>>live from Las Vegas. It's the Cube covering Splunk dot com. 19. Brought to you by spunk. >>Okay, welcome back. Everyone secures live coverage in Las Vegas response dot com. I'm John Ferrier, host of the Cube. We're here for three days is a spunk. Spunk dot com 10 anniversary of their end user conference way Got some great guests here. They talk about diversity, inclusion breaking the barrier. Women in tech We got some great guests. Jane Heights, I add Si io National government service is Thanks for joining us. Appreciate it. Carol Jones, CEO Sandy and National Labs from Albuquerque Think coming on to CEOs of excited Suzanne McGovern. Diversity and inclusion talent leader for Splunk Thanks for guys joining us. Really appreciate it. I want to get into a panel you guys discuss because this is the area of really important to the workforce. Global workforce is made up of men and women, but most of the software text built by mostly men. But we get that second. I want to get in, find out what you guys are doing in your rolls because you guys, the journey is breaking through the barrier. Start with you. What's your role. What do you do? Their CEO. >>So I am CEO for National Government Service Is we do Medicare claims processing for the federal government. We also have a number of I t contracts with CMS. And, um, I organ. I have an organization of 331 people. Very different organization, Data center, infrastructure security gambit of I t, if you will. A great group of people divers were in Baltimore. Where? In Indianapolis. We're out of the kingdom office. How >>long have you been in 19 >>My career. So yes. Yeah. The waves. Yes. I have seen the waves have Daryl >>Jones and I'm c i o same National Laboratories. It's a federally funded research and development center. So we do research and development from on behalf of the U. S. Government. I have about 500 employees and 400 contractors. So we provide the I T for Sadia, all gametes of it, including some classified environments. >>A lot of security, your role. What's wrong? >>I'm the chief diversity officer. It's Plus I get the pleasure to do that every day. A swell, a cz. It's everyone's job. Not just magically explode. But I'm very honored to do that. How to look after talent. >>I want to compliment you guys on your new branding. Thank not only is a cool and really picking orange, but also that position is very broad and everything is trade message. But the big posters have diversity. Not a bunch of men on the posters. So congratulations, it's anger. Representative is really important. Worth mentioning. Okay, let's start with the journey. The topic you guys just talked about on a panel here in Las Vegas is female leaders smashing the glass ceiling. So when you smash his last ceiling, did you get caught? Was her bleeding? What happened? Take us for your journey. What was big? Take away. What's the learnings? Share your stories. >>Well, a lot of it, as I shared today with Panel, is really learning and be having that Lerner mindset and learning from something that you do, which is part of your life. And I use the example of I'm married to an Indian Muslim, went to India, spent some time with his family, and they told me Let's be ready at 6 30 and I said, Okay, I'm ready. I'm ready. Dressed in 6 30 nobody else was ready. And everyone in the room said, Well, we're gonna have Chai first we're gonna have some tea And I was like, Well, you said 6 30 and I'm ready And, um, everyone said, Well, you know, we need to relax. We need to connect. We need to have some time So I took that back and said, You know what? We all need to make time for tea Way. All need to connect with our people and the individuals that work with us, And I've kind of taken that on through the last 20 years of being married, Tim. But connecting with individuals and your teams and your partner's is what's important and as what Lead Meeks. I've built those allies and that great group of people that >>being people centric, relationship driven, not so much chasing promotions or those kinds. >>That's what's worked for me. Yes, >>Carol, it's been your journey. Stories >>start a little bit of beginnings. I've been in Tech over 30 years. I got a bachelor's and marketing, and then I was looking to get my master's. So I got, um, I s degree, but I didn't know even to go into that field. So my professor said you needed to go into my s, so don't know that's too hard. You can't do that. You know, you could do it. So it's always been challenging myself and continuing learning. I worked at IBM then I was there in the time when they did great layoffs. So no, e he was 93 right to left. Only wonder he's gonna be left by the end of the year. >>You know, for the younger audience out there M I s stands from management information systems. Before that, there was data processing division which actually relevant today. Quite a journey. What a great spirit. What's the one thing that you could share? Folks, this is a lot of young women coming into the workforce, and a lot of people are looking at inspirational figures like yourselves that have been there and done that. There's a lot of mentoring going on is a lot of navigation for young women and understand minorities. And they just you guys, there's no real playbook. You guys have experiences. What's your advice, folks out watching >>my number one advice. And I gave this to people who are wanting to go into leadership. Trust yourself. Trust to you. Are you all got to this place because of the successful person you are and just continue to trust yourself to take advantage of those opportunities. Take a risk. I took a risk when my total focus was in Medicare. I was asked to do another job and I took another, you know, position. And it wasn't in Medicare. So you have to take those opportunities and risk and just trust that you're gonna get yourself. >>Carol. You're >>similar. It's to continue to grow and to be resilient, there'll be times in your career like a layoff where you don't know what you're gonna do. You bounce back and make it into uneven. Better job on. Take risks. I took a risk. I went into cybersecurity. Spent 10 years there, continuing learning and the Brazilian >>learnings key, right? I mean, one of the things about security mentioned 10 years. So much has changed, hasn't it? >>Well, it's bad. Guys still outnumber the good guys. That has changed faster. Exactly. Technologies change. >>Just talk about the diversity inclusion efforts. You guys have a Splunk Splunk cultures very open transparent on the technology solutions very enabling you actually enabling a lot of change on the solution side. Now we're seeing tech for good kind of stories because Texas Tech Tech for business. But also you're seeing speed and times value time to mission value, a new term way kicked around this morning. It's time to mission value. >>Yes. So I'm glad you mentioned data, right? We're data company, and we're very proud that we actually whole star diversity inclusion numbers, right? So way moved the needle 1.8% on gender last year, year on year pride, but not satisfied. We understand that there's much more to diversity inclusion than just gender, But our strategy is threefold for diversity. Inclusion. So it's work force, workplace marketplace farces around just where talk is improving our representation so that these women are no longer the only. These are in the minority that were much more represented, and we're lucky we have three women and our board. We have four women in our C suite, so we're making good good progress. But there's a lot more to do, and as I say, it's not just about gender. We want to do way, nor the innovation is fueled by diversity. So we want to try. You know, folks of different races, different ethnicity, military veterans, people with disability. We need everyone. It's belongs to be, since >>you guys are all three leaders in the industry, Thanks for coming on. Appreciate that. I want to ask you guys because culture seems to be a common thread. I mean, I do so money talks and interviews with leaders for all types, from digital transformation to Dev ops, the security and they always talk speeds in fees. But all the change comes from culture people on what I'm seeing is a pattern of success. Diversity inclusion works well if it's in the culture of the company, so one filter for anyone a woman or anyone is this is a company culturally aligned with it. So that's the question is what do you do when you have a culture that's aligned with it? And what do you do? There's a culture that's not allow, so you want to get out. But how do you unwind and how do you navigate and how do you see the size of signals? Because the date is there >>a way to certainly really harness and failed a culture of inclusion. And that's through employee resource groups in particular. So it's plunks. More than 50% of our spelunkers are actually members. Followers are allies on employee resource. So gives community. It gives that sense of inclusion so that everyone could bring their whole Selves to work. So, to your point, it really does build a different culture, different level of connection. And it's super different. >>Any thoughts on culture and signals look for good, bad, ugly, I mean, because you see a good ways taken right. Why not >>take a chance, right? Right. No, I think, you know, like you look at it and you decide, like some young women we were talking to, You know, Is this the right company for you? And if not, can you find an ally? You know, it's a feeling that the culture isn't there and helped educate him on help to get him to be Jack of what does he and his leaders, I think we have to always ask ourselves, Are we being inclusive for everyone >>and mine? I would spend it a little bit. Is that diversity and thoughts And how? When I joined this organization. Culture is a big factor that needs to change and some of the things that I'm working on, but to bring people to the table and hear those different thoughts and listen to them because they all do think differently. No matter color, race, gender, that sort of thing. So diversity and thought is really something that I try to focus in on >>carry. Palin was just on the Cuban CMO of Splunk and top of the logo's on the branding and, she said, was a great team effort. Love that because she's just really cool about that. And she said we had a lot of diversity and thought, which is a code word for debate. So when you have diversity, I want to get your thoughts on this because this is interesting. We live in a time where speed is a competitive advantage speed, creativity, productivity, relevance, scale. These air kind of the key kind of modern efforts. Diversity could slow things down, too, so but the benefit of diversity is more thought, more access to data. So the question is, what do you guys think about how companies or individuals could not lose the speed keep the game going on the speed and scale and get the benefits of the diversity because you don't want things to grind down. Toe halts way Slugs in the speed game get data more diverse. Data comes in. That's a technical issue. But with diversity, you >>want a challenge that, to be honest, because we're a data company in the details. Irrefutable. Right? So gender diverse Teams up inform homogeneous teams by about 15% if you take that to race and ethnicity was up to 33%. Companies like ourselves, of course, their numbers see an uptick in share price. It's a business imperative, right? We get that. It's the right thing to do. But this notion that it slows things down, you find a way right. You're really high performance. You find a way best time. So it doesn't always come fast, right? Sometimes it's about patients and leadership. So I'm on the side of data and the data is there. If you tickle, di bear seems just perform better, >>so if it is slowing down, your position would be that it's not working >>well. Yes, I know. I think you got to find a way to work together, you know? And that's a beautiful thing about places like spun were hyper cool, right? It's crazy. Tons of work to do different things were just talking about this in the break way have this unwritten rule that we don't hire. I'll see jerks for >>gender neutral data, saris, origin, gender neutral data. >>Yeah, absolutely no hiring folks are really gonna, you know, have a different cultural impact there. No cultural adds the organization way. Need everyone on bats. Beautiful thing. And that's what makes it special. >>I think you know, is you start to work and be more inclusive. You start to build trust. So it goes back to what Jane was talking about relationships. And so you gotta have that foundation and you can move fast and still be reversed. I >>think that's a very key point. Trust is critical because people are taking chances whether they're male or female. If the team works there like you see a Splunk, it shouldn't be an issue becomes an issue when it's issue. All right, so big Walk away and learnings over the years in your journey. What was some moments of greatness? Moments of struggle where you brought your whole self to bear around resolving in persevering what were some challenges in growth moments that really made a difference in your life breaking through that ceiling. >>Wow. Well, um, I'm a breast cancer survivor, and I, uh, used my job and my strength to pull me through that. And I was working during the time, and I had a great leader who took it upon herself to make sure that I could work if I wanted. Thio are not. And it really opened that up for me to be able to say, I can still bring my whole self, whatever that is today that I'm doing. And I look back at that time and that was a strength from inside that gave me that trust myself. You're going to get through it. And that was a challenging personal time, But yet had so many learnings in it, from a career perspective to >>story thanks for sharing Caroline stories and struggles and successes that made him big impact of you. Your >>life. It was my first level one manager job. I got into cybersecurity and I didn't know what I was doing. I came back. My boss of Carol. I don't know what you did this year, and so I really had to learn to communicate. But prior to that, you know that I would never have been on TV. Never would have done public speaking like we did today. So I had to hire a coach and learn hadn't forward on communications. Thanks for sharing stories, I think a >>pivotal moment for me. I was in management, consultants say, for the first half of my career, Dad's first child and I was on the highway with a local Klein seven in the morning. Closet Night started on a Sunday midday, so I didn't see her a week the first night. I know many women who do it just wasn't my personal choice. So I decided to take a roll internal and not find Jason and was told that my career would be over, that I would be on a track, that I wouldn't get partner anymore. And it really wasn't the case. I find my passions in the people agenda did leadership development. I didn't teach our role. I got into diversity, including which I absolutely love. So I think some of those pivotal moments you talked about resilient earlier in the panel is just to dig, dying to know what's important to you personally and for the family and really follow your to north and you know, it works out in the end, >>you guys air inspiration. Thank you for sharing that, I guess on a personal question for me, as a male, there's a lot of men who want to do good. They want to be inclusive as well. Some don't know what to do. Don't even are free to ask for directions, right? So what would you advise men? How could they help in today's culture to move the needle forward, to support beach there from trust and all these critical things that make a difference what you say to that? >>So the research says that women don't suffer from a lack of mentorship. The sucker suffer from a lack of advocacy. So I would say if you want to do something super easy and impactful, go advocate for women, go advocate for women. You know who is amazing I there and go help her forward >>in Korea. And you can do that. Whatever gender you are, you can advocate for others. Yeah, also echo the advocacy. I would agree. >>Trust relationships, yes, across the board >>way, said Thio. Some of the women and our allies today WAAS bring your whole self. And I would just encourage men to do that, to bring your whole self to work, because that's what speeds up the data exchange. That's what it speeds up. Results >>take a chance, >>Take a chance, bring your whole self >>get trust going right. He opened a communicated and look at the date on the photo booth. Datable driver. Thank you guys so much for sharing your stories in The Cube, you think. Uses the stories on the Cube segments. Cube coverage here in Las Vegas for the 10th stop. Compass Accused seventh year John Ferrier with Q. Thanks for watching.

>> Announcer: Live from Copenhagen, Denmark, it's theCUBE! Covering KubeCon + CloudNativeCon Europe 2018. Brought to you by the Cloud Native Computing Foundation, and it's ecosystem partners. >> Hello there and welcome back to theCUBE's exclusive coverage of KubeCon 2018, the Cloud Native Compute Foundation. CNCF, I'm John Furrier with theCUBE. My cohost Lauren Cooney is here with me this week. Our next two guests are from HPE Developer program. Paul Holland, Director of Open Source Program Office. And Said Syed, who is the Head of HP Developer Experience. CUBE alumni. Welcome back. Good to see you. >> Thanks for having us. >> Thanks for comin' on. >> Thank you. >> First of all, new logo. I love that, I want to get into it. HPE Developer program. We've had many conversations in the past about the relationship with Docker. The work you guys are doing inside the enterprises with cloud, multi-cloud and hybrid cloud. Why are you guys here? What's the story? What's the update from HPE? >> In December we launched this new program called the HP Community Developer Program. And that's really focused on reaching out to the developers that are out there. Whether these are DevOps developers, Cloud Native application developers, ITOps developers, who are looking to do integration with HPE infrastructure as well as our software defined platforms. It's basically evangelizing all of the good work that HP's doing in the open source program and other areas. Do you want to add something, Paul? >> Yeah, I think part of it is the recognition that HPE is a software company. After all of the separations, the divestiture with HPI and that micro-focus. We're left with really still a lot of developer power. It's the idea that as we work with developers internally and externally, we need to formalize that developer program. Both inside of open source and the general developer. Go through our API's and some of that coordination, to really make the developer work. >> I mean we're talking software defined. Everything now, you guys have been part of that. To give you guys some props, we've interviewed in the past four or five years, you guys were doing, talking micro services early on. >> Syed: That's right. >> Again the enterprise has software defined systems. >> You guys are a big part of that. So I got to ask you, the perfect storm is here. I mean Kubernetes, which is on the scene, is now, at least in my opinion, the defacto standard for interoperability around multi-cloud. This is the perfect storm for a company as big as HP with all the customers. So what is... I mean you guys must be sitting there going, perfect timing! What does it mean for you guys, Kubernetes? This is going to give you certainly a tail wind for deployments, and customer value creation. What's it mean internally for HPE? >> Well I think Kubernetes is at the heart, as you mentioned, of the open source ecosystem. It's about all of those Lego blocks now finally coming together with micro-services. And being able to put 'em together for an enterprise class workload. And given our history and expertise there I think you're right. It's a great opportunity to make sure that it works for the enterprise developer, for general developers. And how everything comes together within it, within a corporate world of development. >> Are you guys doubling down? >> Syed: Absolutely. >> What's the story internally? Is it got the charter from the top? >> That's right, yeah, we're definitely doubling down. As you mentioned, we started early on with micro services, with our partnership at Docker. We have a great relationship with Mesosphere. And we're full on with Kubernetes. You know we have a product that we're actually demoing here on the show floor, called HPE OneSphere. We launched the product in December of last year. And one of the things it actually does, it enables Kubernetes' cluster management on-prem and off-prem. For example in AWS. Deployment, management, all of those things. We are full on. We also have open source projects in the Kubernetes landscape. It's called Project Dory. That enables persistent storage. It's actually contributed by our Nimble big business unit. We're very focused on enabling our developers. Things that enable them is things like, how can I automatically deploy applications? And so on. Using Kubernetes cluster or Kubernetes environment. Working with Paul and others that's exactly what we're focused on. >> What are some of the user cases that you guys are seeing? As you mentioned some of those deployments. Is it really existing integration within HP Solutions? Like OneSphere? And OneSphere's obviously going to be a nice paint a glass and look at the platform of what the cloud offers. Is it Edge? Is it IoT? I mean what are some of the user cases? >> I think it's all of the above. I think what we're seeing is legacy enterprises having all of these legacy applications that they need to migrate this new world. At the same time they're struggling with, how do then I make hybrid? How do I then go to the Edge? And so across the board, I think that's the power of going back to your original question about HPE. Is we've seen all of that in the enterprise. And can we put those proprietary componentry into the products? Like a OneSphere on top of open source components. The reason we're here at Kubernetes, as an example, is to really highlight to developers that if you really want to bring things together. We can help you do that. Whether it be legacy applications, new application, greenfield applications. All within this again Lego block type environment, within Kubernetes and these other open source platforms. >> I mean you guys also again on the composable infrastructure kind of story. It's kind of here, right? >> That's right. Again we started down this journey three, four years ago with Docker. And several others. We built this unified ecosystem. A composable ecosystem. And in the ecosystem I think there's now like 40 some partners. But that's growing. If you look at it from a layered cake point of view. The infrastructure is here. That problem has been solved for a long time. You have infrastructure management. With one view, with our composable API's. Working with components like Docker, and Mesosphere, and Redfish, and other open source products and services, on top of that with OneSphere as the multi-cloud/hybrid cloud management platform, again using the power of our API's. And then integrating north bound with these hybrid multi-cloud management environments, as well as south bound with infrastructure management. Now you have the overall story. We're really exploiting the power of API's. And enabling our developers internally, as well as developers outside of HPE, To come together and start to think about this new idea. Is there a solution for that? Absolutely, there's an app for it. And then the way you build that app is build that API integration. >> You talked about an app store that you guys are working on. It has about 40 different partners in it. What about users of the solutions that are in there? Are you seeing an uptick in that? And what are you seeing in terms of that and what are they using? >> Yeah so I'll give you a quick example. We launched the developer community program in December. We launched the portal in December. And in the past two and a half months, we have seen a significant uptick and actually just people comin' in and hanging out on the portal. I think we are up to about 30,000 unique, unique views of our page. Most people are spending three to four minutes, which is a lot in today's terms. Someone who is going there, reading our content. And then on top of that actually consumer-ship of our projects. Grommet for example is one of our open source projects that HP funds. It's a UX front end. I think it has more than 10,000 people that are following it, and using it. Companies like Netflix, for example, use Grommet as a UX. Most of our SDCG is off our defined applications are now using Grommet. So OneSphere, One View. That's our de facto standard. But it's open source, anyone can use it. >> Are you finding, HP is traditionally been kind of a company that does a lot of things internally. Are you guys opening up for the first time? With allowing your developers to build things that will be put into open source? Can you talk a little bit about that? >> The power of HP is we've had a rich collaboration history for a long, long time. And I think you alluded to it before. From an enterprise perspective, how can we make that easy? Not only for our own internal developers. And maybe this is where this question comes from from an internal perspective. Even ten, 15 years ago with Martin Fink, at the helm of the open source group. And then ultimately as the CTO. And things have shifted through the separations. How do you leverage that power of openness, collaboration, that's in their DNA? And really empowering them to share. How do we take concepts like inner sourcing, which is the open sourcing of activities inside a company, And really start develop those habits and capabilities. Whether or not it's external is just a flip of the switch. But developers know how to contribute. They're also learning best of breed skills. And developing their own career over time. >> Cooney: That is great to hear. >> And enabling that for other enterprises as well. Which is really where a lot of our customers come to us and say, hey you're an enterprise with lots and lots of developers. How do I get that same power with mine? And you kind of walk them through the journey. >> It's interesting, I'd love to get your thoughts on this. I think you guys are doing... First of all I love the new logo. I think it's really important everyone knows you guys have a very active and open source community. And have been on this. This is not a new thing, revelation within HP. But Intel has the same challenge. They're tryna move away from that Intel Inside. You guys are known to a lot of people as a hardware company. You got HP.com is now the printer and the peripheral side. But it's a cloud game. You're still selling servers but people are still buying servers. The cloud providers need servers. They need it. But the software is the key, the software defined infrastructure is now that glue layer. Service meshes are hot. You're seeing SDO's got massive traction. Everything's pointing to this new level of services at scale. >> That's right. >> I want to get your thoughts on the HP story there. Can you take a minute to explain what you guys are doing with that vision? Because Cloud Native isn't just about the cloud. There's a lot of on-prem activity that's moving to a cloud operating model. So it's not a full public cloud. What's your story? >> If you look at the overall strategy. We make hybrid IT simple, recognizing that it's all those different flavors. We have to enable the software capabilities because the world is software enabled. You have all those componentries working together seamlessly and automated. And then we have the services groups to make it happen. With the Pointnext, and the acquisitions of cloud technology partners in the new areas. We have a wide variety of a portfolio of services that are now enabled. And experts to actually go help customers do it. And so we have the capability legacy. We also have the capability of the new generation of IT. And everywhere in between. And then you talk about the Edge. And so with our acquisition Aruba, which it seems like a long time ago. It's just a few years. They've been an integral part of taking that from a data center all the way to the edge and in between. I think we've got those multiple layers of hybrid IT. We have the software enabled activities, which definitely includes open source. Because you can't be software enabled without software and open source. And then from a service perspective, the wealth, depth of bench, in terms of... >> And OneSphere's the key product that, for you guys, that connects all this. Is that kind of where the momentum is? >> Holland: It's one of them. >> One of them, okay. >> And then if you look at some of the acquisitions we have made. CTP, for example, or Cloud Cruiser, for example. These are all helping us build our portfolio of rich services that enable customers to go from a pure on-prem, pure hardware focus company. To now a new age Cloud Native, or hybrid cloud sort of company, where, we have the experience. Now, we have the experience with all of these different acquisitions like CTP, to enable them to have a full hybrid cloud of micro plus macro services kind of migration capabilities. >> What are you guys offering developers? Not that I'm going to ask you for the pitch. Cause everyone, the developers are getting a lot of pitches, if you will. People say I got to own the developer. They don't want to be owned. They want to be collaborative. But they're closer to the front lines than ever, these developers. And they're really looking at business problems. It's not just, here's the specs go code it. They're on the front lines. Right at the point of engagement for the business logic, and the business models of a lot of these applications. What do you guys bring to the table for the developers? Is it marketplace? Is it distribution? Is it opportunity? What is the value proposition that you guys are talking to developers about, specifically? >> I think it's all three. We really start with internal, right? We are aligning our internal developers to really consume our own champagne. Drink your own champagne. So what does that mean? Can you use OneSphere to develop OneSphere? Absolutely. Our mentality is, our OneSphere developers, in fact a couple of our distinguished technologists are here. So more customer focused. Do your development on your own products, on your own products. Does that make sense? >> Yeah. >> So that's number one, right? If they go through the pains of developing on our own products. They will know exactly which areas to focus on. And so that's one thing we are really enabling our developers to do. Is really think outside in, versus inside out. Gone are the days of, we will build it and they will come. No they won't. You have to really give them what they are going to consume. So from a strategy perspective, we're really exposing our developers to the outside world. Hey go out there. Talk to them. Learn what they're looking for. Right, so that's number one. Number two. With the developer community program, and the developer portal, and the open source program. Now that we're collaborating across HPE, at the top end and the bottom end. We're not really able to think about how we use the power of our API's, from layer 1 infrastructure all the way up to layer 7. Or Layer 5 and above. And say, "Alright how do we enable these guys to build value add that really solves their problem?" Whether it's DevOps problems. CI/CD? Whether it deploying applications, managing, monitoring applications. It's all through the power of API. If you can automate it, orchestrate it and manage it. Then we have really solved your problems. This is why we're not only going after and enabling the developers by giving them what they need. We're also partnering with key partners in our ecosystem that actually brings the best of breed. And that's what the customers are used to using today. >> And you guys had it more up to stack. Certainly the application level is a key point. What about the channel opportunity? Cause I'm seeing, and I've been talking about this on theCUBE lately, is developers are the new sales channel, because in the old days VAR's, and ISV's and channel partners would bring solutions. And you guys had a great channel, have a great channel that brings solutions to customers. Now these customers are having programming and developing done from the partners. You guys have to create that. Are you guys looking at that as a significant opportunity, with this program? >> In today's world you have to think about things in a different way. With the advent of DevOps. With the developers no longer in their cubes, not touching production, they're releasing the production daily. Or multiple times per day. And so we're lookin', or have looked with that with, how do the developer work. And get that all the way to production. At the same time, what's the skill sets to work with in the open? Are you talking about the channel? The open source community is a great channel. Not only for ideas and conversations, but also to meet people. Not only are we there. >> Furrier: Your buyers are there. >> Yeah exactly. We're releasing the customers. But customers is part of our community. Vendors are part of our community. Partners are part of our community. And together we're building a community of developers that are doing work that ultimately goes to production multiple times per year. >> When you guys get this right, I think the gains will be huge. >> Well I'll give you an example. One of the largest web companies in the world. We're partnering with them. They're a huge customer of ours. Instead of selling to their frontline, we went and started talking to their developers. And their developer leaderships. To the point where we are working on doing hackathons. So our developers, their developers, in the same conference room, solving joint problems together. >> Cooney: So co-development. >> Co-developing, exactly. We call it a hackathon. But yeah, co-developing, absolutely. That's where we're focused. Because today developers and the line of businesses have more and more and more influence on key technology decisions. That's where the money is. >> Being genuine and authentic in these communities is certainly a great, successful formula. You guys, see that. We'll be following your progress. Thanks for coming on theCUBE and sharing the update. And congratulations on the new program. And the new logo. I'd love to get a shirt when you get a chance. >> Absolutely, yeah. >> Congratulations, great to see you. Thanks for comin' on. We are here at KubeCon 2018 in Europe. This is theCUBE, I'm John Furrier. Thanks for watching. We'll be back with more live coverage after this short break.

>> Announcer: Live from Madrid, Spain. It's theCUBE. Covering HB Discover Madrid 2017. Brought to you by Hewlett-Packard Enterprise. >> Welcome back to Madrid everybody. This is theCUBE, the leader in live tech coverage. We're here, day one of HPE Discover Madrid. HP's European show, I'm Dave Vellante with my co-host Peter Burris. Said Syed is here. He's the director of Software-Defined and Cloud Group at Hewlett-Packard Enterprise, and he's joined by Katreena Mullican, who is a senior architect and cloud whisperer at HudsonAlpha Institute for Biotech. Folks, welcome to theCUBE, thanks for coming on. >> Happy to be here. >> Great to be here, thanks. So Said, we're very excited about this new developer initiative that you're leading. After the Spin merge, lot of software chops and developer communities went, but Hewlett-Packard Enterprise committed to developers, so tell us about this new initiative. >> Yeah, absolutely, so we're launching this community next week at QCon, and it is a pan-HP program which enables all of the different developers that are already out there. We already have thriving communities, they were just individual and ad hoc, and we'll put them under the pan-HP developer community umbrella where developers can congregate with HPE developers and partners, ISVs like Mesosphere and others, and talk about how we can fix their problems, and they can help us get better at what we do. >> So, Katreena, I think dog whisperer, horse whisperer, they can tame my animals. Cloud whisperer, can you help me tame my cloud? What is a cloud whisperer? >> Sure, what I do is wrap my head around all of the different cloud architectures available for both private and public cloud, and research those, figure out quickly which ones can benefit HudsonAlpha and the type of research that we do with genomics, and put all the right pieces together. Make a solution out of it that's secure and available 24/7, 365. >> So tell us a little bit more about HudsonAlpha. >> So HudsonAlpha is a non-profit institute. We are an organization of entrepreneurs, scientists and educators, who are applying genomics to everyday life. We collaborate on our 150 acre campus in Huntsville, Alabama with 40 affiliate companies. So it really is an effort to come together between scientists and researchers, and IT. >> And you really can't talk about cloud without talking about developers, so from a developer's perspective what do you want from the guys who are providing infrastructure hardware and software? >> Well, we have turned our IT department into developers, and I think that's something that not everyone does, and I think it's an important first step to being able to really leverage the type of infrastructure that HPE offers. We have composible infrastructure in our data center. We have hyper-converged infrastructure. We have storage, we have all these different pieces that we are able to provision automatically and fluidly, rapidly, with API, which requires developer mindset, right? Not your traditional system administration, just keep an eye on a server. It's not like that any more, and I think it's really important that IT embraces developer practices and dev ops. And we're actually doing that at the hardware level, as well as then, right, you prep that foundation, so that your developer teams, your software developer teams can then build on it, too. >> I think this is a crucially important step for virtually every CIO to think about, and let me explain what I mean as quickly as I can. Every CIO says, "What am I going to do with my infrastructure people?" Analysts like us always say, "Oh, liberate your people to go solve problems." But having infrastructure people at least start thinking, acting like, imagining like developers is a step that allows you to solve near-term problems, and get them on the path to really using a developer mindset or developer problem-solving skills that may, in fact, help the business in other ways in the future. What do you think about that? >> Right, I think it is asking the IT traditional roles to step up, and learn a new skill set, which is not easy. It's an investment of time and resources, but well worth the effort. I think if you do not do that and expand your skill set, you will not be able to leverage these solutions that are out there. Or you'll just be using them kind of out of the box, which they'll work out of the box, but is that really what they're capable of doing? >> So how long did this take, to go through this transition at HudsonAlpha? >> Well, I've been with HudsonAlpha for two years, and from the moment that I arrived, we have a very small IT department, just a handful of people, so from the moment that I arrived, we just architect the job description that way, right? We write into the job description, "Welcome to IT. "By the way, you're a dev op software engineer now. "You're an infrastructure administrator. "You need to understand software to find networking." All of these pieces are expected, and it can be a lot of work to learn that on the side, but well worth it, yeah. >> Absolutely, absolutely, and I can tell you HudsonAlpha obviously is ahead of its time in terms of things that they are doing, 'cause trying to organize your workforce around software development mindset versus infrastructure administration mindset, it's a huge ordeal. But the way they have done it, is actually, I'm very happy to partner with them on this thing. >> So Said, how are you going to sort of measure success of this initiative? What are your objectives and what should we be looking for over the next 12, 18 months? >> Yeah, so our measure of success is how many developers are joining the community, and actually active. 'Cause people can join but if they're not active it's not really worth their time, right? So developers getting active on our slat channels, which we have all integrated into a platform, and then on our side, our developers, and our R-and-D guys are actually going to be collaborating directly with our users, the developers, you know, people like Katreena and others. And so measure of success is going to be how many problems we're able to solve, how much contribution people like Katreena are going to have on the platform itself, and what type of contribution, what type of API integration we're good doing, those are the kind of things we're looking for in short term. How many HP platform, how many, number of SDKs, number of blogs, those kinds of things, right? So those are the kind of analytics that we're going to actually follow through over the next 12 to 18 months. The idea needs to be every software platform, or every software solution that we launch, like OneSphere, it will be API-driven right from the start. And partner-driven, and developer-centric, right from the start. That's our idea of how we measure success here. >> Okay, we got to go, but Katreena, we'll give you the last word. What are you looking for, how will you measure success of this initiative? >> Well, success for us are completed projects and saving lives, literally. That's the wonderful thing about working at HudsonAlpha. It's very measurable in the amount of compute that we can accomplish, and storage that we can provision, and keep up the environment for the researchers, so-- >> Great, excellent. Well, have a great rest of Discover. Thanks so much for coming on theCUBE, appreciate it. >> Thank you, all right, bye-bye. >> You're welcome, all right, keep it right there, buddy. We'll be back with our next guest right after this short break. (electronica flourish)