality device. Lenovo is exploring all kinds of possibilities, and you will see a solution very soon from Lenovo. Early when we talked about smart office, I talked about the importance of creating a software platform that really run all these use cases for a smart office. We are creating a similar platform for augmented reality where companies can develop and run all their argumented reality use cases. So you will see that early in 2019 we will announce an augmented reality device, as well as an augmented reality platform. So, I know you're very interested on what exactly we are rolling out, so we will have a first prototype view available there. It's still a codename project on the horizon, and we will announce it ultimately in 2019, but I think it's good for you to take a look what we are doing here. So, I just wanted to give you a peek on what we are working beyond smart office and the device productivity in terms of really how we make businesses smarter. It's really about increasing productivity, providing you the most secure solutions, increase workplace collaboration, increase IT efficiency, using new computing devices and software and services to make business smarter in the future. There's no other company that will enable to offer what we do in commercial. No company has the breadth of commercial devices, software solutions, and the same data center capabilities, and no other company can do more for your intelligent transformation than Lenovo. Thank you very much. (audience applauding) >> Thanks mate, give me that. I need that. Alright, ladies and gentlemen, we are done. So firstly, I've got a couple of little housekeeping pieces at the end of this and then we can go straight into going and experiencing some of the technology we've got on the left-hand side of the room here. So, I want to thank Christian obviously. Christian, awesome as always, some great announcements there. I love the P1. I actually like the Aston Martin a little bit better, but I'll take either if you want to give me one for free. I'll take it. We heard from YY obviously about the industry and how the the fourth Industrial Revolution is impacting us all from a digital transformation perspective, and obviously Kirk on DCG, the great NetApp announcement, which is going to be really exciting, actually that Twitter and some of the social media panels are absolutely going crazy, so it's good to see that the industry is really taking some impact. Some of the publications are really great, so thank you for the media who are obviously in the room publishing right no. But now, I really want to say it's all of your turn. So, all of you up the back there who are having coffee, it's your turn now. I want everyone who's sitting down here after this event move into there, and really take advantage of the 15 breakouts that we've got set there. There are four breakout sessions from a time perspective. I want to try and get you all out there at least to use up three of them and use your fourth one to get out and actually experience some of the technology. So, you've got four breakout sessions. A lot of the breakout sessions are actually done twice. If you have not downloaded the app, please download the app so you can actually see what time things are going on and make sure you're registering correctly. There's a lot of great experience of stuff out there for you to go do. I've got one quick video to show you on some of the technology we've got and then we're about to close. Alright, here we are acting crazy. Now, you can see obviously, artificial intelligence machine learning in the browser. God, I hate that dance, I'm not a Millenial at all. It's effectively going to be implemented by healthcare. I want you to come around and test that out. Look at these two guys. This looks like a Lenovo management meeting to be honest with you. These two guys are actually concentrating, using their brain power to race each others in cars. You got to come past and give that a try. Give that a try obviously. Fantastic event here, lots of technology for you to experience, and great partners that have been involved as well. And so, from a Lenovo perspective, we've had some great alliance partners contribute, including obviously our number one partner, Intel, who's been a really big loyal contributor to us, and been a real part of our success here at Transform. Excellent, so please, you've just seen a little bit of tech out there that you can go and play with. I really want you, I mean go put on those black things, like Scott Hawkins our chief marketing officer from Lenovo's DCG business was doing and racing around this little car with his concentration not using his hands. He said it's really good actually, but as soon as someone comes up to speak to him, his car stops, so you got to try and do better. You got to try and prove if you can multitask or not. Get up there and concentrate and talk at the same time. 62 different breakouts up there. I'm not going to go into too much detai, but you can see we've got a very, very unusual numbering system, 18 to 18.8. I think over here we've got a 4849. There's a 4114. And then up here we've got a 46.1 and a 46.2. So, you need the decoder ring to be able to understand it. Get over there have a lot of fun. Remember the boat leaves today at 4:00 o'clock, right behind us at the pier right behind us here. There's 400 of us registered. Go onto the app and let us know if there's more people coming. It's going to be a great event out there on the Hudson River. Ladies and gentlemen that is the end of your keynote. I want to thank you all for being patient and thank all of our speakers today. Have a great have a great day, thank you very much. (audience applauding) (upbeat music) ♪ Ba da bop bop bop ♪ ♪ Ba da bop bop bop ♪ ♪ Ba da bop bop bop ♪ ♪ Ba da bop bop bop ♪ ♪ Ba da bop bop bop ♪ ♪ Ba da bop bop bop ♪ ♪ Ba da bop bop bop ba do ♪

>> Narrator: From Boston, Massachusetts, it's theCUBE, covering Cloud Foundry Summit 2018. Brought to you by the Cloud Foundry Foundation. >> Welcome back I'm Stu Miniman, and this is theCUBE's coverage of Cloud Foundry Summit 2018, here in Boston, Massachusetts. Happy to welcome to the program first time guest, founder and CEO of a start-up, solo.io, Idit Levine. Thank you so much for joining us. >> Thank you so much for having me. >> All right, so one of the things we were talking in the open. Lauren Cooney, who you know, and I were talking about, well, you know, Cloud Foundry. We've been talking about digital transformation. The enterprise for years, but there's always these new technologies. It was, you know, Kubernetes came this wave, now server-less is the wave, and you know, Amazon's kind of overarching, you know, discussion in the market place. That's why I'm glad to bring you in because your company, a startup, plays across a number of these, you know, emerging spaces in the Cloud Foundry space. So, give our audience a little bit about your background and what led to the foundation of solo.io. >> Yeah, thanks. So I was in start-up all my life. I worked in DynamicOps, we got acquired by VMWare, so vRealize, if you remember. And then I moved to another start-up, got inquired by Verizon, so cloud switch, who was moving back in the day from micro, from on prem to off prem. And then I moved to Dell EMC, to the city office and that was great because what I was doing was basically started the dojo of Cloud Foundry. So, me and Ryan Gallagher, if you know him, and Patrick Dennis, we are the three who started it and we basically co-located with the Cloud Foundry team and we worked very, very closely with them. And what we did, what I was doing a lot was bringing in innovation so we created some opensource projects like Key Unique if you heard about it about UniCare, you know, building and running UniCare. We worked with a lot of the ecosystem and the reason we started Solo is because I felt, I really feel, I really felt that the EMC is a great place but that it sometimes slow you down because of the big organization and I felt that we can do much faster outside. So that's why we opened, we started Solo, and all the purpose with Solo is basically playing two tracks. One of them is we really, really want people to use our product, so we want to target the people who has the problem, which is the enterprise. So that's where we're really, really targeting to help them move to what we really master which is the opensource community, so all the innovation. So, that's exactly what we're doing, basically helping them to take their monolithic application, move them to microservices and to Serverless, but by using very, very unique and innovative technology like Envoy and a lot of others. >> Okay, so we hear a lot of times it's you know, of course, companies, they need to move faster. They need to go through this transformation. It's the API economy. And that's, I think, where Gloo fits in there. So Gloo is spelled G-L-O-O, >> Right. >> What's a function gateway? How does this help with, kind of, you know, is it API Sprawl these days? Or, you know, all these various services. You know, how is this the glue that brings everything together? >> So as I said, we're working in two ecosystems, right? The first one is the enterprise. So the main use case that we are trying to solve as I said is the movement. We wanted to make sure that people will be able to take the monolithic and at least extend them to microservices like Cloud Foundry and Kubernetes, and to Serverless, and also in the free time to kind of like move it. So that was kind of like our purpose. But we needed some technology for that, and we looked outside and discovered that the first thing that we needed is probably a very good API gateway. But it need to route on the function level, and it need to discover the function, and a lot of technology that just wasn't exist back then. So what we did was basically build one, which is Gloo. That's the first thing that we needed because we had no choice. There wasn't anything that actually we seriously, and trust me, and looking very well of all the opensource project, there's nothing like what we built out there, in terms of the quality of the technology and what we're capable of doing. So that's why we built it. We didn't plan to make it a product, but that was the purpose. And the second thing. Now we're building more stuff, and we need maybe to extend to service-match, or function-match, like we call it. Again, not because we want to. Because we have no choice. Right? So this is not a core product, but it's really, we're building is about, we're targeting everything that's related to this use case and we're trying to move. >> Okay, so Google and Microsoft in their keynotes talked about an API gateway, opensource project, I hear service-match, I'm thinking about ISDL. How does Gloo fit-- >> So as I said, there's a beautiful, we are not competing because as I said, at the beginning, my purpose, look, I will look at the situation. That's how somebody can use it. But they're just not moving fast enough for us as a startup. So we had to actually create it. Now, when we created it, we created it specifically to our use case, right? We needed the function, that we knew that our purpose was to take all that, those ecosystems of monolithic, microservices, and Serverless, and look and see, what is the smallest unit of compute that's common between them, and cut everything to it, and that's the function. So basically, what we're doing, we're taking all these ecosystems, cut everything to function, and then reassemble a movement between them. That's something that they just didn't give us, so we had to build it. But the beauty of it is because we are, you know, we are really innovative and that's what we know how to do, we decided to leverage the opensource, so for instance is build on Envoy, right, because it is the best proxy that exists today. And we extended it, because we needed some functionalities, so we created a lot of filter, right? Because it was very important to us to make Envoy basically have this functionality. So we are not competing with none of them, because mainly, that's not what we're doing. We're just focusing on the use case. But theoretically, if you're looking at API gateway, I will say hands down we're probably the best that exists out there, which is, that's not what we started with. >> Yeah, it's really smart, coming, you know, no small startup's going to be, oh, well, we're going to, you know, in Silicon Valley maybe they think they're going to take down the giants and break the world and competing is everything, but I like you actually spent some time working in the EMC CTO office, and there are certain things we will always look at. And it's like, there's this gap. Here's what we have today, and here's absolutely where we know where the market is going. >> Right. >> So, you know, the analogy I hear today is like, well, customers they've got their applications. They need to modernize them. So it's been the last year or so, there's been this discussion of lift and shift. It made people cringe. I said, you know, I've lifted the virtualization way. One of the biggest challenges where, was I took this old application which, to be frank, stunk, and I kept it alive for years longer, even though the server was no longer supported, the OS was no longer supported, but I could just virtualize it and that was great. I want to get to 12-factor, microservice architecture, even Serverless might be the foundation that I'd like to build this. I cannot lift and shift to get Serverless. There is no path from old to there. So it sounds like you're >> What we're doing. Trying to attack some of that there, am I getting that right? >> Yes, I mean, basically, I will give you an example of a customer that we have, right? So, they came, their monolithic application, right? And they really want it to move. And you know, it's really hard to maintain this, so they said, you know what, we really want it to move to Serverless. That's the engineering part, right? They're saying, we want it to move to engineering. They came to the boss and they said, well, what we want to do is to take it, rewrite it, and put it as a greenfield, right? Basically as a Serverless. So the boss said, no problem, go, evaluate how much time it will take, and then come back to me. So they went and they did it, and they basically came with nine months. So the boss said, okay, so, no. And the reason is because nine months means a year, and also, I didn't get any feature on this year. Right? They will fire me. So what we're doing is we're saying, take this monolithic application, it's working, don't touch it, extend it. First of all, extend, on the new functionality, going to the Serverless and to microservices, and we're supporting everything, and it's brand new. I mean, I can start telling you what is the platform that we support. It's almost everything. And then, the second thing is that, on your spare time, start breaking it. Now, there's no magic. I know people are saying there's an algorithm. That's never going to work. Trust me, and I did a lot of software in my life. You can't guess this stuff. You actually need to rewrite them. But on your spare time, when you're available, and on the way, you know, on your pace of learning. And I feel that that's what we're giving. We're basically giving them the freedom to do that on their spare time, and we're giving a lot of other tools, like for instance, debug. So we create, we opensource a project called Squash, that basically be able to attach debuggers to microservices, to Serverless, and to monolithic, in different language, different everything, and jump between them. So you basically can create what I call library up, and jump cross that. So I feel that what we're targeting is basically make this movement easy, with any technology that we can put out there. >> Yeah. The whole application modernization is a real challenge. If I look at, you know, in this space, Pivotal's acquisition of Pivotal Labs was to help them. A lot of services, things that we're looking at, Pivotal going public. How much of their business is actually services, how much of it is you know, subscription and software? How much are you, is this just tooling you're building, or are you helping customers get through some of the services that maybe it's time for you to talk, how many people do you have on your team? Like, I look at the website, I see like five people, so. >> Yeah, that's actually what we are. So I mean, specifically, we are five. We are startup. We got actually really well funded from True Ventures, great, great investors. And what was important to me, was not to do a lot of mistakes of the other startups doing, which is basically scale too fast, right? I wanted first to putting a product out there, I want to see what's going on. And today, because we opensource, because we all can use Amazon and so on, we don't need a lot of money to actually create the additional projects. So that's what we did. Specifically, I can tell I'm getting a lot of resumes and right now, I'm actually pushing them back, because it's really, really important to me to scale on the right side. Now we're starting to have customers, we will have to scale, right? So that's that. In terms of how much, so that's enough. We are five and as I said, it's good, but we are not in the services. Actually people they're doing an amazing job. We don't want to touch that. What we do want to make sure is that they're giving the tools to do them themselves and they will hire probably people to do the services. >> Are you able to share how much funding, you said True Ventures is one of the funding? >> So we got 2.5 from True Ventures, and then we got 500 from Haystack and another 250 from Wave Ventures, capital. >> Okay, and five people. You're hiring too. What are you looking for? >> Yeah, so we're definitely going to hire more. We need a full stack engineer, we need a system engineer. Right now it's very flat architecture. A lot of really, really good people. I mean, my engineers are people who was in the Israeli Army as lackers, you know, very, very technical. People who are, walk with me in EMC, and so on. Very, very good people. And our purpose is to grow as system engineers a little bit, UI, and we also need some help to scale. >> And you're located here in Boston, correct? >> I am, I am. I have one engineer in Seattle, but all the rest are here. >> Okay, and the products itself, you know, opensource, and the things that are available, so-- >> For now, so we started as an open, we did put it as an opensource project. This is the platform I feel should be opensource. But there will be features that we will not opensource. A lot of more things that makes sense for the enterprise, we will not opensource. But yeah, right now, everything is opensource, and we wanted to share for the community. >> Okay, and from the customers you're talking to, what's their biggest challenge, you know, things like Serverless, you know, are they getting their arms around it, especially, you know, out here in the east coast, as opposed to, you know, some of the startups in the like? >> So actually, people in the enterprise, I mean, I think I nailed the use case, because you know, I went, I'm talking a lot in conference, QCon is one of the conference that I really, really liked and talked a lot, and when I talk there to the people, everybody has this problem, which I have a monolithic, how do you move them? Most of them trying to move to container right now. That's where it is. But the beauty of how we built Gloo, and that was totally on purpose, is the fact that, and I actually have a diagram showing it, today those enterprise that are only using monolithic. I don't know, like Bank of America, I think is only monolithic. Then if you're looking, there's people only using microservices, probably Google and others. And then there is companies like iRobot for instance. So it's going all the way to Serverless. That's all there, right? Bam, which is amazing. But, and there is companies that's sharing it, right? That means they're microservices and Serverless, so monolithic, and then. And EMC for instance, they have like Serverless, microservices and monolithic. What we're trying to do is basically, the beauty of what we build, is basically a platform on top of an envoy. So we can actually create the customized offer for you that will be only what you need. And what we will help you is to basically glue, this is what the name, glue your environment, so it will give you one experience that you can manage it or you can mix and match, you can do whatever you want, and it's really, really clean. So when I'm talking to customers today, mainly where they are is like monolithic to microservices, but they love this use case. I mean, I didn't meet a customer yet that I show him the demo of how we're taking a spring boot application and move it, and he said that they don't want it to proceed. So it's good. >> Wow. Fascinating stuff. I really appreciate you sharing. Definitely, we hear from customers all the time. It's moving from the old to the new, it's I need to live in both of those worlds, and they can't split those teams, it can't be islands, I need to pull this together. It's definitely through a multi-cloud, and seems like it's happening in the development environment too. So, Idit Levine, solo, congratulations on where you've gone. Look forward to catching up much more in the future. We're back with lots more coverage here from the Cloud Foundry summit in Boston, Massachusetts. I'm Stu Miniman. Thanks for watching theCUBE.

(upbeat music) >> Hi, welcome to this year's Annual Wikibon Predictions. This is our 2018 version. Last year, we had a very successful webinar describing what we thought was going to happen in 2017 and beyond and we've assembled a team to do the same thing again this year. I'm very excited to be joined by the folks listed here on the screen. My name is Peter Burris. But with me is David Floyer, Jim Kobielus is remote. George Gilbert's here in our Pal Alto studio with me. Neil Raden is remote. David Vellante is here in the studio with me. And Stuart Miniman is back in our Marlboro office. So thank you analysts for attending and we look forward to a great teleconference today. Now what we're going to do over the course of the next 45 minutes or so is we're going to hit about 13 of the 22 predictions that we have for the coming year. So if you have additional questions, I want to reinforce this, if you have additional questions or things that don't get answered, if you're a client, give us a call. Reach out to us. We'll leave you with the contact information at the end of the session. But to start things off we just want to make sure that everybody understands where we're coming from. And let you know who is Wikibon. So Wikibon is a company that starts with the idea of what's important as to research communities. Communities are where the action is. Community is where the change is happening. And community is where the trends are being established. And so we use digital technologies like theCUbE, CrowdChat and others to really ensure that we are surfacing the best ideas that are in a community and making them available to our clients so that they can succeed successfully, they can be more successful in their endeavors. When we do that, our focus has always been on a very simple premise. And that is that we're moving to an era of digital business. For many people, digital business can mean virtually anything. For us it means something very specific. To us, the difference between business and digital business is data. A digital business uses data to differentially create and keep a customer. So borrowing from what Peter Drucker said if the goal of business is to create customers and keep and sustain customers, the goal of digital business is to use data to do that. And that's going to inform an enormous number of conversations and an enormous number of decisions and strategies over the next few years. We specifically believe that all businesses are going to have establish what we regard as the five core digital business capabilities. First, they're going to have to put in place concrete approaches to turning more data into work. It's not enough to just accrete data, to capture data or to move data around. You have to be very purposeful and planful in how you establish the means by which you turn that data into work so that you can create and keep more customers. Secondly, it's absolutely essential that we build kind of the three core technology issues here, technology capabilities of effectively doing a better job of capturing data and IoT and people, or internet of things and people, mobile computing for example, is going to be a crucial feature of that. You have to then once you capture that data, turn it into value. And we think this is the essence of what big data and in many respects AI is going to be all about. And then once you have the possibility, kind of the potential energy of that data in place, then you have to turn it into kinetic energy and generate work in your business through what we call systems of agency. Now, all of this is made possible by this significant transformation that happens to be conterminous with this transition to digital business. And that is the emergence of the cloud. The technology industry has always been defined by the problems it was able to solve, catalyzed by the characteristics of the technology that made it possible to solve them. And cloud is crucial to almost all of the new types of problems that we're going to solve. So these are the five digital business capabilities that we're going to talk about, where we're going to have our predictions. Let's start first and foremost with this notion of turn more data into work. So our first prediction relates to how data governance is likely to change in a global basis. If we believe that we need to turn more data into work well, businesses haven't generally adopted many of the principles associated with those practices. They haven't optimized to do that better. They haven't elevated those concepts within the business as broadly and successfully as they have or as they should. We think that's going to change in part by the emergence of GDPR or the General Data Protection Regulation. It's going to go in full effect in May 2018. A lot has been written about it. A lot has been talked about. But our core issues ultimately are is that the dictates associated with GDPR are going to elevate the conversation on a global basis. And it mandates something that's now called the data protection officer. We're going to talk about that in a second David Vellante. But if is going to have real teeth. So we were talking with one chief privacy officer not too long ago who suggested that had the Equifax breach occurred under the rules of GDPR that the actual finds that would have been levied would have been in excess of 160 billion dollars which is a little bit more than the zero dollars that has been fined thus far. Now we've seen new bills introduced in Congress but ultimately our observation and our conversations with a lot of data chief privacy officers or data protection officers is that in the B2B world, GDPR is going to strongly influence not just our businesses behavior regarding data in Europe but on a global basis. Now that has an enormous implication David Vellante because it certainly suggest this notion of a data protection officer is something now we've got another potential chief here. How do we think that's going to organize itself over the course of the next few years? >> Well thank you Peter. There are a lot of chiefs (laughs) in the house and sometimes it gets confusing as the CIO, there's the CDO and that's either chief digital officer or chief data officer. There's the CSO, could be strategy, sometimes that could be security. There's the CPO, is that privacy or product. As he says, it gets confusing sometimes. On theCUbE we talked to all of these roles so we wanted to try to add some clarity to that. First thing we want to say is that the CIO, the chief information officer, that role is not going away. A lot of people predict that, we think that's nonsense. They will continue to have a critical role. Digital transformations are the priority in organizations. And so the chief digital officer is evolving from more than just a strategy role to much more of an operation role. Generally speaking, these chiefs tend to report in our observation to the chief operating officer, president COO. And we see the chief digital officer as increasing operational responsibility aligning with the COO and getting incremental responsibility that's more operational in nature. So the prediction really is that the chief digital officer is going to emerge as a charismatic leader amongst these chiefs. And by 2022, nearly 50% of organizations will position the chief digital officer in a more prominent role than the CIO, the CISO, the CDO and the CPO. Those will still be critical roles. The CIO will be an enabler. The chief information security officer has a huge role obviously to play especially in terms of making security a teams sport and not just falling on IT's shoulders or the security team's shoulders. The chief data officer who really emerged from a records and data management role in many cases, particularly within regulated industries will still be responsible for that data architecture and data access working very closely with the emerging chief privacy officer and maybe even the chief data protection officer. Those roles will be pretty closely aligned. So again, these roles remain critical but the chief digital officer we see as increasing in prominence. >> Great, thank you very much David. So when we think about these two activities, what we're really describing is over the course of the next few years, we strongly believe that data will be regarded more as an asset within business and we'll see resources devoted to it and we'll see certainly management devoted to it. Now, that leads to the next set of questions as data becomes an asset, the pressure to acquire data becomes that much more acute. We believe strongly that IoT has an enormous implication longer term as a basis for thinking about how data gets acquired. Now, operational technology has been in place for a long time. We're not limiting ourselves just operational technology when we talk about this. We're really talking about the full range of devices that are going to provide and extend information and digital services out to consumers, out to the Edge, out to a number of other places. So let's start here. Over the course of the next few years, the Edge analytics are going to be an increasingly important feature overall of how technology decisions get made, how technology or digital business gets conceived and even ultimately how business gets defined. Now David Floyer's done a significant amount of work in this domain and we've provided that key finding on the right hand side. And what it shows is that if you take a look at an Edge based application, a stylized Edge based application and you presume that all the data moves back to an centralized cloud, you're going to increase your costs dramatically over a three year period. Now that moderates the idea or moderates the need ultimately for providing an approach to bringing greater autonomy, greater intelligence down to the Edge itself and we think that ultimately IoT and Edge analytics become increasingly synonymous. The challenge though is that as we evolve, while this has a pressure to keep more of the data at the Edge, that ultimately a lot of the data exhaust can someday become regarded as valuable data. And so as a consequence of that, there's still a countervailing impression to try to still move all data not at the moment of automation but for modeling and integration purposes, back to some other location. The thing that's going to determine that is going to be rate at which the cost of moving the data around go down. And our expectation is over the next few years when we think about the implications of some of the big cloud suppliers, Amazon, Google, others, that are building out significant networks to facilitate their business services may in fact have a greater impact on the common carriers or as great an impact on the common carriers as they have on any server or other infrastructure company. So our prediction over the next few years is watch what Amazon, watch what Google do as they try to drive costs down inside their networks because that will have an impact how much data moves from the Edge back to the cloud. It won't have an impact necessarily on the need for automation at the Edge because latency doesn't change but it will have a cost impact. Now that leads to a second consideration and the second consideration is ultimately that when we talk about greater autonomy at the Edge we need to think about how that's going to play out. Jim Kobielus. >> Jim: Hey thanks a lot Peter. Yeah, so what we're seeing at Wikibon is that more and more of the AI applications, more of the AI application development involves AI and more and more of the AI involves deployment of those models, deep learning machine learning and so forth to the Edges of the internet of things and people. And much of that AI will be operating autonomously with little or no round-tripping back to the cloud. What that's causing, in fact, we're seeing really about a quarter of the AI development projects (static interference with web-conference) as Edge deployment. What that involves is that more and more of that AI will be, those applications will be bespoke. They'll be one of a kind, or unique or an unprecedented application and what that means is that, you know, there's a lot of different deployment scenarios within which organizations will need to use new forms of learning to be able to ready that data, those AI applications to do their jobs effectively albeit to predictions of real time, guiding of an autonomous vehicle and so forth. Reinforcement learning is the core of what many of these kinds of projects, especially those that involve robotics. So really software is hitting the world and you know the biggest parts are being taken out of the Edge, much of that is AI, much of that autonomous, where there is no need or less need for real time latency in need of adaptive components, AI infused components where as they can learn by doing. From environmental variables, they can adapt their own algorithms to take the right actions. So, they'll have far reaching impacts on application development in 2018. For the developer, the new developer really is a data scientist at heart. They're going to have to tap into a new range of sources of data especially Edge sourced data from the senors on those devices. They're going to need to do commitment training and testing especially reinforcement learning which doesn't involve trained data so much as it involves being able to build an algorithm that can learn to maximum what's called accumulative reward function and if you do the training there adaptly in real time at the Edge and so forth and so on. So really, much of this will be bespoke in the sense that every Edge device increasingly will have its own set of parameters and its own set of objective functions which will need to be optimized. So that's one of the leading edge forces, trends, in development that we see in the coming year. Back to you Peter. >> Excellent Jim, thank you very much. The next question here how are you going to create value from data? So once you've, we've gone through a couple trends and we have multiple others about what's going to happen at the Edge. But as we think about how we're going to create value from data, Neil Raden. >> Neil: You know, the problem is that data science emerged rapidly out of sort of a perfect storm of big data and cloud computing and so forth. And people who had been involved in quantitative methods you know rapidly glommed onto the title because it was, lets face it, it was very glamorous and paid very well. But there weren't really good best practices. So what we have in data science is a pretty wide field of things that are called data science. My opinion is that the true data scientists are people who are scientists and are involved in developing new or improving algorithms as opposed to prepping data and applying models. So the whole field really kind of generated very quickly, in really, just in a few years. To me I called it generation zero which is more like data prep and model management all done manually. And it wasn't really sustainable in most organizations because for obvious reasons. So generation one, then some vendors stepped up with tool kits or benchmarks or whatever for data scientists and made it a little better. And generation two is what we're going to see in 2018, is the need for data scientists to no longer prep data or at least not spend very much time with it. And not to do model management because the software will not only manage the progression of the models but even recommend them and generate them and select the data and so forth. So it's in for a very big change and I think what you're going to see is that the ranks of data scientists are going to sort of bifurcate to old style, let me sit down and write some spaghetti code in R or Java or something and those that use these advanced tool kits to really get the work done. >> That's great Neil and of course, when we start talking about getting the work done, we are becoming increasingly dependent upon tools, aren't we George? But the tool marketplace for data science, for big data, has been somewhat fragmented and fractured. And hasn't necessarily focused on solving the problems of the data scientists. But in many respects focusing the problems that the tools themselves have. What's going to happen in the coming year when we start thinking about Neil's prescription that as the tools improve what's going to happen to the tools. >> Okay so, the big thing that we see supporting what Neil's talking about, what Neil was talking about is partly a symptom of a product issue and a go to market issue where the produce issue was we had a lot of best of breed products that were all designed to fit together. That in the broader big data space, that's the same issue that we faced with more narrowly with ArpiM Hadoop where you know, where we were trying to fit together a bunch of open source packages that had an admin and developer burden. More broadly, what Neil is talking about is sort of a richer end to end tools that handle both everything from the ingest all to the way to the operationalization and feedback of the models. But part of what has to go on here is that with open source, these open source tools the price point and the functional footprints that many of the vendors are supporting right now can't feed an enterprise sales force. Everyone talks with their open source business models about land and expand and inside sales. But the problem is once you want to go to wide deployment in an enterprise, you still need someone negotiating commercial terms at a senior level. You still need the technical people fitting the tools into a broader architecture. And most of the vendors that we have who are open source vendors today, don't have either the product breadth or the deal size to support traditional enterprise software. An account team would typically a million and a half to two million quota every year so we see consolidation and the consolidation again driven by the need for simplicity for the admins and the developers and for business model reasons to support enterprise sales force. >> All right, so what we're going to see happen in the course of the coming year is a lot of specialization and recognition of what is data science, what are the practices, how is it going to work, supported by an increasing quality of tools and a lot of tool vendors are going to be left behind. Now the third kind of notion here for those core technology capabilities is we still have to enact based on data. The good new is that big data is starting to show some returns in part because of some of the things that AI and other technologies are capable of doing. But we have to move beyond just creating the potential for, we have to turn that into work and that's what we mean ultimately by this notion of systems of agency. The idea that data driven applications will increasingly be act on behalf of a brand, on behalf of a company and building those systems out is going to be crucial. It's going to have a whole new set of disciplines and expertise required. So when we think about what's going to be required, it always starts with this notion of AI. A lot of folks are presuming however, that AI is going to be relatively easy to build or relatively easy to put together. We have a different opinion George. What do we think is going to happen as these next few years unfold related to AI adoption in large enterprises? >> Okay so, let's go back to the lessons we learned from sort of the big data, the raw, you know, let's put a data link in place which was sort of the top of everyone's agenda for several years. The expectation was it was going to cure cancer, taste like chocolate and cost a dollar. And uh. (laughing) It didn't quite work out that way. Partly because we had a burden on the administrator again of so many tools that weren't all designed to fit together, even though they were distributed together. And then the data scientists, the guys who had to take all this data that wasn't carefully curated yet. And turn that into advanced analytics and machine learning models. We have many of the same problems now with tool sets that are becoming more integrated but at lower levels. This is partly what Neil Raden was just talking about. What we have to recognize is something that we see all along, I mean since the beginning of (laughs) corporate computing. We have different levels of extraction and you know at the very bottom, when you're dealing with things like Tensorflow or MXNet, that's not for mainstream enterprises. That's for you know, the big sophisticated tech companies who are building new algorithms on those frameworks. There's a level above that where you're using like a spark cluster in the machine learning built into that. That's slightly more accessible but when we talk about mainstream enterprises taking advantage of AI, the low hanging fruit is for them to use the pre-trained models that the public cloud vendors have created with all the consumer data on speech, image recognition, natural language processing. And then some of those capabilities can be further combined into applications like managing a contact center and we'll see more from like Amazon, like recommendation engines, fulfillment optimization, pricing optimization. >> So our expectation ultimately George is that we're going to see a lot of this, a lot of AI adoption happen through existing applications because the vendors that are capable of acquiring a talent, taking or experimenting, creating value, software vendors are going to be where a lot of the talent ends up. So Neil, we have an example of that. Give us an example of what we think is going to happen in 2018 when we start thinking about exploiting AI and applications. >> Neil: I think that it's fairly clear to be the application of what's called advanced analytics and data science and even machine learning. But really, it's rapidly becoming a commonplace in organizations not just at the bottom of the triangle here. But I like the example of SalesForce.com. What they've done with Einstein, is they've made machine learning and I guess you can say, AI applications available to their customer base and why is that a good thing? Because their customer base already has a giant database of clean data that they can use. So you're going to see a huge number of applications being built with Einstein against Salesforce.com data. But there's another thing to consider and that is a long time ago Salesforce.com built connectors to a zillion times of external data. So, if you're a SalesForce.com customer using Einstein, you're going to be able to use those advanced tools without knowing anything about how to train a machine learning model and start to build those things. And I think that they're going to lead the industry in that sense. That's going to push their revenue next year to, I don't know, 11 billion dollars or 12 billion dollars. >> Great, thanks Neil. All right so when we think about further evidence of this and further impacts, we ultimately have to consider some of the challenges associated with how we're going to create application value continually from these tools. And that leads to the idea that one of the cobblers children, it's going to gain or benefit from AI will in fact be the developer organization. Jim, what's our prediction for how auto-programming impacts development? >> Jim: Thank you very much Peter. Yeah, automation, wow. Auto-programming like I said is the epitome of enterprise application development for us going forward. People know it as co-generation but that really understates the control of auto-programming as it's evolving. Within 2018, what we're going to see is that machine learning driven co-generation approach of becoming the forefront of innovation. We're seeing a lot of activity in the industry in which applications use ML to drive the productivity of developers for all kinds of applications. We're also seeing a fair amount of what's called RPA, robotic process automation. And really, how they differ is that ML will deliver or will drive co-generation, from what I call the inside out meaning, creating reams of code that are geared to optimize a particular application scenario. This is RPA which really takes over the outside in approach which is essentially, it's the evolution of screen scraping that it's able to infer the underlined code needed for applications of various sorts from the external artifacts, the screens and from sort of the flow of interactions and clips and so forth for a given application. We're going to see that ML and RPA will compliment each other in the next generation of auto-programming capabilities. And so, you know, really application development tedium is really the enemy of, one of the enemies of productivity (static interference with web-conference). This is a lot of work, very detailed painstaking work. And what they need is to be better, more nuanced and more adaptive auto-programming tools to be able to build the code at the pace that's absolutely necessary for this new environment of cloud computing. So really AI-related technologies can be applied and are being applied to application development productivity challenges of all sorts. AI is fundamental to RPA as well. We're seeing a fair number of the vendors in that stage incorporate ML driven OCR and natural language processing and screen scraping and so forth into their core tools to be able to quickly build up the logic albeit to drive sort of the verbiage outside in automation of fairly complex orchestration scenario. In 2018, we'll see more of these technologies come together. But you know, they're not a silver bullet. 'Cause fundamentally and for organizations that are considering going deeply down into auto-programming they're going to have to factor AI into their overall plans. They need to get knowledgeable about AI. They're going to need to bring more AI specialists into their core development teams to be able to select from the growing range of tools that are out there, RPA and ML driven auto-programming. Overall, really what we're seeing is that the AI, the data scientists, who's been the fundamental developer of AI, they're coming into the core of development tools and skills in organizations. And they're going to be fundamental to this whole trend in 2018 and beyond. If AI gets proven out in auto-programming, these developers will then be able to evangelize the core utility of the this technology, AI. In a variety of other backend but critically important investments that organizations will be making in 2018 and beyond. Especially in IT operations and in management, AI is big in that area as well. Back to you there, Peter. >> Yeah, we'll come to that a little bit later in the presentation Jim, that's a crucial point but the other thing we want to note here regarding ultimately how folks will create value out of these technologies is to consider the simple question of okay, how much will developers need to know about infrastructure? And one of the big things we see happening is this notion of serverless. And here we've called it serverless, developer more. Jim, why don't you take us through why we think serverless is going to have a significant impact on the industry, at least certainly from a developer perspective and developer productivity perspective. >> Jim: Yeah, thanks. Serverless is really having an impact already and has for the last several years now. Now, everybody, many are familiar in the developer world, AWS Lambda which is really the ground breaking public cloud service that incorporates the serverless capabilities which essentially is an extraction layer that enables developers to build stateless code that executes in a cloud environment without having to worry about and to build microservices, we don't have to worry about underlined management of containers and virtual machines and so forth. So in many ways, you know, serverless is a simplification strategy for developers. They don't have to worry about the underlying plumbing. They can worry, they need to worry about the code, of course. What are called Lambda functions or functional methods and so forth. Now functional programming has been around for quite a while but now it's coming to the form in this new era of serverless environment. What we'll see in 2018 is that we're predicting is that more than 50% of lean microservices employees, in the public cloud will be deployed in serverless environments. There's AWS and Microsoft has the Azure function. IMB has their own. Google has their own. There's a variety of private, there's a variety of multiple service cloud code bases for private deployment of serverless environments that we're seeing evolving and beginning to deploy in 2018. They all involve functional programming which really, along, you know, when coupled with serverless clouds, enables greater scale and speed in terms of development. And it's very agile friendly in the sense that you can quickly Github a functionally programmed serverless microservice in a hurry without having to manage state and so forth. It's very DevOps friendly. In the very real sense it's a lot faster than having to build and manage and tune. You know, containers and DM's and so forth. So it can enable a more real time and rapid and iterative development pipeline going forward in cloud computing. And really fundamentally what serverless is doing is it's pushing more of these Lamba functions to the Edge, to the Edges. If you're at an AWS Green event last week or the week before, but you notice AWS is putting a big push on putting Lambda functions at the Edge and devices for the IoT as we're going to see in 2018. Pretty much the entire cloud arena. Everybody will push more of the serverless, functional programming to the Edge devices. It's just a simplification strategy. And that actually is a powerful tool for speeding up some of the development metabolism. >> All right, so Jim let me jump in here and say that we've now introduced the, some of these benefits and really highlighted the role that the cloud is going to play. So, let's turn our attention to this question of cloud optimization. And Stu, I'm going to ask you to start us off by talking about what we mean by true private cloud and ultimately our prediction for private cloud. Do we have, why don't you take us through what we think is going to happen in this world of true private cloud? >> Stuart: Sure Peter, thanks a lot. So when Wikibon, when we launched the true private cloud terminology which was about two weeks ago next week, two years ago next week, it was in some ways coming together of a lot of trends similar to things that you know, George, Neil and James have been talking about. So, it is nothing new to say that we needed to simplify the IT stack. We all know, you know the tried and true discussion of you know, way too much of the budget is spent kind of keeping lights on. What we'd like to say is kind of running the business. If you squint through this beautiful chart that we have on here, a big piece of this is operational staffing is where we need to be able to make a significant change. And what we've been really excited and what led us to this initial market segment and what we're continuing to see good growth on is the move from traditional, really siloed infrastructure to you want to have, you know, infrastructure where it is software based. You want IT to really be able to focus on the application services that they're running. And what our focus for the this for the 2018 is of course it's the central point, it's the data that matters here. The whole reason we've infrastructured this to be able to run applications and one of the things that is a key determiner as to where and what I use is the data and how can I not only store that data but actually gain value from that data. Something we've talked about time and again and that is a major determining factor as to am I building this in a public cloud or am I doing it in you know my core. Is it something that is going to live on the Edge. So that's what we were saying here with the true private cloud is not only are we going to simplify our environment and therefore it's really the operational model that we talked about. So we often say the line, cloud is not a destination. But it's an operational model. So a true private cloud giving me some of the you know, feel and management type of capability that I had had in the public cloud. It's, as I said, not just virtualization. It's much more than that. But how can I start getting services and one of the extensions is true private cloud does not live in isolation. When we have kind of a core public cloud and Edge deployments, I need to think about the operational models. Where data lives, what processing happens need to be as environments, and what data we'll need to move between them and of course there's fundamental laws of physics that we need to consider in that. So, the prediction of course is that we know how much gear and focus has been on the traditional data center. And true private cloud helps that transformation to modernization and the big focus is many of these applications we've been talking about and uses of data sets are starting to come into these true private cloud environments. So, you know, we've had discussions. There's Spark, there's modern databases. Many of these, there's going to be many reasons why they might live in the private cloud environment. And therefore that's something that we're going to see tremendous growth and a lot of focus. And we're seeing a new wave of companies that are focusing on this to deliver solutions that will do more than just a step function for infrastructure or get us outside of our silos. But really helps us deliver on those cloud native applications where we pull in things like what Jim was talking about with serverless and the like. >> All right, so Stu, what that suggests ultimately is that data is going to dictate that everything's not going to end up in the private or in the public cloud or centralized public clouds because of latency costs, data governance and IP protection reasons. And there will be some others. At bare minimum, that means that we're going to have it in most large enterprises as least a couple of clouds. Talk to us about what this impact of multi cloud is going to look like over the course of the next few years. >> Stuart: Yeah, critical point there Peter. Because, right, unfortunately, we don't have one solution. There's nobody that we run into that say, oh, you know, I just do a single you know, one environment. You know it would be great if we only had one application to worry about. But as you've done this lovely diagram here, we all use lots of SaaS and increasingly, you know, Oracle, Microsoft, SalesForce, you know, all pushing everybody to multiple SaaS environments that has major impacts on my security and where my data lives. Public clouds, no doubt is growing at leaps and bounds. And many customers are choosing applications to live in different places. So just as in data centers, I would kind of look at it from an application standpoint and build up what I need. Often, there's you know, Amazon doing phenomenal. But you know, maybe there's things that I'm doing with Azure. Maybe there's things that's I'm doing with Google or others as well as my service providers for locality, for you know, specialized services, that there's reasons why people are doing it. And what customers would love is an operational model that can actually span between those. So we are very early in trying to attack this multi cloud environment. There's everything from licensing to security to you know, just operationally how do I manage those. And a piece of them that we were touching on in this prediction year, is Kubernetes actually can be a key enabler for that cloud native environment. As Jim talked about the serverless, what we'd really like is our developer to be able to focus on building their application and not think as much about the underlined infrastructure whether that be you know, racket servers that I built myself or public cloud infrastructures. So we really want to think more it's at the data and application level. It's SaaS and pass is the model and Kubernetes holds the promise to solve a piece of this puzzle. Now Kubernetes is not by no means a silver bullet for everything that we need. But it absolutely, it is doing very well. Our team was at the Linux, the CNCF show at KubeCon last week and there is you know, broad adoption from over 40 of the leading providers including Amazon is now a piece. Even SalesForce signed up to the CNCF. So Kubernetes is allowing me to be able to manage multi cloud workflows and therefore the prediction we have here Peter is that 50% of developing teams will be building, sustaining multi cloud with Kubernetes as a foundational component of that. >> That's excellent Stu. But when we think about it, the hardware of technology especially because of the opportunities associated with true private cloud, the hardware technologies are also going to evolve. There will be enough money here to sustain that investment. David Floyer, we do see another architecture on the horizon where for certain classes of workloads, we will be able to collapse and replicate many of these things in an economical, practical way on premise. We call that UniGrid, NVME is, over fabric is a crucial feature of UniGrid. >> Absolutely. So, NVMe takes, sorry NVMe over fabric or NVMe-oF takes NVMe which is out there as storage and turns it into a system framework. It's a major change in system architecture. We call this UniGrid. And it's going to be a focus of our research in 2018. Vendors are already out there. This is the fastest movement from early standards into products themselves. You can see on the chart that IMB have come out with NVMe over fabrics with the 900 storage connected to the power. Nine systems. NetApp have the EF750. A lot of other companies are there. Meta-Lox is out there looking for networks, for high speed networks. Acceler has a major part of the storage software. So and it's going to be used in particular with things like AI. So what are the drivers and benefits of this architecture? The key is that data is the bottleneck for application. We've talked about data. The amount of data is key to making applications more effective and higher value. So NVMe and NVMe over fabrics allows data to be accessed in microseconds as opposed to milliseconds. And it allows gigabytes of data per second as opposed to megabytes of data per second. And it also allows thousands of processes to access all of the data in very very low latencies. And that gives us amazing parallelism. So what's is about is disaggregation of storage and network and processes. There are some huge benefits from that. Not least of which is you save about 50% of the processor you get back because you don't have to do storage and networking on it. And you save from stranded storage. You save from stranded processor and networking capabilities. So it's overall, it's going to be cheaper. But more importantly, it makes it a basis for delivering systems of intelligence. And systems of intelligence are bringing together systems of record, the traditional systems, not rewriting them but attaching them to real time analytics, real time AI and being able to blend those two systems together because you've got all of that additional data you can bring to bare on a particular problem. So systems themselves have reached pretty well the limit of human management. So, one of the great benefits of UniGrid is to have a single metadata lab from all of that data, all of those processes. >> Peter: All those infrastructure elements. >> All those infrastructure elements. >> Peter: And application. >> And applications themselves. So what that leads to is a huge potential to improve automation of the data center and the application of AI to operations, operational AI. >> So George, it sounds like it's going to be one of the key potential areas where we'll see AI be practically adopted within business. What do we think is going to happen here as we think about the role that AI is going to play in IT operations management? >> Well if we go back to the analogy with big data that we thought was going to you know, cure cancer, taste like chocolate, cost a dollar, and it turned out that the application, the most wide spread application of big data was to offload ETL from expensive data warehouses. And what we expect is the first widespread application of AI embedded in applications for horizontal use where Neil mentioned SalesForce and the ability to use Einstein as SalesForce data and connected data. Now because the applications we're building are so complex that as Stu mentioned you know, we have this operational model with a true private cloud. It's actually not just the legacy stuff that's sucking up all the admin overhead. It's the complexity of the new applications and the stringency of the SLA's, means that we would have to turn millions of people into admins, the old you know, when the telephone networks started, everyone's going to have to be an operator. The only way we can get past this is if we sort of apply machine learning to IT Ops and application performance management. The key here is that the models can learn how the infrastructure is laid out and how it operates. And it can also learn about how all the application services and middleware works, behaving independently and with each other and how they tie with the infrastructure. The reason that's important is because all of a sudden you can get very high fidelity root cause analysis. In the old management technology, if you had an underlined problem, you'd have a whole sort of storm of alerts, because there was no reliable way to really triangulate on the or triage the root cause. Now, what's critical is if you have high fidelity root cause analysis, you can have really precise recommendations for remediation or automated remediation which is something that people will get comfortable with over time, that's not going to happen right away. But this is critical. And this is also the first large scale application of not just machine learning but machine data and so this topology of collecting widely desperate machine data and then applying models and then reconfiguring the software, it's training wheels for IoT apps where you're going to have it far more distributed and actuating devices instead of software. >> That's great, George. So let me sum up and then we'll take some questions. So very quickly, the action items that we have out of this overall session and again, we have another 15 or so predictions that we didn't get to today. But one is, as we said, digital business is the use of data assets to compete. And so ultimately, this notion is starting to diffuse rapidly. We're seeing it on theCUbE. We're seeing it on the the CrowdChats. We're seeing it in the increase of our customers. Ultimately, we believe that the users need to start preparing for even more business scrutiny over their technology management. For example, something very simple and David Floyer, you and I have talked about this extensively in our weekly action item research meeting, the idea of backing up and restoring a system is no longer in a digital business world. It's not just backing up and restoring a system or an application, we're talking about restoring the entire business. That's going to require greater business scrutiny over technology management. It's going to lead to new organizational structures. New challenges of adopting systems, et cetera. But, ultimately, our observations is that data is going to indicate technology directions across the board whether we talk about how businesses evolve or the roles that technology takes in business or we talk about the key business capability, digital business capabilities, of capturing data, turning it into value and then turning into work. Or whether we talk about how we think about cloud architecture and which organizations of cloud resources we're going to utilize. It all comes back to the role that data's going to play in helping us drive decisions. The last action item we want to put here before we get to the questions is clients, if we don't get to your question right now, contact us. Send us an inquiry. Support@silicongangle.freshdesk.com. And we'll respond to you as fast as we can over the course of the next day, two days, to try to answer your question. All right, David Vellante, you've been collecting some questions here. Why don't we see if we can take a couple of them before we close out. >> Yeah, we got about five or six minutes in the chat room, Jim Kobielus has been awesome helping out and so there's a lot of detailed answer there. The first, there's some questions and comments. The first one was, are there too many chiefs? And I guess, yeah. There's some title inflation. I guess my comment there would be titles are cheap, results aren't. So if you're creating chief X officers just for the, to check a box, you're probably wasting money. So you've got to give them clear roles. But I think each of these chiefs has clear roles to the extent that they are you know empowered. Another comment came up which is we don't want you know, Hadoop spaghetti soup all over again. Well true that. Are we at risk of having Hadoop spaghetti soup as the centricity of big data moves from Hadoop to AI and ML and deep learning? >> Well, my answer is we are at risk of that but that there's customer pressure and vendor economic pressure to start consolidating. And we'll also see, what we didn't see in the ArpiM big data era, with cloud vendors, they're just going to start making it easier to use some of the key services together. That's just natural. >> And I'll speak for Neil on this one too, very quickly, that the idea ultimately is as the discipline starts to mature, we won't have people that probably aren't really capable of doing some of this data science stuff, running around and buying a tool to try to supplement their knowledge and their experience. So, that's going to be another factor that I think ultimately leads to clarity in how we utilize these tools as we move into an AI oriented world. >> Okay, Jim is on mute so if you wouldn't mind unmuting him. There was a question, is ML a more informative way of describing AI? Jim, when you and I were in our Boston studio, I sort of asked a similar question. AI is sort of the uber category. Machine learning is math. Deep learning is a more sophisticated math. You have a detailed answer in the chat. But maybe you can give a brief summary. >> Jim: Sure, sure. I don't want too pedantic here but deep learning is essentially, it's a lot more hierarchical deeper stacks of neural network of layers to be able to infer high level extractions from data, you know face recognitions, sentiment analysis and so forth. Machine learning is the broader phenomenon. That's simply along a different and part various approaches for distilling patterns, correlations and algorithms from the data itself. What we've seen in the last week, five, six tenure, let's say, is that all of the neural network approaches for AI have come to the forefront. And in fact, the core often market place and the state of the art. AI is an ancient paradigm that's older than probably you or me that began and for the longest time was rules based system, expert systems. Those haven't gone away. The new era of AI we see as a combination of both statical approaches as well as rules based approaches, and possibly even orchestration based approaches like graph models or building broader context or AI for a variety of applications especially distributed Edge application. >> Okay, thank you and then another question slash comment, AI like graphics in 1985, we move from a separate category to a core part of all apps. AI infused apps, again, Jim, you have a very detailed answer in the chat room but maybe you can give the summary version. >> Jim: Well quickly now, the most disruptive applications we see across the world, enterprise, consumer and so forth, the advantage involves AI. You know at the heart of its machine learning, that's neural networking. I wouldn't say that every single application is doing AI. But the ones that are really blazing the trail in terms of changing the fabric of our lives very much, most of them have AI at their heart. That will continue as the state of the art of AI continues to advance. So really, one of the things we've been saying in our research at Wikibon `is that the data scientists or those skills and tools are the nucleus of the next generation application developer, really in every sphere of our lives. >> Great, quick comment is we will be sending out these slides to all participants. We'll be posting these slides. So thank you Kip for that question. >> And very importantly Dave, over the course of the next few days, most of our predictions docs will be posted up on Wikibon and we'll do a summary of everything that we've talked about here. >> So now the questions are coming through fast and furious. But let me just try to rapid fire here 'cause we only got about a minute left. True private cloud definition. Just say this, we have a detailed definition that we can share but essentially it's substantially mimicking the public cloud experience on PRIM. The way we like to say it is, bringing the cloud operating model to your data versus trying to force fit your business into the cloud. So we've got detailed definitions there that frankly are evolving. about PaaS, there's a question about PaaS. I think we have a prediction in one of our, you know, appendices predictions but maybe a quick word on PaaS. >> Yeah, very quick word on PaaS is that there's been an enormous amount of effort put on the idea of the PaaS marketplace. Cloud Foundry, others suggested that there would be a PaaS market that would evolve because you want to be able to effectively have mobility and migration and portability for this large cloud application. We're not seeing that happen necessarily but what we are seeing is that developers are increasingly becoming a force in dictating and driving cloud decision making and developers will start biasing their choices to the platforms that demonstrate that they have the best developer experience. So whether we call it PaaS, whether we call it something else. Providing the best developer experience is going to be really important to the future of the cloud market place. >> Okay great and then George, George O, George Gilbert, you'll follow up with George O with that other question we need some clarification on. There's a question, really David, I think it's for you. Will persistent dims emerge first on public clouds? >> Almost certainly. But public clouds are where everything is going first. And when we talked about UniGrid, that's where it's going first. And then, the NVMe over fabrics, that architecture is going to be in public clouds. And it has the same sort of benefits there. And NV dims will again develop pretty rapidly as a part of the NVMe over fabrics. >> Okay, we're out of time. We'll look through the chat and follow up with any other questions. Peter, back to you. >> Great, thanks very much Dave. So once again, we want to thank you everybody here that has participated in the webinar today. I apologize for, I feel like Hans Solo and saying it wasn't my fault. But having said that, none the less, I apologize Neil Raden and everybody who had to deal with us finding and unmuting people but we hope you got a lot out of today's conversation. Look for those additional pieces of research on Wikibon, that pertain to the specific predictions on each of these different things that we're talking about. And by all means, Support@silicongangle.freshdesk.com, if you have an additional question but we will follow up with as many as we can from those significant list that's starting to queue up. So thank you very much. This closes out our webinar. We appreciate your time. We look forward to working with you more in 2018. (upbeat music)