>>Come back here. This is Silicon Valley coverage of ADU Summit. I'm John Fur, the founder. We're, we're pleased to have a friend inside the cube. It's rare to have such luminaries, Ama Aala, good friend and also co-founder of Cloudera. Really the pioneer in the space that helped build this industry that we're living here at at Hadoop Summit. I'm with Dave Ante from wiba.org. Amour, welcome back to the Cube Cub alumni. Thank you for having me here. Wow, what a journey. Are you co-founded Cloudera? I remember when you in Stealth Mo, I really can't talk about it. And, and then of course the history of Silicon Angle being, you know, founded and kind of built in in your office when you only had like 20 something employees. Yep. We owe a great deal of gratitude to you and, and congratulations to you Michael Olson, the team for building an industry. So I just wanted Thank you. Thank you. And welcome to the Cube. >>Thank you. It was great to be here. >>So what do you think, what's your take on the current Hadoop ecosystem right now? I mean, obviously a lot's happened. I mean it's big now. It's growing up fast. Yeah. The word enterprise grade is out there. You're seeing it move from, you know, trying to change the world. Our first interview, you said, I've seen the future, I want to bring it to the mainstream. It's here. Yeah. It's hitting mainstream right now. Yeah. What's your take of the current situation of the ecosystem and it's, and its value? >>Yeah, so I, I have a quick question first. Should I look to you or look to the camera? Look to >>The camera or both? Whatever you, whatever you'd like. >>So I think it's, the ecosystem is definitely growing, which is very, very healthy. However, there is a side question there, which is what do you think of all the competition coming into the space? So five years ago when Cloudera was started was just Cloudera. There was no other commercial vendor trying to support or enable Hadoop in the, in the industry for enterprises. And today there is at least 10 of them trying to compete with us, right? And that includes big companies, established companies that decided, hey, we gonna start addressing the space, but includes many, many newcomers who like Hortonworks, who were founded over the last couple of years. That's a healthy thing. I mean, that's absolutely a sign of a growing market. If the market wasn't growing, if there wasn't money in the market, if there wasn't, if it was just hype, there wouldn't have been all of these new companies and new ventures showing up. That said, I never look at competition as something that worries me, that I'm afraid now or what's gonna happen to me, or that's normal. That's exactly what happens to successful companies. If you look at Red Hat, when Red Hat was launching with the Linux, they had 25 competitors or even more 30 competitors. That's when Red Hat was forming out. And today, even of these 25, 30 competitors, they still have six or seven still left. So I think it's a very, very healthy sign of the graph of this market and the maturity that's reaching. >>What do you think about some of the, the white spaces that are evolving? You guys have obviously been involved in a lot of deployments at Cloudera. Again, you're doing a lot of, lot of work with the top, top names and the clients that you have aren't usually disclosed cuz you really can't disclose them. What, what are you seeing right now as the white spaces for things to do in the Hado platform? >>It's a very, very good question. So first I can't talk about future, future roadmap. Right now we're becoming a big company at that level where we can't comment on future roadmaps. >>Ah, that's sinus sign of the >>Time. You're well media train, good to see they're doing a good job keeping you >>A, You want more information on that? I can connect you with a pt, >>Please. No, no, no, we're good. We're good. We'll get it outta you. But, >>But our vision, our vision for Cloudera from day one, like you were saying earlier, we saw the future, right? So our vision from from day one was really to build this data system where we can have detail of any type, whether that data is structured or unstructured or images, it doesn't matter. And then on top of that data run any type of workloads. That workload could be the initial genesis of Hado, which is map use, which is batch processing. But now as as we made many announcements through the last few years, we also now have Impala for interactive analytics as a workload. We have a very, very strong partner partnership with SaaS for doing machine learning and statistics as a workload. And a few weeks ago we announced search as another workload. So you have multiple types of workloads that can handle different types of problems that you have within your organization and bring all of these workloads to all of your data regardless of type. And that's the vision that we'll continue to deliver on. That's exactly what we're building going into the >>Future. So how's that fit in with yarn, right? We're hearing a lot at this conference about yarn, the ability to, you know, do more with less in a lot of the things that you typically hear with the enter within the enterprise. And, and so talk about that a little bit. >>Yarn is a very core part to our platform. In fact, yarn has been part of CDH four for more than a year now out in the, in the markets. So we did bring, we were one of the, I think we were the first vendor who brought yarn into a distribution of Hado out there. It's very, very fundamental to us because that is how we're gonna coordinate. We are gonna be using yarn to coordinate launching all of these different type of workloads. You're gonna have the map produce workload, which is very batch oriented. The Impala workload, which is very latency sensitive. The, the search workload, which is also very latency sensitive. The machine learning workload, which is more batch oriented, et cetera, et cetera. And yarn is a very, very central piece to helping us coordinate all of these different types of workloads onto the >>Platform. Cloudera has been a great citizen in the community also. You, you mentioned and, and we witnessed that your team create the industry. You guys were there, you took the chance, you were the first ones commercially funded by the venture capitalists, you know, then others will follow and I'll see huge ecosystem here. Yes. A lot of noise. A lot of people trying to get attention. So I got to ask you, because I want you to address this because I know it's been talked about in some of the other blogs is there's a lot of fud going on around who's doing what? Who's doing what, and in some cases maybe flat out, you know, misinformation and that happens in a growing market, you know, the elbows get sharp. Yes. So I want you share with the audience anything that you want say about the fud around what people say about Cloudera or about others or what you're doing. Just to clarify, cuz there has been, I mean I've gotten back channel information around, you know, not sure the committers this, and it's been, it's been well documented. There's a lot of fu out there. What, what would you say to the folks out there to clarify >>That? Yes, I, I would say that our focus should be to continue to work as a community, to push the platform forwards. I would say that at Cloudera we do a lot of contributions. Horton works definitely is one of the top contributors out there as well. I'll acknowledge that. So as many, many, many other companies and we wanna continue to see the platform evolve. I will stress though that at Cloudera we do have a number of the original project founders working at the company. So it's not just the, the contribution that we bring, but the fact that we have the founders of these projects working at Cloudera. And some of these projects actually were created at Cloudera from day one as opposed to created in some other company. And then you hire the employee and they work for you. So I gave you what examples from Cloudera dot cutting. >>He is the creator of Hudu dot Cutting is also the creator of Luine, which became solar, which is part of the search project that we launched recently. Dot Cutting wasn't with Cloudera from day one, right? So, so when he created these technologies, he actually was at Tia for example, when he created had he was at ta, wasn't at Cloudera. However, he now works for Cloudera. So we get that because now that cutting works for Cloudera. So that's one example. On the flip side, there is projects like Flume and Scoop that are now part of every single distribution out there. And flu and Scoop were both created at Calera. They were actually created inside of Cloudera. Yeah. So the key point is, and and that's what I would like all of the vendors out there that are trying to leverage had and get benefit about out Hadoop is please don't be just takers. >>There are some vendors out there who are just takers. Just wanna take from the open source, take from the open source and don't give back. Right? I'm not gonna name them, but there is a few of them out there. Please, please, please. I mean that that, that is very, very a selfish behavior. It's not gonna help the ecosystem in the long term. We would like to see you both take and give at the same time. So that would be my core message. And that's for example, like I thank Hortonworks because that's exactly what Hortonworks is doing. They're both giving and taking at the same >>Time. You guys have always been clear on that. Nobody, I mean here contribution to open source has been well documented and there's, there's no question about that. John and I have talked about it a lot that you guys help get it all started. And even Haak when we had 'em on a couple years ago, when Horton Works came to the market said, Hey, the more people work on an open source, the better. >>Yeah, >>Exactly. So yeah, it's always been, been your posture. You're not playing games there. Anyways, having said that, you you, you have a strategy to layer on top of that open source some of your own proprietary code. And so you have choices to make Yes. In terms of how you allocate those resources. So as an engineering manager, how do you allocate those resources in terms of, okay, what do we do for the community and what do we do for our own, you know, future because of the business model that we chose? How do you make those trade offs? >>Yes, that's a very, very good question. So first it's important to stress that our core platform, CDH, is open source. Everything we put in the core platform is open source. So for example, in Palo, which we launched very recently as a ga, now we launched beta last year, but now's ga is a hundred percent Apache license, a hundred percent open source search, which we announced very recently is also open source. So the platform itself, we're committing to everything in there to be open source. Now we believe fundamentally just from having lots of history in studying the open source markets from our ceo Mike Olson himself being one of the very first open source people in the world with, with sleepy cats, the company that he sold to Oracle before founding Cloudera from our investors, helping many other open source companies. To have a successful open co open source company, you need to have a very good engine between the business model that generates revenue and between the product that you are creating. If you don't have a good feedback loop there between these two, you won't be able to sustain the innovation to continue to push the, the boundaries of how good the product is. So we strongly believe in that if you are, if your product is literally a hundred percent open source, meaning both the management and every, there is nothing proprietary whatsoever inside of your products. I can't tell what that is. It's >>Taking a picture. >>Oh, sorry, I thought somebody was waiting >>For me. >>Sorry about that. >>It's a cheap signal. >>It >>Was like a's really good. >>I thought it's like a card of paper with some writing. You, >>You, you have a fan fans out there. They're storming the, the concert here. >>Okay, that's, that's good to hear. That's good to hear. Sorry about that interruption. So if, if, if you have everything a hundred percent open source, that creates two problems. First you have no differentiation whatsoever, meaning another big corporation without naming who the big corporations could be, we just can take everything you do, literally every single bit of source code you have and say, Hey, we can do it too. Come to us, don't work with those guys. Right? We have the latest, greatest things that they have. Why do you wanna continue to work with them? So no, no differentiation is number one, which is very dangerous. And number two, when it becomes, if, if it's a hundred percent open source and there is lots of other vendors able to take the art, the open source artifact and work with it, then it becomes now purely about maintenance and insurance on the products, which is a commodity product, which obviously the prices for that will go down to the ground and you won't be able to have this sustain this positive feedback effect between your business model and between your product code map and won't be able to build a long-lasting company. >>So that's why we do have a combination of open source artifacts and proprietary artifacts. Now our pro proprietary AR artifacts is always around the management of the system, right? So how do we manage the security of the system? How do we manage the, the data flow within the system? How do we manage the services inside the, of the system across all layers, right? Not just the Hado player but the edge based layer, the zookeeper layer, et cetera, et cetera. So that's where we focus our efforts going forward and that's how we differentiate ourself from our, from other vendors out there. Cloudera manager, Cloudera navigator are very unique to us. Nobody else has anything close to those capabilities out there. >>So it sounds like the contributions you make to open source are cultural of, of, in nature, I mean DNA of sorts of Right. And so you're, that's something that you guys do cuz you've always done it. Absolutely. And then the, the artifacts that are proprietary are essentially around rationalizing the revenue opportunity with the expense that you're gonna apply there and making a business case decided >>How to balance. That's that's one. And then two, the differentiation from other competitors. So these two things, Yes. >>Okay. >>I believe that's fundamental to business to open source business models. >>Yeah, I mean there are many open source business models, right? You can go pure service, you can go, like you said, you can totally bogart the code. >>There is no, there is no pure service open source model company that was able to build the longlasting surviving public company, never happened in history. They always get acquired because it becomes a commodity. I >>Mean, right. I mean, I mean and even ibm, right? >>Tom or I want to ask you about the storage thing. We were talking before camera, the, the hor and worst announcement storage you, what's your take on that? >>Which one? The Gluster, the one with Red Hats? Yes. Yes. So Red Hats and yeah, there has been recent news about Red Hat with, with Hor Works having a version of the Haddo platform that uses map use for the computation but uses Red Hat for the storage, right? So Red Hat has a new storage offering that was built based off of a company they acquired was called Guster. And that, that news was very, very surprising to me. And it, the reason why it was surprising, it's correlated also with a shift in messaging from, from Horton works. If you look at Horton Works last year at had Summit last year, one of the key messages that they deliver to us is that within the next five years or by 2015, the tagline back then by 2015, and you're doing research right now to see if I'm saying the right thing. By 2015, half the world data data will be on, will be stored in had would be stored in had. Yes. If you look today at the slides, it >>Doesn't say that it says within five years, >>Right? No, no, no. It says, well >>That was the second iteration was within five years. And now they say something >>Different. Now say they say within 2015 by, sorry, by 2015, half the world's data will be processed by Hado and instead of stored by Hado. And that's a very, very fundamental So >>It's a nuance. >>It's a, it's a very important >>Nuance. Well it's a big deal because yes, when I first saw that I said, Hmm, what does this all mean? And then it sounds 2015 sounds a little early. Yes. And now you're saying processed by, Okay that's different. >>Yes, exactly. And and the reason why now is we believe s GFS is very, very core to the had platform. S GFS is very core to had platform, the storage system of had we want. It's really the layer that Mid had with is more than anything else is how scalable, how reliable and how economical the sdfs storage layer is. So we, we really, I mean ask qu works and ask all the companies working in the, in the had community not to fragment at the storage layer. We need the storage for had to stay inside of had and not to fragment that out. That's very, very critical. >>Okay. So but so >>You're saying that they're in indicating through the gesture that, that they're not come out saying we're going to fragment Hgfs, but the way that this is position might signal >>No, no, no. The announcement, the announcement with Red Hat is >>That is the direct signal. It's >>Literally, we, you'll be able to run map produce directly on top of Red Hat storage instead of sdfs. >>Okay. So >>I >>Interpreted it, I interpret it as they were just hortonwork was hedging on its prediction, which I said Okay, I'll give 'em a break on that. You're saying it's something different, >>It's a shift in strategy potentially. Yeah. Which can be dangerous. It's shift in strategy. >>Is that a compliance issue? Cuz you know, the, the Dishon Hads poss Yeah. Red Hat does have a lot of enterprise customers. Yeah. So is that just maybe if >>Then invest in making had poss compliance, which actually by the way, we are as a community investing in that. Yeah. Yes. You must have. Yeah. So we are investing in adding compulsive poss compliance to had, we're investing in adding snapshots into had, which will be coming very, very soon overnight. >>Well, do you think that that pick a year, I don't care if it's 2015 2000, 22,000 whenever that the majority of the world's data will be running into do >>The majority of worse data that has to do with analytics. Yes. Okay. So so there is, >>So that is that >>Is it's very important, the caveat. Yes, exactly. Because there is lots of types of data that are not very suitable for, had at all. For example, that data storage for Oracle systems, for Oracle database systems. No, you wanna store that in an NetApp emc you don't wanna store that in Hao the, the, the, the, the data storage for streaming video files, right? For just streaming lots and lots of video files. No, you don't wanna store that indu. It's >>A huge >>Proportion of the data. Yeah. Which is a huge, huge >>Proportion of data files, in fact that could overwhelm the data. >>Yeah. So the new nuance, like I would say like I agree that the half thing but the half thing within the world of data for the purpose of analysis. >>Yeah. Okay. So that's, that's >>Narrow down the >>Yeah, okay. But it's a more reasonable, But I've, I >>Never, It's still a huge market by the way. It is. Yeah, >>It is. Yes. Okay. So, so what's next for you? A are you, you, you've gone on this, this journey, you start this company. You've, you've been traveling around like crazy working with customers. What's the next phase of aara do's, you know, career? >>What >>Do you want to have happen next? I mean, what, what do you, what excites you? What do you, what are you working on? >>Yeah, it's just to continue to grow cloud there to be the biggest company it can be. I mean, we want to be literally, we want be one of the very few companies that we're able to take an open source model and turn that into a large publicly traded corporation. >>So you've talked about that you guys brought a new CEO on Right. Look at the background of the ceo and it's, you know, clearly it's got some IPO chops. Yes. So that's, that's an aspiration that you guys have put forth. Okay. >>And you're outward facing now. So you're doing a lot of travel. Yes. So what, what, where have, what have your travels taken now? You've been in China, you obviously you've got a European office Yeah. Open. So what's going on internationally? Give us some sound bites of, of what's happening in the field. Yeah, >>So in, in internationally, I mean, Europe definitely is our next big focus right now. And we now have a big operation in Europe and we have an office presence in, in Europe and a big team down there. And it's growing very quickly. I would say Europe is about two years behind the US kind of like that's how the, how the growth usually matters. What's happening here. And yeah, so we, our, our next big market is Europe. We are looking at China. We don't have a big process in China right now. Japan, we have a big presence in Japan. Japan is growing very quickly. So yeah, I mean we're obviously Canada with the US growing very quickly as well. >>Great to have you on the cube again, for me personally and, and for, for Dave. And I wanna say thanks to Cloudera for some great support over the years. You guys have been fantastic. You know, I say it's built a great company. It's so hard to build a company. You guys have done a great job. I gotta ask you the final question because you did bring that first sound bite, which was, I saw the future, this is back when you guys were just in your B round in, in Palo Alto office, just ramping up, just starting to ramp what's next? What do you see as around the corner? Obviously we're on a trajectory right now. A lot of things gonna get done. Positive compliance, a lot of stuff's gonna fill in. The platform's gonna get stronger. Yeah. We think that open source will win. Yeah. Through all the democratization of open source. What's next? What's the, what's around the corner that you're watching personally that you're, that's interesting to you? A or around where this will take us? >>Yeah. So what, what's next is having this, having this vision become true. Having this future vision that, that you refer to become true. Meaning having a single platform that can store all of your data and that can, regardless of the type of that data, and allow you to extract value for different types of workloads, whether that be batch, interactive machine learning or search or more, right? There will be more things that will come to the platform, but how to bring your applications, all of your data applications, how to bring them to your data and all of your data as opposed to have the data go to them. >>And what are the landmines out there that you need to avoid Yes. In the industry and community needs to avoid to make that a reality. >>The, the key landmine, it's, it's a bit technical. The landmine is a bit technical, which is making sure that they, they are vision continues to evolve and that we have the capability to properly have a multi workload resource management system that allows me to run all of these type of workloads without having them step on each other's steps. That's the key key step going forward. And >>Of course, playing well together in the sandbox. And as always, competitive competition is good. And again, Hadup is doing great. Amma Aala, co-founder of Cloudera inside the Cube. This is Silicon Angle and Wiki Bond's exclusive coverage of ADU Summit here in Silicon Valley. Right back with our next guest after the short break.