>>I'm john free with the Q we are here. It's exciting news around the next evolution switching, Sony jean Donny, co founder and chief business officer Pensando and David Hughes chief product and technology officer Aruba HP. Welcome back. We just heard from Antonio neary and john Chambers about the HPV Ruba partnership with Pensando and the new switching platform. Tell me more about the exciting news you're announcing? >>Yeah, I'm really excited today to be introducing the CX 10,000 distributed services switch. It's a brand new class of switch way bringing together the best of Aruba switching technology adding to R C X portfolio combining with Pence Sandoz technology that technology embedded in the platform. The problem we're solving is that in a traditional data center, all of those services like fire walling and low balancing provided by centralized appliances. And while that might be okay for north south traffic traffic that's going in and out of the data center. It's not scalable and it's not cost effective to apply to every service in every port to every flow traversing their data center As we all know with microservices more and more of the traffickers east west over 70% today and growing and so what we're doing here with the C X 10,000 is giving enterprises away to take the smart nick technology that's been proven out by hyper scholars and introduce it into their data centers in a very cost effective and easy to deploy way we're embedding that capability in the top of rack switch so that we can apply Fireable services, low balancing services to every port To every flow, delivering 100 times a scale in terms of a CLS 10 times of performance, in terms of encryption at a third of the cost of those traditional network architectures. So it's a super exciting time, >>love the speed, love the energy there. But I gotta ask what makes this a new category of switch. >>Well if you take a look at the journey we have been on as we have evolved our data centers and the applications have evolved for our customers. Uh and the world is now a bold new world of multi cloud. Uh the architecture is in the data center which are leaves spine architectures have become the new norm. Software defined, networking is pervasively deployed by our customers but as this journey began five or seven or even about 10 years ago uh and has culminated into a much more mature set of building blocks. We have taken the problem from one space of automating networks in the data center to then introducing lots and lots of expensive appliances to bring about security for example, or the state full services, whether it's load balancing or whether it's encryption and visibility and telemetry types of services. Now the customers had to try, you know, trombone all the traffic in and out of these appliances driving up the cost uh and the complexity and when time comes to troubleshoot these environments, it's extremely complex because you're trying to rationalize fabrics coming from one place appliances coming from four or five different vendors, maintaining all the software elements that need to be kept track off. Uh and as more and more customers want to aspire towards zero trust security model. Uh we need to start to embrace a lot of the principles that have been implemented by the hyper scholars and the cloud vendors, which is doing away with the appliances doing away with agent technology on servers, but instead to bring that technology for east west uh into play as well as to ensure that if there are bad actors that are landing inside of the data centers that they do not have the ability to, you know, create attack surfaces with complete lateral movement. Today, that is possible. Uh if you look at 70% of all the attacks that have been happening here in the past few years, it's as a result of having a attack surface which is pretty large in the data centers. And that gets further complicated when you move towards a multi cloud environment where the perimeter of the data center is now moving into the edge. Whether that edges, whether fleet resides for our customers or whether that edge happens to be a co location edge where you're building your own rampant off ramps. So I think the compelling event essentially is driven by the whole notion of distribution of services and having them available from a security and from a services point of view and these are state full services as close to the workload as you possibly can get them. >>So you guys really hit on some key points, their cloud, native microservices East west, north south, um no perimeter edge. These are topics that we would talk about kind of individually over the years, it's happening now all at the same time, this is causing a lot of complexities and then the security challenges you just laid out are everywhere. This brings up a big conversation around solving this. How does this new architecture, this solution solve the complexity and the security challenges in the data center. >>If you look at the use cases that our customers are talking about. The first, the initial use case really is to bring about security and state full security for east west traffic right into the fabric of their data centers. So having the ability to deliver that while eliminating the complex appliances only to do the job which they do very well, which is not South protection of services. Uh that also allows us the ability then to start to deliver visibility and telemetry at the same time that we're delivering state full security firewall and micro segmentation services because what I cannot see, I cannot secure. Uh so those two elements are initial use cases out of the box for our customers as we deliver this platform to them and then as more and more use cases that are becoming evident to us through customer interactions come into play. For example, the co location edge that I would like. David to walk you through a bit more in terms of how we help solve for that use case. >>So for the cooler use case, I think we're moving from a world where people talk about data centers to now talking about centers of data and those centers of data. Yes, they can be in a core private data center, they could be in the cloud but more and more they're going to be distributed around the edge in co location environments. And what we need to be able to do is extend those services that were provided in the data center to be provided in those Kahlo's at the edge And again we want to do that without having to deploy a whole rack of appliances that may be cost more than a computer itself and so with the CX- 10,000 we can have that as a top of rack switch for that polo. And from that switch deploy all of the encryption and firewall ng services that that polo requires. And what's important is that we're doing it with the same policy framework under the same management system across the whole enterprise in the data center as well as in these co location environments and out into the cloud. >>So you guys mentioned visibility and a quick follow up on this question because you mentioned visibility can't see it, you can't protect it. But also there's a lot of workloads that people are trying to automate. These are two factors. Can you guys just double down on that? I want to just get that out there because I think this becomes a big thing. >>I think policy having the ability to have an intent based policy that is a foundational technology building block that we are brought together is a very important element. And then when you map it back to tools that Aruba is extending support for including this platform, become very valuable. So David, why don't you walk us >>through? You know, I think one of the advantages that we bring is that this is an extension of the Aruba C X switching portfolio. So yeah, it's a cloud native microservices, very modern switch architecture and we have a comprehensive management platform, the Aruba fabric controller. And so what we are doing is making sure that everything fits together nicely, that we're delivering a complete solution to our customers. But one important thing to mention here is that we are thinking about how customers can do this step by step. So no, we're not requiring them to rebuild their entire data center, They can do this one rack at a time. We can work with their existing spine and deploy one leaf at a time in a very measured way. And so we think it's a great way for enterprises to be able to consume this modern distributed platform. >>That's a great segment. The next question. I mean I totally see this as you guys are talking about the cloud native trend, driving a cloud operational model to every edge. The data center is just another edge. It's a center of data. Love that. I love that line. So I have to kind of ask the operational side of the question, how would an enterprise customers manage all this take us through the nuts and bolts of deploying and managing of his gum? A customer >>That's a very good question. If you take a look at the customer's deployment models and let's let's take the example of they want to now bring in this technology and build a part or highly secure part with it for east west and to make sure that they're protecting 100% of that east west traffic. I think that leveraging all the building blocks that we have innovated between us and Aruba. We want to make sure that the ecosystem that the customer has built, they want whether they have built it with companies like Splunk and service now or Guardianco, they want integration points will be made available to them. If you take a look at, take a step back and say for these environments as you aspire to go toward zero trade security. The issues of inserting security appliances into network flows and having the ability to map it to the knowledge of applications and their dependencies for policy becomes an important function to tackle. So once you accept that, Okay, I have state full security functions built into this top of rack device available for my applications and all workloads, whether they're container workloads, bare metal workload, virtualized workloads uh and I have complete visibility into those workloads without compromising on connectivity and I can control through enforcement of policy where I need it because now security is part of the fabric, it's not a bolt on. Then comes the job of integration with an ecosystem. So whether you're looking at seem and sold companies where we are delivering in close collaboration with Splunk, A Pensando app for Splunk there's also going to be the availability of an elastic module, A plug in module. Uh then turn attention to what's more automation and devops and civil playbooks for the C X 10-K will be made available day one so that where you do not have the ability to deploy the A. F. C. You can use your existing answerable toolkit and they're making those playbooks available to our customers. Uh They want integration with application discovery mapping companies like Guardianco, allowing them to discover who's talking to whom and push and enforce that policy through the C X 10-K will allow for more automated deployments of those policies and finally, compliance integration with vendors like too thin for continuous security compliance monitoring becomes extremely important as the screen depicts a lot of lot of visualization capabilities with companies like Elk which are in beta today and answerable and Splunk and Elk will all be targeted at first customer shipment. So again, telemetry visibility with the integration of the ecosystem. Uh, it becomes a very powerful combination for the customers as they look to operationalize this for day to day three and they, you know, day one, day two, day three automation. >>That's awesome. David, I'd like to let you weigh in on this whole question of operations because you're hitting all the marks here that are relevant cloud, native microservices, apps, explosion and data volume and velocity, hyper scale operational cloud operations, performance, price point security all in this one solution. This is big. Um, it's not like you mentioned earlier, it's not a rip and replace but you can roll it out how how do you see a customer best operational izing this new, >>You know, I think the answer is a little bit different for each customer but you are very careful at the beginning, we introduced this. It's an evolution of switching. It's not a revolution where we have to replace everything and I think that's really exciting is that it builds on the foundational architecture of leaf and spine. And what we're able to do is let that customer introduced these new capabilities one leaf at a time. So maybe when they're upgrading from 10 gigs to 25 gigs, it's a great time for them to introduce this capability into their data center um and then depending on their application, you know, it may be, as Sony said that they've got one particular application, a crown jewel application and so they want to build out that in one rack and provide, you know, very, very robust East west as well as north south um security around that application, but there's so many different ways that customers can deploy this technology and what's really exciting is now is we're beginning to work with our customers, learning about these new use cases and then feeding that back into our roadmap and we all >>know, as you get down lower in the network layer, security is distributed architecture. So everything is paramount like security, super relevant, great conversation, I gotta ask what's next with this technology. Yeah, >>well, you know the teams, the two engineering teams are working together and this is step one on, on a really exciting new path, I don't know, Sony, what would you say? >>I think there's a lot more to come here. This is just a starting point. We have an incredibly strong partnership and go to market partnership here with Uber team with this platform. It is just the beginning uh and it will lead our customers onto the multi cloud journey. Uh and last but not least, I would like to say that you know, in closing uh that are seldom opportunities where you look at disrupting the way things are happening while fitting into customers existing models. So this is, as I said with everything being software defined, you will continue to see as delivering at great velocity more and more software defined services, whether it's encryption, Lord balancing and other state full services over time. Making this technology easier to deploy by fitting into the existing ecosystem and continuing to provide them with the 100 extra scale, 10 X. The performance as well as the ability to do it at a third of the same, you know, at the third of the cost of what they would need to if they had to build this uh today with disparate devices, >>exciting news in the industry. You guys are the pros you've seen all the waves of innovation over the years. I guess my final final question would be, how would you summarize this point in time right now? This is pretty um exciting all this is all happening At the same time, customers are having opportunity to innovate the pandemic has shown a lot of scale and and the need for stability and security. This is a special moment. How would you guys weigh in on that? >>Yeah, I think about it every decade, there's a change in how data centers a belt. And so this is the change that's happening this decade. Moving to a distributed services, switch. The other big mega trend that I see is this move, as I said from data centers to stand as a data and the opportunity for customers to use this technology as they move out to the edge. Have distributed compute and tell us, what do you think Sony? >>I think I couldn't agree more. I think there are so many various technology transitions occurring now. The cloud being the biggest one. Uh the explosion of data and uh, you know, the customers making decisions of having a distributed model And if indeed two thirds, if not 75% of all data will be processed at the edge over the next few years. This architecture is prime for the enterprise to go leverage their best practices of today while they can gradually move that architecture is for the future, which is a multi cloud future >>centers of data, large scale cloud operations automation. The speed of innovation has never seen this before. Uh It's exciting time. Sunny, thank you for coming on. And David, thanks for chatting about this exciting new announcement. Thank you very much. >>Thank you. Thank you. >>This is the power of and hp. Ruba and Pensando partnership. I'm john forward the cube. Thanks for watching. Mhm

>>from the Cube >>Studios in Palo Alto and Boston connecting with thought leaders all around the world. This is a cube conversation. >>I am stupid, man. And welcome to a cube conversation. Really? Please welcome back to the program. One of our Cube alumni, Sony, Ge and Donnie. She is a co founder and also the business off of pensando. Tony, thanks so much for joining us. >>I thank you for having me here. >>All right. So, Sonny, we've had you on the program a few times. You know, those that have watched the program or followed your career? You've had a story career. You know, I've worked with you as a partner back through some of the spinning disk. You're one of the mpls group. And now, of course, Pensando we helped launch towards the end of 2019. I just want to take a step back and, you know, understand, You know, how did you find yourself in the startup world? >>You know, I got involved with startup ventures as part of the Mpls team. This is going back now. Gosh, 20 years ago, in calendar year 2000 my first venture was with Andy ammo. It was a very unique situation that Mario look up on myself or part of a set up on a startup venture. But all four of us, the Mpls group, did not have any equity in it. Look, and I basically what asked to operate within the with that venture to ensure its ultimate success from a product execution on the go to market perspective? Ah, lot of those elements did not exist from a go to market perspective in Cisco at that time, and it was basically a ground up effort for look and me to not have any financial association with the outcome off the Andy, um, a venture, but at the same time, take on the responsibility from the execution perspective and building up the whole go to market. >>Yeah, so, you know, talking about that these startups, you've been apart of two things. First of all, you were part of and, ya know, you ova in CNI. So did you need to learn Italian to be part of these projects? But more importantly, how did how did you work on that? You know, product customer fit, understanding what the build and, you know, you talk about right How do you make some things that festival? It is super challenging. >>Yeah, well, first and foremost, I think I've been fortunate in that the group that we're all part off it is definitely Italian Indian. And some folks, like from Indiana, for example, like Randy Pond, who is part of this venture with us at Pensando. If I if I would go back and take a look at the simple formula, I mean Mario look, and from, ah, they're veterans in this industry. And they typically focused on the conceiving off the idea and the brought up, uh, and starting with a clean slate approach. Of course, I participate from a market validation development, competitive landscape on a business on all related aspects, bringing the product to market on how that maps into customers and partners what we have consistently focused on market disruption. Particularly for the last two decades, the biggest focus has been on what are the market transitions occurring both from a business and a technology perspective on that is ultimately what creates the opportunity to emerge on and drive these concepts into reality and what yourself, in a market leadership position, is to capture the transition at the right time. >>Yeah, I think back. You know, some of your previous ventures and understand, you know, some of the waves of technologies coming together sometimes the maturity of a technology or being able to take advantage of something new to talk specifically about. Pensando what are you know, those waves of change and the technology coming together that makes the opportunity that you're in today? >>Well, I mean, if you go back and you take a look at really what has been exciting about this pensando opportunity has been to look at the unique ability that have been coming upon us. You know, with this market transition where the cloud is moving to the edge, what is ultimately driving this movement to the edge has been the application. Uh, the applications is is you know, whether it's driven by technology trends like five G, for example. Ah, and and the fact that bulk off what the customer's data is being driven is going to be at the edge. That when when you look at the cloud moving to the edge and evolving that with the transitions occurring, ah, this will require deep innovation. Deep innovation in the areas of distributed network processing security, like encryption, full observe ability while you have turned on encryption, traffic engineering and doing it at very low, predictable agency at the speeds of 100 gig and above all, doing it on a small footprint. We were really the only guys and gals who could do this. And we have done it, >>Yeah, so certainly some really big challenges that they laid out there bring >>us inside >>a little bit. You know, customers. You know, I think about, you know, when I've been watching edge computing for the last three or four years. Uh, you know, it's still relatively early days for customers, but there's a lot of technical challenges there, So help us understand how much you know it was you had technology that could help solve something and how much it is driven by some of the customers that you've been talking to over the years >>Now. One of the key things that we learned and this was going back to the early days of Cisco is that everything we were doing, we had the customer at the center off and at the heart off what innovation we were building from an engineering perspective. You want to build things that can have the most impact in the marketplace and within your customer base. So, uh, one of the early times we went back, who do getting our customers involved in the innovations we were bringing to bear. I still have recollections off a blueprint that we had iterated upon, uh, and sitting in a room, whether it was with the likes of Josh Matthew at Goldman Sachs all whether it was with some of our early cloud customers like the Oracle Cloud, to better understand with these innovation and these blueprints, what were their burning problems? What were they used, cases that we could really go and tackle? So it is one thing to think about market destructions. It's another to bring it to life and having customers engaged with you during the early phases. Off as you are incubating, something is a very important item because it helps you focus your biggest energy on the areas so that you can put your arms around what problems are worth solving. And how can you bring that to life with with customers? Use case. And this is something we have done time and over again. So this is a constant refinement off what we have been doing now for now, to over two decades. As I said, >>Yeah, it's, you know, fascinating here. And when you've got the chief business officer idle, Sony, You know, one of the biggest changes, obviously, is if I look back in the spin ins, you kind of understood how to go to market was what was involved the, you know, the Cisco execution machine that the sales process that they had in plug in a product, that they would help. All right, what you're doing now, you've got some, you know, feel, William partnerships. You have relationship with customers, help us understand a little bit. You know the update on the go to market, how you have. I have a solution that fits for not only the end users, but through multiple different, uh, you know, go to market partners. >>So I think it's, you know, it's very important that as a startup we stay very close to our customers and apart, not just men. We are thinking about what the innovation is and how can it solve their problems. But I think in a world where the way we want to go solve for what? The customer where we want the customer, where our customers want us to be our partnerships is a core part of it. I mean, if you look at from the early days we secured successfully funding from our customers and our strategic partners and it is these customers and strategic partners that are shaping the roadmap on are shaping the routes to market on. What we're doing is we're successfully not only delivering the product, so these strategic customers and partners, but we're also then replicating it across the verticals. If you think about in the enterprise space, our focus has been the focus on regulated market markets where security is essential. Real time, observe ability that can increase your security posture is a very important element. So taking the blueprints that we're taking into global financial services customers, the healthcare industry, the the education market on the federal market, then those are the industries that really care about, and I in regulated markets where we can take the blueprint that we have already built on an amplify across those customers. So there again includes alignment and a partnership with HP. We're working very closely that, while recognizing that we will be doing strategic elements only with partners like HP, we're also on boarding and getting certifications done with Dell because most enterprises have at least dual source vendors from a server, so that that is one aspect. The other aspect is working in a high touch model with the cloud customers and having the opportunity to deliver to them Ah, and onboard them from a production worthy perspective while taking that same blueprint and applying it to other cloud customers and other service provider edge providers that can take advantage of the similar capability. >>Yeah, um, I'm curious. Sony, you know, obviously, the cloud is a space that has been going through a lot of change and accelerating. You know, I'd say much faster than traditional networking did. So you know, curious what you see what you're hearing from customers when they talk about you know, their needs for your solution, what they're doing with multi cloud environment. What is that? That landscape you. And I guess we would love to hear a little bit about how you would compare and contrast yourself. The other solutions out there the one that comes to mind, of course, is you know, eight of us what they're doing with the Annapurna chip in there nitro offering as part of their out. >>You know, as I mentioned earlier, I think the cloud is pushing to the edge. There's a high demand for a lot of packet processing needs with these New Age applications. Customers want to build on and give the you know, we want to be in a position to provide through the democratization and open availability off our products to multiple cloud providers, our technology and as they are experiencing tremendous growth, they're seeking to build cloud with more capacity, with greater degree off security and services functionality. And the ability to process a lot of data at the edge is with millions of simultaneous connections happening at a very small footprint. And that's where we come in. The value that we are essentially providing who not only the existing cloud strategic partners but additional cloud customers we're taking into production this year is that we are enabling them to leapfrog the nitro technology on multiple, whether it is the ability to ah have predictably low latency on and consistently low jitter in the nanoseconds. That is the eight times superior than what a nitro can do today, or the ability to pack their toe process up to nine times more backend processes in the millions of on the ability to do it in a power footprint, which is almost 1/3 that of what you would need on AWS nitro, where they need five times more nitro elements than then we can with a single device, Um, or whether it is the ability now to handle not just power and latency, but millions off flows that can run simultaneously on maintaining the state of all of those and the power of the end, the ability to run multiple services. Uh, with security turned on at the same time are all elements that really differentiate us on. This technology is now readily available to all of us. >>All right, so I understand some of the technical issue items that you're stating there. What I'm curious about is when I look at out both, most customers don't really think about the night. It's that Amazon's providing an extension of their solution into my environment, and they manage everything and so you know, you can't talk about multi cloud environment without talking about Amazon is every customer almost everything right? More than one cloud in one of them is almost always Amazon, though. How does your solution fit into that whole discussion? And then? >>So I think that, you know, one of the things that becomes very important is that if I put my customer enterprise customer hat on, I want to be an enabling my private cloud the private cloud that I build. You have the ability to not just have the option to the port and Amazon cloud, but I typically already and minimal child and barn. So while Outpost and Nitro Nitrogen really enabling, are supposed to deliver those services on our customer's premises, it's only allowing that customer to be locked into one way off dealing with one public cloud company. But if I had to go and think about as I build out my hybrid cloud strategy as an enterprise customer, I want to have the same building blocks on the same policy models that are consistent with all the with the entire dress off cloud vendors that I'm dealing with. The bulk of our customers are essentially telling us I don't want to be locked into a single public cloud company from a hybrid strategy. I want to have the ability to drive a public, private cloud architect that is cloud like from a policy delivery perspective. But at the same time, I want to have the flexibility off deploying a multi cloud and BART, and what we would provide them is the consistency off that same policy model that you would only find in a public cloud with the freedom to not have to buy themselves or lock themselves up into a single public cloud costs. >>So your team, you said, over two decades of experience, there have been some global impacts that have happened during that you got together in 2000. 2001 was right there in front of you that the 2008 you know, down in there, though you're in 2020 obviously the global endemic, as you know, broad financial ripples. How's this impacting Dondo? How's that impacting your discussions with your partners and your customers? >>Well, you know, honestly, I would say that we, like everyone else, have been affected by the pandemic, and we pray that everyone recovers soon with minimum lost to themselves and their families. And this is something very personal. This is here. I feel very passionate about hoping that everybody comes through with this on and their families are all OK. That's all the most important thing in my mind now for us, from a pandemic perspective. What this has done is it has made us more resolute to continue to execute remotely to the best of our ability to meet our customers. Expectations. The advice that I would give to other startups is Keep your head down. Focus on the 80 20 rule, execute on 20% of the things that need to be done, that we'll have 80% of the impact to your business, including undeterred product execution. Stay close to your customers and your partners. Spend your cash judiciously. You know, be very careful on where you're spending your money to make it last. As long as you can ride this pandemic out and double down on being close to your partners and customers. Fortify your sales plans. Meet your customers where they are not where you thought they were, but where they really are and partner with them on this journey and partner with your supply chain. You're going to need that. So this is your time to really be a partner to them, as opposed to see how can you change them? No, no. The really partner with your supply chain Because you're gonna need that. >>Yeah, that's a very sound advice there, Sony. While we're talking advice that, you know, you're very successful career, I'm wondering what advice you would give the other women look at pursuing careers. In fact, specifically, if you know they wanted, you know, start a startup, be a founder, whether that in Silicon Valley or outside, what advice would >>you know? My advice would be to have an undeterred focus. Focus is extremely important. Look, I used to always remind me, Sony, when you're focused on two things, you're d focus. So focus on data. Focus, be driven. Believe in the vision that you have set out for yourself and your team on and keep your eye on the customer. I think in customers successful on your success. That's the message I would give. I would give that same message. My female and the male colleagues. >>Alright, well, we know that you and your team. Sony are very focused, so I'll give you the final word. Gives a little look forward if we go forward. You know, 18 to 24 months. What should we be expecting to see from PENSANDO and your solution? >>Well, in the next 18 to 24 months, we would like to meet and hopefully also exceed our customer's expectation in terms of product execution and the ramp off course. Profitability will be a very important aspect that we're going to keep a very close eye. I think it's too early to be thinking of an ideal, and our focus remains to be on customer success. We have been in the market for a little over. I was a little less than six months. Ah, with the product, September 2019 October 2019 is really when we launched the company on and, uh, the customer always is at the center of everything we do. So that's where we're gonna be focusing on product execution and ramp ramp off product, ramp off estimates. >>Well, so needy. And Dani, it's a pleasure to catch up with you. Thank you so much in the state. >>Thank you. You too. >>Alright. Be sure to check out the cube dot net for all the interviews, you can go see the launch videos that did at go back office in New York City from 2019. If you go to the cube dot net and many more interviews from Sony and her team, I'm stew Minimum. And thank you for watching you. Yeah, yeah, yeah, yeah, yeah.

>>From New York city. It's the cube covering. Welcome to the new edge brought to you by systems. >>Hey, welcome back everybody. Jeff, Rick here with the cube. We are in Manhattan at the top of Goldman Sachs. It is a great view if you ever get an opportunity to come up here, I think 43 floors over the Hudson you could see forever. But this is the cloud events. So the clouds are here and we're excited to be here is the Penn Penn Sandow launch in the name of the event is welcome to the new edge, which is a pretty interesting play. We hear a lot about edge but we haven't really heard of that company really focusing on the edge as their primary go to market activity and really thinking about the edge first. So we're excited to have the cofounder cube Olam and many time guests a Sony Gian Deni. She's the co founder and chief business officer. So many great to see you. Good to see you too. >>And our hosts here at Goldman Sachs is uh, Josh Matthews. He's a managing director of technology at Goldman. Josh. Great to see you. You too. And thank you and thanks for hosting us. Nice. A nice place to come to work every day. So great conversation today. Congratulations on the launch of the company over two years in stealth mode. Talk a little bit about that. What is it like to be in stealth mode for so long and you guys raised big money, you've got a big team, you're doing heavy duty technology. What's it been like to finally open up the curtains and tell everybody what you've been? >>It's clearly very interesting and exciting. Normally it's taken me nine months to deliver a baby this time it's been two and a half years of being instilled while we have been getting ready for this baby to come out. So it's phenomenally exciting that too to be sharing the stage with our customers and our investors and our strategic partners. >>Yeah, I thought it was pretty interesting that you're launching with customers and when you really told the story on stage of how early you engaged with Josh and his team, um, first I want to get your kinda your perspective. Why were you doing that so early and what did that ultimately do with some of the design decisions that you guys made? And then we'll come back to Josh as to, you know, his participation. >>So I think whenever you conduct technology transitions, having a sense from customers that have the ability to look out two to three years is very important because when you're capturing market transitions, doing it with customer inputs is far more relevant than going about it alone. Uh, the other key thing about this architectural shift is that it allows the flexibility for every customer to go take pieces of how they want to bring the cloud architectures and bring it into their environment. So understanding that use case and understanding the compelling reasons of what problems both technological and business can be solving and having that perspective into the product definition and the design and the influence that customers like Josh you've had is why we are sitting here and talking about them in production. Uh, as opposed to, yeah, we're thinking about where we are. We are looking at it from a proof of concept perspective. Right. >>And Josh, your, your perspective, you said earlier today that, you know, as long as a sign is involved, you're, you're, uh, you're happy to jump in and see what she's been working on. So how, >>you know, how did you get involved, how did they reach out to you and, and what is it like working on, you know, technology so early in its development that you get to actually have some serious influence? Well, it's an amazing opportunity, um, to get exactly what you want, um, exactly what you know is going to solve problems for the business here. Um, you know, and the other thing is, you know, we've worked with this team, uh, through almost every spinning. Uh, I think it was a little young for the, maybe the first one. Um, but, uh, otherwise this team has worked with them through at least 15 years or more. So we knew the track record for execution and then for us on this product, I mean, it was an opportunity because it's truly a startup. Um, you know, Sony and the team brought us in. >>Uh, we kind of just put out problems on the table that we were trying to solve and then, you know, they came up with the product and the idea and we were able to put together, you know, yeah, these are our priority one, two, three that we want to go for. And you know, we've just been developing alongside them. So both software and, you know, driving what the feature set is. Right. So what were some of those problems guys? Price seemed like forever ago when you started this conversation, but as you kind of looked forward a couple of years back that you could see that were coming, that you needed addressed. You know, it's funny, we started with kind of like, well we think containerization is going to be explosive and, and you know, really everything's on virtual machines or bare metal, mostly virtual machines. So one, you know, as containers come out, how do we track them, secure them, um, how do we even secure, uh, you know, the virtual machines and our environment cause they're, you know, over almost a quarter million of them. >>The idea of being able to put, um, network policy, that's I would say incorruptible, not actually on the server, but at, you know, that's why we use firewalls, right? So solving that security problem was number one. The other one was being able to have the telemetry to see what's happening, what's changing, um, and troubleshoot at, you know, at the network layer from every single server. Again, it's all about scale. Like things were just scaling and the throughput's going up, traditional methods of being able to see what's on your network. You can't look in the middle, it just can't keep up. It's just speeds and feeds. So being able to push those things to the edge. And then lastly, it really happened more, um, through the process here. But about a year and a half ago, um, we began segmenting our network the same way a 5g provider does with a technology called segment routing. >>And we just said, that's kind of our follow on technologies to, you know, put the network in the server and put this segment routing capability all the way out at the edge. So, you know, some things we foresaw and other things we've just developed. You know, it's been, it's been two and a half years. So, um, it's been a great partnership and you know, I think more, more features will come. Well Sony, you and the team, but it's been talked about all day long, have have a history of multiple times that you've kind of brought these big transformational technologies. Um, head what, what did you guys see a couple of years back and kind of this progression, you saw this opportunity >>to do something a little bit different than you've done in the past, which is actually go out, raise, raise around and uh, and do a real startup. What was the opportunity that you saw this? >>So we saw a number of challenges and opportunities. At the same time, we, we clearly saw that, uh, the cloud architectures that have been built by the leaders, like the incumbents like AWS today have a lot of the intelligence that is being pushed into their, their respective compute platforms. Uh, and we also noticed that at the same time, while that was what was needed to build the first generation of the cloud, the new age applications, and even as gardener has predicted that 75% of all enterprise data and applications will be processed at the edge by 2025. If that happens, then you need that intelligence at the edge. You need the ability to go do it where the action is, which is at the edge. And very consistently we found that the architectures, including scale out storage, we're also driving the need for this intelligence to be on in a scale-out manner. >>So if you're going to scale out computing, you need the services to be going hand in hand with that scale. Our computer architecture for the enterprises so they can simplify their architectures and bring the cloud models that have only existed in the cloud world, into their own data centers and their own private clouds. So there were these technology transitions we saw were coming down the pike. It's easier said now in 2019 it wasn't so simple in 2017 because we had to look at these multiple technology transitions. And surprisingly, when we call those things out, as we were shaping the company's strategy, getting validation of the use cases from customers like Josh was pivotally important because it was for the validating that this would be the direction that the enterprises and the cloud customers would be taking. So the reason you start with a vision, you start with looking at where the technology transitions are going to be occurring and getting the customers that are looking farther out validated plays a very important role so that you can go and focus on the biggest problems that you need to go and solve. Right, right. >>It just seems like the, the, the big problem, um, for most layman's is, is the old one, which, why networking exists in the first place, which is do you bring the data to the compute or do you bring the compute to the data? And now as you said, in kind of this hyper distributed world, um, that's not really a viable answer either one, right? Because the two are blended and have to be together so that you don't necessarily have to move one to the other or the other back the other direction. So, and then the second piece that you talked about over and over in your, in your presentation with security and you know, everybody talks about security all the time. Everybody gets hacked every day. Um, and there's this constant theme that security has to be baked in, you know, kind of throughout the process as opposed to kind of bolted on at the end. You guys took that approach from day, just speak >>it into the architecture. Yes. That was crucially important because when you are trying to address the needs of the enterprise, particularly in regulated markets like financial services, you want to be in a position where you have thought about it and baked it into the platform ground up. Uh, and so when we are building the program of a process, so we had the opportunity to go put the right elements on it. In order to make it tamper proof, we had to go think about encrypting all the traffic and communication between our policy manager and the distributed services platforms at the edge. We also then took it a step further to say, now if there were to be a bad actor that were to attack from an operating system vulnerability perspective, how do we ensure that we can contain that bad actor as opposed to being propagated over the infrastructure? So those elements are things you cannot bolt on at design time, or when you need to go put those into the design day one, right. Only on top of that foundation, then can you build a very secure set of services, whether it's encryption, whether it's distributed via services, so on and so forth. >>Uh, and Josh, I'm curious on your take as we've seen kind of software defined everything, uh, slowly take over as opposed to, you know, kind of single purpose machines or single purpose appliances, et cetera. Yep. Really a different opportunity for you to control. Um, but also to see a lot of talk today about, about policy management. A lot of talk about, um, observability and as you said now even segmentation of the networks, like you segment the nodes and you segment everything else. You know, how, how do you see this kind of software defined everything continuing to evolve and what does it enable you to do that you can't do with just a static device? I mean, the approach we took, um, we started like, you know, years ago, about six years ago was saying we can get computers, uh, deployed for our applications. No problem. Uh, and you know, at, at on demand and in our internal cloud, now we can do it as a hybrid cloud solution. >>One of the biggest problems we had in software defined was how do you put security policy, firewall policy, um, with that compute and in, you know, our industry, there's lots of segmentation for material nonpublic information. Um, compliance, you know, it could be internet facing, B2B facing. Uh, we do that today. We program various firewall vendors automatically. Uh, we allow our application developers to create, um, these policies and push them through as code and then program the firewall. What we were really looking to do here is distribute that. So we F day one in getting pen Sandow into production was to use our uh, our firewall system. It's called pinnacle. We, um, we programmed from pinnacle directly into the Penn Songdo Venice manager via API and then it, you know, uses its inventory systems to push those things out. So for us, software defined has been around, I like to call it the store front, but for the developer it's network policy, it's load balancing. >>Um, and, and that's really what they see. Those are the big products on the net. Everything else is just packet forwarding to them. So we wanted with pen Sandow at least starting with security to have that bar set day one and then get, you know, all the benefits of scale, throughput and having the policies close to the, on the edge. You know, we're back to talking about the edge. We want to right there with the, with the deployment, with the workload or the application. And that's, that's what we're doing right off the bat. Yeah. What are the things you mentioned in your talk was w is, you know, kind of in the theme of atomic computing, right? You want to get smaller and smaller units so that you can apply and redeploy based on wherever the workload is and in the change. And you said you've now been able to, you know, basically take things out of dedicated, you know, kind of a dedicated space, dedicated line and dedicated job so that you can now put them in a more virtualized situation. >>Exactly. Grab more resources as you need them. Well, you'd think the architecture, I mean even just theater of the mind is just, you're saying, I'm going to put this specific thing that I have to secure behind these firewalls. So it's one cabinet of computers or a hundred it's still behind a set of firewalls. It's a very North, South, you know, get in and get out here. You're talking about having that same level of security and I think that's novel, right? There hasn't been, if you look at virtual firewalls or you know, IP tables on Linux, I mean it's corruptible. It's, it's, it can be attacked on the computer. And once it's, you know, once you've been attacked in that, that that attack vector has been, you know, hit your, your compromised. This is a separate management plane. Um, you know, separate control plane. The server doesn't see it. >>That security is provided. It's at scale, it's East, West. The more computers that have the pen Sandow, you know, architecture inside of them, the, you know, the wider you can go, right. And then the North South goes away. I'm just curious to get your perspective. Um, as you know, everyone is a technology company. At the same time, technology budgets are going down, people are hard to hire. Uh, your data is growing exponentially and everything's a security threat. Yes. So as you get up in the morning, get ready to drive to work and you're drinking your coffee, I mean, how do you, you know, kind of communicate to make sure to senior management knows kind of what your objectives are in this, this kind of ongoing challenge to do more with less. And it, even though it's an increasingly strategic place or is it actually is what the company does now, it just happens to wrap it around your plane services or financial services or travel or whatever. >>Uh, I think your eye, and I had said it to John before, um, it has to come from that budget has to come from somewhere. So I think a combination of, of one that's less, well, I'll say the one that's easier to quantify is you're going to take budget from say appliance manufacturer and move it to a distributed edge and you're going to hopefully save some money while you do it. Um, you're going to do it at scale. You're gonna do it at, you know, high throughput and the security is the same or better. So that's, that's one, that's one place to take capital from. The other one is to say, can I use the next computer? Yes. Because I don't have to deploy these other new computers behind this stack of firewalls. Is there agility there? Is there efficiency, um, on my buying less servers and using, you know, more of what I have and doing it, you know, able to deploy faster. >>And it's harder to quantify. I think if you could, you know, over time, see I bought 20% less server, uh, capacity or, you know, x86 capacity, that's a savings. And the other one that's very hard to quantify, but it's always nice to have the development community. And we've had it recently where they say, Hey, this took me a month to deploy instead of a year. Um, and you know, the purchase cycles, uh, you know, for procurement and deployment, they're long, you know, in enterprise you want them to be quick, but they're really not. So all of those things add up. And that's the story. You know, I would tell, you know, any manager, right? Yeah, >>yeah. I think, you know, the old historic way that utilization rates were just so, so, so, so low between CPU and memory, everything else. Cause if nothing else, because to get another box, you know, could take a long time. Yeah. Well, final, final question for you, Tony. You talked about architectures and being locked into architectures and you and you talked about you guys are already looking forward, you know, to kind of your next rev, your next release, kind of your next step forwards. What, where do you see kind of the direction, don't give away any secrets, but um, you know, kind of where you guys going. What are your priorities now that you've launched? You got a little bit more money in the bank. >>Well, our biggest priorities will be to focus on customer success is to make sure that the customer journey is indeed replicable at scale, is to enable the partner's success. Uh, so in addition to Goldman Sachs, the ability to go and replicate it across the federated markets, whether it's global financial services, healthcare, federal, and partnering with each B enterprise so that they can on their platform, amplify the value of this architecture, not just on the compute platforms but on, in other areas. And the third one clearly is for our cloud customers is to make sure that they are in a position to build a world class cloud architecture on top of which then they can build their own, deliver their own services, their own secret sauces, uh, so that they can Excel at whatever that cloud is. Whether it's to become the leading edge platform as a service customer, whether it is to be the leading edge of software's a service platform customer. So it's all about the execution as a, as you heard in that room. And that's fundamentally what we're going to strive to be, is to be a great execution machine and keep our heads down and focused on making our customers and our partners very successful. >>Well, certainly, congratulations again to you and the team on the launch today. And Josh, thank you for hosting this terrific event and being an early customer. Yeah. Yeah. Happy to be. Alright. I'm Jetta. Sone. Josh, we're the topic. Goldman Sachs at the Penn Sandow the new welcome to the new edge. Thanks for watching. We'll see you next time.