>>Hi, everyone. And thanks for joining us today for our session on the 2020 Data Drivers Award winners. I'm excited to be here today with you. I'm a lease. Bergeron, vice president, product marketing for snowflake. Thes rewards are intended to recognize companies and individuals for using snowflakes, data cloud to drive innovation and impact in their organizations. Before we start our conversations, I want to quickly congratulate all of our award winners. First in the business awards are data driver of the year is Cisco. Our machine learning master is you Nipper, Our data sharing leader is Rakuten. Our data application of the year is observed and our data for good award goes to door dash for the individual and team awards. We first have the cost. Jane, Chief Digital officer of Paccar. We have a militiamen, director of cybersecurity and data science winning our data science Manager of the Year award at Comcast for a date. A pioneer of the year. We have Faisal KP, who's our senior manager of enterprise data Services at Pizza Hut. And lastly, we have our best data team going to McKesson, led by Jimmy Herff Data and Analytics platform leader Huge congratulations to all of these winners. It was very difficult to pick them amongst amazing set of nominations. So now let's dive into our conversations. We'll start with the data driver of the year. Representing Cisco today is Robbie. I'm a month do director data platform, data and analytics. >>Let me welcome everybody to the wonderful. Within a few years before Cisco used to be a company, you know, in making the decisions partly with the data and partly with the cuts. Because, you know, the data is told in multiple places the trading is not done right and things like that. So we, you know, really understood it. You know what was a challenge in the organism? By then we defined the data strategy on we put in a few plants in place, and it is working very well. But what is more important is basically how we provide the data towards data scientists and the data community in Cisco. I'm making them available in a highly available scalable on the elastic platforms. That's where you know, snowflake came into picture really very well for arrest, along with the other data strategies that we have had in place more importantly, data. Democratization was a key. You know, you along with the simplification, something technologies involved in the past. Our clients need to be worrying, laudable the technologies involved, you know, for example, we used to manage her before we make it. Snowflake Andi Snowflake, in a solve all of these problems for us with the ease on it. Really helping enabling a data data given ordinances in our >>system. In the data sharing leaders category, Rockhampton was our winner. We have mark staying trigger VP of analytics here to share their story. I >>wanna thank Snowflake for the award, and it's an honor to be a today. The ease of use of snowflake has allowed projects to move forward innovation to move forward in a way that it simply couldn't have done on old Duke systems or or or other platforms. And I think the truth the same is true for us on a lot of the similar topics, but also in the data sharing space, data sharing is a part off innovation. Like I think, most of the tech companies we work with certainly are business partners, merchants, but also with a range of other service providers and other technology vendors, um on other companies that we strategically share data with 2 May benefit of their service or thio to allow data modeling or advanced data collaboration or strategic business deals using the data and evaluated with the data on. But I think if you look Greece snowflake, you would see a lot of time and effort money going to just establishing that data connection that often involved substantial investments in technology data pipelines, risk evaluation, hashing, encrypt encryption. Security on what we found with snowflakes sharing functionality is that we can not eliminate those concerns, but that the technology just supports the ability to share data securely easily, quickly in a way that we could never do >>previously. Now we have a really inspiring winner of the data for good award door dash with their Project Dash Initiative here to speak about their work is act shot near Engineering manager >>Thank you sports to snowflake for recognizing us for this initiative. Eso For those of you who don't know, Dash, the logistics technology platform company that connects people with the best in their cities and Project Dash, our flagship social impact program, uses the door dash logistics platform to tackle the challenges like hunger and food waste. It was launched in 2018 on over the first two years in partnership with food recovery organizations, we powered the delivery off over £2 million of surplus food from businesses to hunger relief agencies across the U. S. And Canada. Andi simply do Toko with tremendous need has a much we were ableto power. The delivery often estimated 5.8 million meals to food insecure communities and frontline workers across 48 states on the 3.5 million off. These meals have been delivered since much. We do all of our analysis for our business functions from like product development to skills and social impact in snowflake On the numbers I just provided here actually have come from Snowflake on. We have used it to provide various forms of reporting, tow our government and non profit partners on this snowflake. We can help them understand the impact, analyzed friends and ensure complaints in cases where we are supporting efforts for agencies like FEMA, our USDA onda. Lastly, our team is really excited to be recognized by snowflake for using data for good. It has reminded us to continue doubling down on our commitment to using our product and expertise to partner with communities we operated. Thank you again. >>The winner of the machine Learning Master's word is unit for Energy. Viola Sarcoma Data Innovation leader is here on behalf of unit for >>Hello, everyone, Thanks for having me here. It's really a pleasure. And we were really proud to get this award. It means a lot for you. Nipper. It's huge recognition for our effort since last couple of years assed part of our journey and also a celebration off our success now for you. Newport. It would not be possible to start looking at Advanced Analytics techniques, not having a solid data foundation in place. And that's where we invested a lot in our cloud data platform in the cloud back by snowflake. Having this platform allowed us to employ advanced analytics techniques, combining data from Markit from fundamental data, different other sources of data like weather and extracting new friends, new signals that basically help us to partly or even in some cases fully automate some trading strategy. And we believe this will be really fundamental for for the future off raiding in our company and we will definitely invest in this area in the future. >>Our data application of the year is observed. Observers recognizes the most innovative, data driven application built on Snowflake and representing observed today is their CEO, Jeremy Burton. >>Let me just echo the thanks from the other folks on the coal. I mean snowflakes, separation of storage. Compute. I can't overstate what a really big deal it is. Um, it means that we can ingest in store data. Really? For the price of Amazon s three on board, we're in a category where vendors of historically charged for volume of data ingested. So you can imagine this really represents huge savings. Um, in addition, and maybe on a more technical note, snowflakes, elastic architectures really enables us to direct queries appropriately, based on the complexity of the query. So small queries or simple queries weaken director extra small warehouses and complex queries. We can direct, you know, for Excel. Or I think even a six x l is either there are on its way. The key thing there is that users they're not sitting around waiting for results to appear regardless of the query complexity. So I mean, really? The separation storage compute on the elastic architectures is a really big deal for us. >>Turning to the data Pioneer of the Year Award, I'm excited to be here with Faisal KP, senior manager of Enterprise Data Services from Pizza Hut. >>First of all, thank you, Snowflake, for giving this wonderful person. I think it means a lot for us in terms of validating what we're doing. I think we were one of the earlier adopters of Snowflake. We saw the vision of snowflake, you know, stories. Russell's computer separation on all the goodies, right? Right from back in 2017, I believe what snowflake enabled us is to actually get the scale with very little manpower, which is needed to man the entire system. So on the Super Bowl day, we have, you know, the entire crew literally a boardroom where the right from the CME, most of the CEOs to all the folks will be sitting and watching what is happening in the system. And we have to do a lot of real time analytics during that time. So with snowflake, you know, way used the elasticity of the platform we use, you know, platform you know their solutions, like snow pipe to basically automate the data ingestion coming through various channels, from the commas, from the stores, everything simultaneously. So as soon as the program is done, you know, we can scale scale down to our normal volume, which means we can, you know, way can save a lot. Of course. So definitely it snowflake has been game changer for us in terms of how we provide real time analytics. Our systems are used by thousands off restaurants throughout the country and, you know, by hundreds of franchisees. So the scale is something we have achieved with a lot of ability and success. >>In the category of data science Manager of the Year Award, we have a mission Min, director of cybersecurity and data science at Comcast. >>So thank you for having me and thank you for this wonderful award. So one of the biggest challenges you see in this other security spaces the tremendous amount of data that we have to compute every day to find the gold haystack. So one of the big challenges we overcame with by uniting snowflake was how do we go from like my other counterparts on the panel have said Theo operational overhead of maintaining a large data store and moved to more of results driven and data focused environment. And, you know, part of that journey was really the tremendous leadership. Comcast saying, You know, we want Thio through our day to day lives by relying less on operational work and Maura on answering questions. And so you know, over the last year we've really put Snowflake at the center of our ecosystem, knowing that it's elastic platform and its ability scale infinitely have given us the ability to dream big and use it to drop five cybersecurity. And while it's traditionally used for cybersecurity, we're starting to see the benefits right away and the beauty of the snowflake. Ecos, Miss. We're now able to enable folks that not traditionally have big data skills, but they have standards, sequel skills, and they could still work in the snowflake platform. So, you know, the transition to cloud has been very powerful for us as an organization. But I think the end story, the real takeaways, by moving our secretary operation to the cloud, we're now been able to enable more people and get the results they were looking for. You know, as other people have said fast, people hate to wait. So the scale of snowflake really shines. >>Yeah. Now, let's hear from our data Executive of the year. The Cost. Jane. Chief Digital Officer Packer. >>Thank you very much, Snowflake, for this really incredible recognition and honor of the work we're doing it back. Are we began. The first step in this process was for us to develop an enterprise Great data platform in the cloud capable off managing every aspect of data at scale. This this platform includes snowflake as our analytics data warehouse amongst many other technologies that we used for ingestion of data, data processing, uh, data governance, transactional, uh, needs and others. So this platform, once developed, has really helped us leverage data across the broad pack. Our systems and applications globally very efficiently and is enabling pack are, as a result to enhance every aspect. Selfish business with data. >>Ah, big congratulations again to all of the winners of the 2020 Data Drivers Awards. Thanks so much for joining us for a great conversation. And we hope that you enjoy the rest of the data cloud summit

>>from around the globe. It's the Cube with digital coverage of VM World 2020 brought to you by VM Ware and its ecosystem partners. Hello and welcome back to the cubes. Virtual coverage of VM World 2020 Virtual I'm John for your host of the Cube, our 11th year covering V emeralds. Not in person. It's virtual. I'm with my coast, Dave. A lot, of course. Ah, guest has been on every year since the cubes existed. Sanjay Putin, who is now the chief operating officer for VM Ware Sanjay, Great to see you. It's our 11th years. Virtual. We're not in person. Usually high five are going around. But hey, virtual fist pump, >>virtual pissed bump to you, John and Dave, always a pleasure to talk to you. I give you more than a virtual pistol. Here's a virtual hug. >>Well, so >>great. Back at great. >>Great to have you on. First of all, a lot more people attending the emerald this year because it's virtual again, it doesn't have the face to face. It is a community and technical events, so people do value that face to face. Um, but it is virtually a ton of content, great guests. You guys have a great program here, Very customer centric. Kind of. The theme is, you know, unpredictable future eyes is really what it's all about. We've talked about covert you've been on before. What's going on in your perspective? What's the theme of your main talks? >>Ah, yeah. Thank you, John. It's always a pleasure to talk to you folks. We we felt as we thought, about how we could make this content dynamic. We always want to make it fresh. You know, a virtual show of this kind and program of this kind. We all are becoming experts at many Ted talks or ESPN. Whatever your favorite program is 60 minutes on becoming digital producers of content. So it has to be crisp, and everybody I think was doing this has found ways by which you reduce the content. You know, Pat and I would have normally given 90 minute keynotes on day one and then 90 minutes again on day two. So 180 minutes worth of content were reduced that now into something that is that entire 180 minutes in something that is but 60 minutes. You you get a chance to use as you've seen from the keynote an incredible, incredible, you know, packed array of both announcements from Pat myself. So we really thought about how we could organize this in a way where the content was clear, crisp and compelling. Thekla's piece of it needed also be concise, but then supplemented with hundreds of sessions that were as often as possible, made it a goal that if you're gonna do a break out session that has to be incorporate or lead with the customer, so you'll see not just that we have some incredible sea level speakers from customers that have featured in in our pattern, Mikey notes like John Donahoe, CEO of Nike or Lorry beer C I, a global sea of JPMorgan Chase partner Baba, who is CEO of Zuma Jensen Wang, who is CEO of video. Incredible people. Then we also had some luminaries. We're gonna be talking in our vision track people like in the annuity. I mean, one of the most powerful women the world many years ranked by Fortune magazine, chairman, CEO Pepsi or Bryan Stevenson, the person who start in just mercy. If you watch that movie, he's a really key fighter for social justice and criminal. You know, reform and jails and the incarceration systems. And Malala made an appearance. Do I asked her personally, I got to know her and her dad's and she spoke two years ago. I asked her toe making appearance with us. So it's a really, really exciting until we get to do some creative stuff in terms of digital content this year. >>So on the product side and the momentum side, you have great decisions you guys have made in the past. We covered that with Pat Gelsinger, but the business performance has been very strong with VM. Where, uh, props to you guys, Where does this all tie together for in your mind? Because you have the transformation going on in a highly accelerated rate. You know, cov were not in person, but Cove in 19 has proven, uh, customers that they have to move faster. It's a highly accelerated world, a lot. Lots changing. Multi cloud has been on the radar. You got security. All the things you guys are doing, you got the AI announcements that have been pumping. Thean video thing was pretty solid. That project Monterey. What does the customer walk away from this year and and with VM where? What is the main theme? What what's their call to action? What's what do they need to be doing? >>I think there's sort of three things we would encourage customers to really think about. Number one is, as they think about everything in infrastructure, serves APS as they think about their APS. We want them to really push the frontier of how they modernize their athletic applications. And we think that whole initiative off how you modernized applications driven by containers. You know, 20 years ago when I was a developer coming out of college C, C plus, plus Java and then emerge, these companies have worked on J two ee frameworks. Web Logic, Be Aware logic and IBM Web Street. It made the development off. Whatever is e commerce applications of portals? Whatever was in the late nineties, early two thousands much, much easier. That entire world has gotten even easier and much more Micro service based now with containers. We've been talking about kubernetes for a while, but now we've become the leading enterprise, contain a platform making some incredible investments, but we want to not just broaden this platform. We simplified. It is You've heard everything in the end. What works in threes, right? It's sort of like almost t shirt sizing small, medium, large. So we now have tens Ooh, in the standard. The advanced the enterprise editions with lots of packaging behind that. That makes it a very broad and deep platform. We also have a basic version of it. So in some sense it's sort of like an extra small. In addition to the small medium large so tends to and everything around at modernization, I think would be message number one number two alongside modernization. You're also thinking about migration of your workloads and the breadth and depth of, um, er Cloud Foundation now of being able to really solve, not just use cases, you are traditionally done, but also new ai use cases. Was the reason Jensen and us kind of partner that, and I mean what a great company and video has become. You know, the king maker of these ai driven applications? Why not run those AI applications on the best infrastructure on the planet? Remember, that's a coming together of both of our platforms to help customers. You know automotive banking fraud detection is a number of AI use cases that now get our best and we want it. And the same thing then applies to Project Monterey, which takes the B c f e m A Cloud Foundation proposition to smart Knicks on Dell, HP Lenovo are embracing the in video Intel's and Pen Sandoz in that smart make architectural, however, that so that entire world of multi cloud being operative Phobia Macleod Foundation on Prem and all of its extended use cases like AI or Smart Knicks or Edge, but then also into the AWS Azure, Google Multi Cloud world. We obviously had a preferred relationship with Amazon that's going incredibly well, but you also saw some announcements last week from, uh, Microsoft Azure about azure BMR solutions at their conference ignite. So we feel very good about the migration opportunity alongside of modernization on the third priority, gentlemen would be security. It's obviously a topic that I most recently taken uninterested in my day job is CEO of the company running the front office customer facing revenue functions by night job by Joe Coffin has been driving. The security strategy for the company has been incredibly enlightening to talk, to see SOS and drive this intrinsic security or zero trust from the network to end point and workload and cloud security. And we made some exciting announcements there around bringing together MAWR capabilities with NSX and Z scaler and a problem black and workload security. And of course, Lassiter wouldn't cover all of this. But I would say if I was a attendee of the conference those the three things I want them to take away what BMR is doing in the future of APS what you're doing, the future of a multi cloud world and how we're making security relevant for distributed workforce. >>I know David >>so much to talk about here, Sanjay. So, uh, talk about modern APS? That's one of the five franchise platforms VM Ware has a history of going from, you know, Challenger toe dominant player. You saw that with end user computing, and there's many, many other examples, so you are clearly one of the top, you know. Let's call it five or six platforms out there. We know what those are, uh, and but critical to that modern APS. Focus is developers, and I think it's fair to say that that's not your wheelhouse today, but you're making moves there. You agree that that is, that is a critical part of modern APS, and you update us on what you're doing for that community to really take a leadership position there. >>Yeah, no, I think it's a very good point, David. We way seek to constantly say humble and hungry. There's never any assumption from us that VM Ware is completely earned anyplace off rightful leadership until we get thousands, tens of thousands. You know, we have a half a million customers running on our virtualization sets of products that have made us successful for 20 years 70 million virtual machines. But we have toe earn that right and containers, and I think there will be probably 10 times as many containers is their virtual machines. So if it took us 20 years to not just become the leader in in virtual machines but have 70 million virtual machines, I don't think it will be 20 years before there's a billion containers and we seek to be the leader in that platform. Now, why, Why VM Where and why do you think we can win in their long term. What are we doing with developers Number one? We do think there is a container capability independent of virtual machine. And that's what you know, this entire world of what hefty on pivotal brought to us on. You know, many of the hundreds of customers that are using what was formerly pivotal and FDR now what's called Tan Xue have I mean the the case. Studies of what those customers are doing are absolutely incredible. When I listen to them, you take Dick's sporting goods. I mean, they are building curbside, pick up a lot of the world. Now the pandemic is doing e commerce and curbside pick up people are going to the store, That's all based on Tan Xue. We've had companies within this sort of world of pandemic working on contact, tracing app. Some of the diagnostic tools built without they were the lab services and on the 10 zoo platform banks. Large banks are increasingly standardizing on a lot of their consumer facing or wealth management type of applications, anything that they're building rapidly on this container platform. So it's incredible the use cases I'm hearing public sector. The U. S. Air Force was talking about how they've done this. Many of them are not public about how they're modernizing dams, and I tend to learn the best from these vertical use case studies. I mean, I spend a significant part of my life is you know, it s a P and increasingly I want to help the company become a lot more vertical. Use case in banking, public sector, telco manufacturing, CPG retail top four or five where we're seeing a lot of recurrence of these. The Tan Xue portfolio actually brings us closest to almost that s a P type of dialogue because we're having an apse dialogue in the in the speak of an industry as opposed to bits and bytes Notice I haven't talked at all about kubernetes or containers. I'm talking about the business problem being solved in a retailer or a bank or public sector or whatever have you now from a developer audience, which was the second part of your question? Dave, you know, we talked about this, I think a year or two ago. We have five million developers today that we've been able to, you know, as bringing these acquisitions earn some audience with about two or three million from from the spring community and two or three million from the economic community. So think of those five million people who don't know us because of two acquisitions we don't. Obviously spring was inside Vienna where went out of pivotal and then came back. So we really have spent a lot of time with that community. A few weeks ago, we had spring one. You guys are aware of that? That conference record number of attendees okay, Registered, I think of all 40 or 50,000, which is, you know, much bigger than the physical event. And then a substantial number of them attended live physical. So we saw a great momentum out of spring one, and we're really going to take care of that, That that community base of developers as they care about Java Manami also doing really, really well. But then I think the rial audience it now has to come from us becoming part of the conversation. That coupon at AWS re invent at ignite not just the world, I mean via world is not gonna be the only place where infrastructure and developers come to. We're gonna have to be at other events which are very prominent and then have a developer marketplace. So it's gonna be a multiyear effort. We're okay with that. To grow that group of about five million developers that we today Kate or two on then I think there will be three or four other companies that also play very prominently to developers AWS, Microsoft and Google. And if we're one among those three or four companies and remembers including that list, we feel very good about our ability to be in a place where this is a shared community, takes a village to approach and an appeal to those developers. I think there will be one of those four companies that's doing this for many years to >>come. Santa, I got to get your take on. I love your reference to the Web days and how the development environment change and how the simplicity came along very relevant to how we're seeing this digital transformation. But I want to get your thoughts on how you guys were doing pre and now during and Post Cove it. You already had a complicated thing coming on. You had multi cloud. You guys were expanding your into end you had acquisitions, you mentioned a few of them. And then cove it hit. Okay, so now you have Everything is changing you got. He's got more complex city. You have more solutions, and then the customer psychology is change. You got to spectrums of customers, people trying to save their business because it's changed, their customer behavior has changed. And you have other customers that are doubling down because they have a tailwind from Cove it, whether it's a modern app, you know, coming like Zoom and others are doing well because of the environment. So you got your customers air in this in this in this, in this storm, you know, they're trying to save down, modernized or or or go faster. How are you guys changing? Because it's impacted how you sell. People are selling differently, how you implement and how you support customers, because you already had kind of the whole multi cloud going on with the modern APS. I get that, but Cove, it has changed things. How are you guys adopting and changing to meet the customer needs who are just trying to save their business on re factor or double down and continue >>John. Great question. I think I also talked about some of this in one of your previous digital events that you and I talked about. I mean, you go back to the last week of February 1st week of March, actually back up, even in January, my last trip on a plane. Ah, major trip outside this country was the World Economic Forum in Davos. And, you know, there were thousands of us packed into the small digits in Switzerland. I was sitting having dinner with Andy Jassy in a restaurant one night that day. Little did we know. A month later, everything would change on DWhite. We began to do in late February. Early March was first. Take care of employees. You always wanna have the pulse, check employees and be in touch with them. Because the health and safety of employees is much more important than the profits of, um, where you know. So we took care of that. Make sure that folks were taking care of older parents were in good place. We fortunately not lost anyone to death. Covert. We had some covert cases, but they've recovered on. This is an incredible pandemic that connects all of us in the human fabric. It has no separation off skin color or ethnicity or gender, a little bit of difference in people who are older, who might be more affected or prone to it. But we just have to, and it's taught me to be a significantly more empathetic. I began to do certain things that I didn't do before, but I felt was the right thing to do. For example, I've begun to do 25 30 minute calls with every one of my key countries. You know, as I know you, I run customer operations, all of the go to market field teams reporting to me on. I felt it was important for me to be showing up, not just in the big company meetings. We do that and big town halls where you know, some fractions. 30,000 people of VM ware attend, but, you know, go on, do a town hall for everybody in a virtual zoom session in Japan. But in their time zone. So 10 o'clock my time in the night, uh, then do one in China and Australia kind of almost travel around the world virtually, and it's not long calls 25 30 minutes, where 1st 10 or 15 minutes I'm sharing with them what I'm seeing across other countries, the world encouraging them to focus on a few priorities, which I'll talk about in a second and then listening to them for 10 15 minutes and be, uh and then the call on time or maybe even a little earlier, because every one of us is going to resume button going from call to call the call. We're tired of T. There's also mental, you know, fatigue that we've gotta worry about. Mental well, being long term. So that's one that I personally began to change. I began to also get energy because in the past, you know, I would travel to Europe or Asia. You know, 40 50%. My life has travel. It takes a day out of your life on either end, your jet lag. And then even when you get to a Tokyo or Beijing or to Bangalore or the London, getting between sites of these customers is like a 45 minute, sometimes in our commute. Now I'm able to do many of these 25 30 minute call, so I set myself a goal to talk to 1000 chief security officers. I know a lot of CEOs and CFOs from my times at S A P and VM ware, but I didn't know many security officers who often either work for a CEO or report directly to the legal counsel on accountable to the audit committee of the board. And I got a list of these 1,002,000 people we called email them. Man, I gotta tell you, people willing to talk to me just coming, you know, into this I'm about 500 into that. And it was role modeling to my teams that the top of the company is willing to spend as much time as possible. And I have probably gotten a lot more productive in customer conversations now than ever before. And then the final piece of your question, which is what do we tell the customer in terms about portfolio? So these were just more the practices that I was able to adapt during this time that have given me energy on dial, kind of get scared of two things from the portfolio perspective. I think we began to don't notice two things. One is Theo entire move of migration and modernization around the cloud. I describe that as you know, for example, moving to Amazon is a migration opportunity to azure modernization. Is that whole Tan Xue Eminem? Migration of modernization is highly relevant right now. In fact, taking more speed data center spending might be on hold on freeze as people kind of holding till depend, emmick or the GDP recovers. But migration of modernization is accelerating, so we wanna accelerate that part of our portfolio. One of the products we have a cloud on Amazon or Cloud Health or Tan Xue and maybe the other offerings for the other public dog. The second part about portfolio that we're seeing acceleration around is distributed workforce security work from home work from anywhere. And that's that combination off workspace, one for both endpoint management, virtual desktops, common black envelope loud and the announcements we've now made with Z scaler for, uh, distributed work for security or what the analysts called secure access. So message. That's beautiful because everyone working from home, even if they come back to the office, needs a very different model of security and were now becoming a leader in that area. of security. So these two parts of the portfolio you take the five franchise pillars and put them into these two buckets. We began to see momentum. And the final thing, I would say, Guys, just on a soft note. You know, I've had to just think about ways in which I balance work and family. It's just really easy. You know what, 67 months into this pandemic to burn out? Ah, now I've encouraged my team. We've got to think about this as a marathon, not a sprint. Do the personal things that you wanna do that will make your life better through this pandemic. That in practice is that you keep after it. I'll give you one example. I began biking with my kids and during the summer months were able to bike later. Even now in the fall, we're able to do that often, and I hope that's a practice I'm able to do much more often, even after the pandemic. So develop some activities with your family or with the people that you love the most that are seeing you a lot more and hopefully enjoying that time with them that you will keep even after this pandemic ends. >>So, Sanjay, I love that you're spending all this time with CSOs. I mean, I have a Well, maybe not not 1000 but dozens. And they're such smart people. They're really, you know, in the thick of things you mentioned, you know, your partnership with the scale ahead. Scott Stricklin on who is the C. C so of Wyndham? He was talking about the security club. But since the pandemic, there's really three waves. There's the cloud security, the identity, access management and endpoint security. And one of the things that CSOs will tell you is the lack of talent is their biggest challenge. And they're drowning in all these products. And so how should we think about your approach to security and potentially simplifying their lives? >>Yeah. You know, Dave, we talked about this, I think last year, maybe the year before, and what we were trying to do in security was really simplified because the security industry is like 5000 vendors, and it's like, you know, going to a doctor and she tells you to stay healthy. You gotta have 5000 tablets. You just cannot eat that many tablets you take you days, weeks, maybe a month to eat that many tablets. So ah, grand simplification has to happen where that health becomes part of your diet. You eat your proteins and vegetables, you drink your water, do your exercise. And the analogy and security is we cannot deploy dozens of agents and hundreds of alerts and many, many consoles. Uh, infrastructure players like us that have control points. We have 70 million virtual machines. We have 75 million virtual switches. We have, you know, tens of million's off workspace, one of carbon black endpoints that we manage and secure its incumbent enough to take security and making a lot more part of the infrastructure. Reduce the need for dozens and dozens of point tools. And with that comes a grand simplification of both the labor involved in learning all these tools. Andi, eventually also the cost of ownership off those particular tool. So that's one other thing we're seeking to do is increasingly be apart off that education off security professionals were both investing in ah, lot of off, you know, kind of threat protection research on many of our folks you know who are in a threat. Behavioral analytics, you know, kind of thread research. And people have come out of deep hacking experience with the government and others give back to the community and teaching classes. Um, in universities, there are a couple of non profits that are really investing in security, transfer education off CSOs and their teams were contributing to that from the standpoint off the ways in which we can give back both in time talent and also a treasure. So I think is we think about this. You're going to see us making this a long term play. We have a billion dollar security business today. There's not many companies that have, you know, a billion dollar plus of security is probably just two or three, and some of them have hit a wall in terms of their progress sport. We want to be one of the leaders in cybersecurity, and we think we need to do this both in building great product satisfying customers. But then also investing in the learning, the training enable remember, one of the things of B M worlds bright is thes hands on labs and all the training enable that happened at this event. So we will use both our platform. We in world in a variety of about the virtual environments to ensure that we get the best education of security to professional. >>So >>that's gonna be exciting, Because if you look at some of the evaluations of some of the pure plays I mean, you're a cloud security business growing a triple digits and, you know, you see some of these guys with, you know, $30 billion valuations, But I wanted to ask you about the market, E v m. Where used to be so simple Right now, you guys have expanded your tam dramatically. How are you thinking about, you know, the market opportunity? You've got your five franchise platforms. I know you're very disciplined about identifying markets, and then, you know, saying, Okay, now we're gonna go compete. But how do you look at the market and the market data? Give us the update there. >>Yeah, I think. Dave, listen, you know, I like davinci statement. You know, simplicity is the greatest form of sophistication, and I think you've touched on something that which is cos we get bigger. You know, I've had the great privilege of working for two great companies. s a P and B M where the bulk of my last 15 plus years And if something I've learned, you know, it's very easy. Both companies was to throw these TLS three letter acronyms, okay? And I use an acronym and describing the three letter acronyms like er or s ex. I mean, they're all acronyms and a new employee who comes to this company. You know, Carol Property, for example. We just hired her from Google. Is our CMO her first comments like, My goodness, there is a lot of off acronyms here. I've gotta you need a glossary? I had the same reaction when I joined B. M or seven years ago and had the same reaction when I joined the S A. P 15 years ago. Now, of course, two or three years into it, you learn everything and it becomes part of your speed. We have toe constantly. It's like an accordion like you expanded by making it mawr of luminous and deep. But as you do that it gets complex, you then have to simplify it. And that's the job of all of us leaders and I this year, just exemplifying that I don't have it perfect. One of the gifts I do have this communication being able to simplify things. I recorded a five minute video off our five franchise pill. It's just so that the casual person didn't know VM where it could understand on. Then, when I'm on your shore and when on with Jim Cramer and CNBC, I try to simplify, simplify, simplify, simplify because the more you can talk and analogies and pictures, the more the casual user. I mean, of course, and some other audiences. I'm talking to investors. Get it on. Then, Of course, as you go deeper, it should be like progressive layers or feeling of an onion. You can get deeper. It's not like the entire discussion with Sanjay Putin on my team is like, you know, empty suit. It's a superficial discussion. We could go deeper, but you don't have to begin the discussion in the bowels off that, and that's really what we don't do. And then the other part of your question was, how do we think about new markets? You know, we always start with Listen, you sort of core in contact our borough come sort of Jeffrey Moore, Andi in the Jeffrey more context. You think about things that you do really well and then ask yourself outside of that what the Jason sees that are closest to you, that your customers are asking you to advance into on that, either organically to partnerships or through acquisitions. I think John and I talked about in the previous dialogue about the framework of build partner and by, and we always think about it in that order. Where do we advance and any of the moves we've made six years ago, seven years ago and I joined the I felt VM are needed to make a move into mobile to really cement opposition in end user computing. And it took me some time to convince my peers and then the board that we should by Air One, which at that time was the biggest acquisition we've ever done. Okay. Similarly, I'm sure prior to me about Joe Tucci, Pat Nelson. We're thinking about nice here, and I'm moving to networking. Those were too big, inorganic moves. +78 years of Raghu was very involved in that. The decisions we moved to the make the move in the public cloud myself. Rgu pack very involved in the decision. Their toe partner with Amazon, the change and divest be cloud air and then invested in organic effort around what's become the Claudia. That's an organic effort that was an acquisition fast forward to last year. It took me a while to really Are you internally convinced people and then make the move off the second biggest acquisition we made in carbon black and endpoint security cement the security story that we're talking about? Rgu did a similar piece of good work around ad monetization to justify that pivotal needed to come back in. So but you could see all these pieces being adjacent to the core, right? And then you ask yourself, Is that context meaning we could leave it to a partner like you don't see us get into the hardware game we're partnering with. Obviously, the players like Dell and HP, Lenovo and the smart Knick players like Intel in video. In Pensando, you see that as part of the Project Monterey announcement. But the adjacent seas, for example, last year into app modernization up the stack and into security, which I'd say Maura's adjacent horizontal to us. We're now made a lot more logical. And as we then convince ourselves that we could do it, convince our board, make the move, We then have to go and tell our customers. Right? And this entire effort of talking to CSOs What am I doing is doing the same thing that I did to my board last year, simplified to 15 minutes and get thousands of them to understand it. Received feedback, improve it, invest further. And actually, some of the moves were now making this year around our partnership in distributed Workforce Security and Cloud Security and Z scaler. What we're announcing an XDR and Security Analytics. All of the big announcements of security of this conference came from what we heard last year between the last 12 months of my last year. Well, you know, keynote around security, and now, and I predict next year it'll be even further. That's how you advance the puck every year. >>Sanjay, I want to get your thoughts. So now we have a couple minutes left. But we did pull the audience and the community to get some questions for you, since it's virtually wanted to get some representation there. So I got three questions for you. First question, what comes after Cloud and number two is VM Ware security company. And three. What company had you wish you had acquired? >>Oh, my goodness. Okay, the third one eyes gonna be the turkey is one, I think. Listen, because I'm gonna give you my personal opinion, and some of it was probably predates me, so I could probably safely So do that. And maybe put the blame on Joe Tucci or somebody else is no longer here. But let me kind of give you the first two. What comes after cloud? I think clouds gonna be with us for a long time. First off this multi cloud world, you just look at the moment, um, that AWS and azure and the other clouds all have. It's incredible on I think this that multi cloud from phenomenon. But if there's an adapt ation of it, it's gonna be three forms of cloud. People are really only focus today in private public cloud. You have to remember the edge and Telco Cloud and this pendulum off the right balance of workloads between the data center called it a private cloud. The public cloud on one end and the telco edge on the other end. I think we're in a really good position for workloads to really swing between all three of those locations. Three other part that I think comes as a sequel to Cloud is cloud native. All of the capabilities a serverless functions but also containers that you know. Obviously the one could think of that a sister topics to cloud but the entire world of containers. The other seat, uh, then cloud a cloud native will also be topics, but these were all fairly connected. That's how I'd answer the first question. A security company? Absolutely. We you know, we aspire to be one of the leading companies in cyber security. I don't think they will be only one. We have to show this by the wealth on breath of our customers. The revenue momentum we have Gartner ranking us or the analysts ranking us in top rights of magic quadrants being viewed as an innovator simplifying the stack. But listen, we weren't even on the radar. We weren't speaking of the security conferences years ago. Now we are. We have a billion dollar security business, 20,000 plus customers, really strong presences and network endpoint and workload and Cloud Security. The three Coppola's a lot more coming in Security analytics, Cloud Security distributed workforce Security. So we're here to stay. And if anything, BMR persist through this, we're planning for multi your five or 10 year timeframe. And in that course I mean, the competition is smaller. Companies that don't have the breadth and depth of the n words are Andy muscle and are going market. We just have to keep building great products and serving customer on the third man. There's so many. But I mean, I think Listen, when I was looking back, I always wondered this is before I joined so I could say the summit speculatively on. Don't you know, make this This is BMR. Sorry. This is Sanjay one's opinion. Not VM. I gotta make very, very clear. Well, listen, I would have if I was at BMO in 2012 or 2013. I would love to about service now then service. It was a great company. I don't even know maybe the company's talk, but then talk about a very successful company at that time now. Maybe their priorities were different. I wasn't at the company at the time, but I can speculate if that had happened, that would have been an interesting Now I think that was during the time of Paul Maritz here and and so on. So for them, maybe there were other priorities the company need to get done. But at that time, of course, today s so it's not as big of a even slightly bigger market cap than us. So that's not happening. But that's a great example of a good company that I think would have at that time fit very well with VM Ware. And then there's probably we don't look back and regret we move forward. I mean, I think about the acquisitions we have made the big ones. Okay, Nice era air watch pop in black. Pivotal. The big moves we've made in terms of partnership. Amazon. What? We're announcing this This, you know, this week within video and Z scaler. So you never look back and regret. You always look for >>follow up on that To follow up on that from a developer, entrepreneurial or partner Perspective. Can you share where the white spaces for people to innovate around vm Where where where can people partner and play. Whether I'm an entrepreneur in a garage or venture back, funded or say a partner pivoting and or resetting with Govind, where's the white spaces with them? >>I think that, you know, there's gonna be a number off places where the Tan Xue platform develops, as it kind of makes it relevant to developers. I mean, there's, I think the first way we think about this is to make ourselves relevant toe all of that ecosystem around the C I. C. D type apply platform. They're really good partners of ours. They're like, get lab, You know, all of the ways in which open source communities, you know will play alongside that Hash E Corp. Jay frog there number of these companies that are partnering with us and we're excited about all of their relevancy to tend to, and it's our job to go and make that marketplace better and better. You're going to hear more about that coming up from us on. Then there's the set of data companies, you know, con fluent. You know, of course, you've seen a big I p o of a snowflake. All of those data companies, we'll need a very natural synergy. If you think about the old days of middleware, middleware is always sort of separate from the database. I think that's starting to kind of coalesce. And Data and analytics placed on top of the modern day middleware, which is containers I think it's gonna be now does VM or play physically is a data company. We don't know today we're gonna partner very heavily. But picking the right set of partners been fluent is a good example of one on. There's many of the next generation database companies that you're going to see us partner with that will become part of that marketplace influence. And I think, as you see us certainly produce out the VM Ware marketplace for developers. I think this is gonna be a game changing opportunity for us to really take those five million developers and work with the leading companies. You know, I use the example of get Lab is an example get help there. Others that appeal to developers tie them into our developer framework. The one thing you learn about developers, you can't have a mindset. With that, you all come to just us. It's a very mingled village off multiple ecosystems and Venn diagrams that are coalescing. If you try to take over the world, the developer community just basically shuns you. You have to have a very vibrant way in which you are mingling, which is why I described. It's like, Listen, we want our developers to come to our conferences and reinvent and ignite and get the best experience of all those provide tools that coincide with everybody. You have to take a holistic view of this on if you do that over many years, just like the security topic. This is a multi year pursuit for us to be relevant. Developers. We feel good about the future being bright. >>David got five minutes e. >>I thought you were gonna say Zoom, Sanjay, that was That was my wildcard. >>Well, listen, you know, I think it was more recently and very fast catapult Thio success, and I don't know that that's clearly in the complete, you know, sweet spot of the anywhere. I mean, you know, unified collaboration would have probably put us in much more competition with teams and, well, back someone you always have to think about what's in the in the bailiwick of what's closest to us, but zooms a great partner. Uh, I mean, obviously you love to acquire anybody that's hot, but Eric's doing really well. I mean, Erica, I'm sure he had many people try to come to buy him. I'm just so proud of him as a friend of all that he was named to Time magazine Top 100. But what he's done is phenomenon. I think he could build a company that's just his important, his Facebook. So, you know, I encourage him. Don't sell, keep building the company and you'll build a company that's going to be, you know, the enterprise version of Facebook. And I think that's a tremendous opportunity to do this better than anybody else is doing. And you know, I'm as an immigrant. He's, you know, China. Born now American, I'm Indian born, American, assim immigrants. We both have a similar story. I learned a lot from him. I learned a lot from him, from on speed on speed and how to move fast, he tells me he learns a thing to do for me on scale. We teach each other. It's a beautiful friendship. >>We'll make sure you put in a good word for the Kiwi. One more zoom integration >>for a final word or the zoom that is the future Facebook of the enterprise. Whatever, Sanjay, Thank >>you for connecting with us. Virtually. It is a digital foundation. It is an unpredictable world. Um, it's gonna change. It could be software to find the operating models or changing you guys. We're changing how you serve customers with new chief up commercial customer officer you have in place, which is a new hire. Congratulations. And you guys were flexing with the market and you got a tailwind. So congratulations, >>John and Dave. Always a pleasure. We couldn't do this without the partnership. Also with you. Congratulations of Successful Cube. And in its new digital format, Thank you for being with us With VM world here on. Do you know all that you're doing to get the story out? The guests that you have on the show, they look forward, including the nonviable people like, Hey, can I get on the Cuban like, Absolutely. Because they look at your platform is away. I'm telling this story. Thanks for all you're doing. I wish you health and safety. >>I'm gonna bring more community. And Dave is, you know, and Sanjay, and it's easier without the travel. Get more interviews, tell more stories and tell the most important stories. And thank you for telling your story and VM World story here of the emerald 2020. Sanjay Poon in the chief operating officer here on the Cube I'm John for a day Volonte. Thanks for watching Cube Virtual. Thanks for watching.

>>thank you so much that sake for inviting me to the Entity Research Summit. And I'm really excited to talk to all of them today. So I will be talking about achieving indistinguishability obfuscation from well founded assumptions. And this is really the result of a wonderful two year collaboration with But now it's standing. Graduate student I use chain will be graduating soon on my outstanding co author, Rachel Lynde from the University of Washington. So let me jump right into it. We all know that constructing indistinguishable the obfuscation. Constructing Io has been perhaps the most consequential open problem in the foundations of photography. For several years now, they've seen over 100 papers written that show how to use Iot to achieve a number of remarkable cryptographic goals. Um, that really expand the scope of cryptography in addition to doing just remarkable, really interesting new things. Unfortunately, however, until this work, I told the work I'm about to tell you about all known constructions of Iove. All required new hardness, assumptions, heart assumptions that were designed specifically to prove that Iowa secure. And unfortunately, uh, this has a torture of history. And many of the assumptions were actually broken, which led to just a lot of doubt and uncertainty about the status of Iot, whether it really exists or doesn't exist. And the work I'm about to tell you about today changes that state of affairs in the continental way in that we show how to build io from the combination of four well established topographic assumptions. Okay, let me jump right into it and tell you how we do it. So before this work that I'm about to tell you about over the last two years with Rachel and Ayush, we actually constructed a whole sequence of works that have looked at this question. And what we showed was that if we could just build a certain special object, then that would be sufficient for constructing Io, assuming well established assumptions like L W E P R g s and M C zero and the 68 assumption of a violin. Your mouths. Okay, So what is this object? The object first starts with a P. R G and >>S zero. In other words, of trg with constant locality that stretches end bits of seed to M bits of output where am is ended one plus Epsilon for any constant Epsilon zero. Yes, but in addition to this prg, we also have these l w we like samples. So as usual, we have an elder Bluey Secret s which is random vector z b two k, where K is the dimension of the secret, which is much smaller than any way also have this public about vectors ai which are also going to be okay. And now what is given out is are the elderly samples where the error is this X I that is just brilliant value. Uh, where these excise air Also the input to our prg. Okay, unfortunately, we needed to assume that these two things together, this y and Z together is actually pseudo random. But if you think about it, there is some sort of kind of strange assumption that assumes some kind of special leakage resilience, property of elderly, we where elderly samples, even with this sort of bizarre leakage on the errors from all debris, is still surround or still have some surrounding properties. And unfortunately, we had no idea how to prove that. And we still don't have any idea how to prove this. Actually, So this is just a assumption and we didn't know it's a new assumption. So far, it hasn't been broken, but that's pretty much it. That's all we knew about it. Um and that was it. If we could. If this is true, then we could actually build. I'll now to actually use this object. We needed additional property. We needed a special property that the output of this prg here can actually be computed. Every single bit of the output could be computed by a polynomial over the public. Elder Louise samples Why? And an additional secret w with the property that this additional secret w is actually quite small. It's only excise em to the one minus delta or some constant delta gradients. Barroso polynomial smaller from the output of the prg. And crucially, the degree of this polynomial is on Lee to its violin e er can this secret double that's where the bottle in your mouth will come. Okay. And in fact, this part we did not approve. So in this previous work, using various clever transformations, we were able to show that in fact we are able to construct this in a way to this Parliament has existed only degree to be short secret values. Double mhm. So now I'm gonna show you how using our new ideas were actually gonna build. That's a special object just like this from standard assumptions. We're just gonna be sufficient for building io, and we're gonna have to modify it a little bit. Okay? One of the things that makes me so excited is that actually, our ideas are extremely simple. I want to try to get that across today. Thanks. So the first idea is let's take thes elder movie samples that we have here and change them up a little bit when it changed them up. Start before I get to that in this talk, I want you to think of K the dimension of the secret here as something very small. Something like end of the excellent. That's only for the stock, not for the previous work. Okay. All right. So we have these elderly samples right from the previous work, but I'm going to change it up instead of computing them this way, as shown in the biggest slide on this line. Let's add some sparse hair. So let's replace this error x i with the air e i plus x I where e is very sparse. Almost all of these IIs or zero. But when the I is not zero is just completely random in all of Z, pizza just completely destroys all information. Okay, so first I just want to point out that the previous work that I already mentioned applies also to this case. So if we only want to compute P R g of X plus E, then that can still be computer the polynomial. That's degree to in a short W that's previous work the jail on Guess work from 2019. I'm not going to recall that you don't have time to tell you how you do it. It's very simple. Okay, so why are we doing this? Why are we adding the sparse error? The key observation is that even though I have changed the input of the PRG to the X Plus E because he is so sparse, prg of explosive is actually the same as P. R. G of X. In almost every outlet location. It's only a tiny, tiny fraction of the outputs that are actually corrupted by the sparse Arab. Okay, so for a moment Let's just pretend that in fact, we knew how to compute PRGF X with a degree to polynomial over a short seeking. We'll come back to this, I promise. But suppose for a moment we actually knew how to compute care to your ex, Not just scared of explosive in that case were essentially already done. And the reason is there's the L. P n over zp assumption that has been around for many years, which says that if you look at these sort of elderly like samples ai from the A, I s but plus a sparse air e I where you guys most zero open when it's not serious, completely random then In fact, these samples look pseudo random. They're indistinguishable from a I r r. I just completely uniform over ZP, okay? And this is a long history which I won't go because I don't have time, but it's just really nice or something. Okay, so let's see how we can use it. So again, suppose for the moment that we were able to compute, not just appeared you've explosive but appeared to you that well, the first operation that since we're adding the sparse R E I This part the the L P N part here is actually completely random by the LP an assumption so by L P and G. P, we can actually replace this entire term with just all right. And now, no, there is no more information about X present in the samples, The only place where as is being used in the input to the prg and as a result, we could just apply to sit around this of the prg and say this whole thing is pseudo random and that's it. We've now proven that this object that I wanted to construct it is actually surrounded, which is the main thing that was so bothering us and all this previous work. Now we get it like that just for the snap of our fingers just immediately from people. Okay, so the only thing that's missing that I haven't told you yet is Wait, how do we actually compute prg attacks? Right? Because we can compute p r g of X plus e. But there's still gonna be a few outputs. They're gonna be wrong. So how can we correct those few corrupted output positions to recover PRGF s? So, for the purpose of this talks because I don't have enough time. I'm gonna make sort of a crazy simplifying assumption. Let's just assume that in fact, Onley one out the position of P r g of X plus e was correct. So it's almost exactly what PR gox. There's only one position in prg of Ecstasy which needs to be corrected to get us back to PR gox. Okay, so how can we do that? The idea is again really, really simple. Okay, so the output of the PRG is an M. Becker and so Dimension and Becker. But let's actually just rearrange that into a spirit of them by spirit of them matrix. And as I mentioned, there's only one position in this matrix that actually needs to be corrected. So let's make this correction matrix, which is almost everywhere. Zero just in position. I j it contains a single correction factor. Why, right? And if you can add this matrix to prg of explosive, then we'll get PR dribbles. Okay, so now the Onley thing I need to do is to compute this extremely sparse matrix. And here the observation was almost trivia. Just I could take a spirit of em by one maker That just has why in position I and I could take a one by spirit of them matrix. I just have one in position J zero everywhere else. If I just take the tensor product was music the matrix product of these two of these two off this column vector in a row vector. Then I will get exactly this correction matrix. Right? And note that these two vectors that's called them you and be actually really, really swamped their only spirit of n dimensional way smaller than them. Right? So if I want to correct PRGF Expo see, all I have to do is add you, Tenzer V and I can add the individual vectors u and V to my short secret w it's still short. That's not gonna make W's any sufficiently bigger. And you chancery is only a degree to computation. So in this way, using a degree to computation, we can quickly, uh, correct our our computation to recover prg events. And now, of course, this was oversimplifying situation, uh, in general gonna have many more areas. We're not just gonna have one error, like as I mentioned, but it turns out that that is also easy to deal with, essentially the same way. It's again, just a very simple additional idea. Very, very briefly. The idea is that instead of just having one giant square to them by sort of a matrix, you can split up this matrix with lots of little sub matrices and with suitable concentration bound simple balls and pins arguments we can show that we could never Leslie this idea this you Tenzer v idea to correct all of the remaining yet. Okay, that's it. Just, you see, he's like, three simple >>ah ha moments. What kind of all that it took, um, that allowed >>us to achieve this result to get idol from standard assumptions. And, um, of course I'm presenting to you them to you in this very simple way. We just these three little ideas of which I told you to. Um, but of course, there were only made possible because of years of struggling with >>all the way that didn't work, that all that struggling and mapping out all the ways didn't work >>was what allowed us toe have these ideas. Um, and again, it yields the first I'll construction from well established cryptographic assumptions, namely Theo Elgon, assumption over zp learning with errors, assumption, existence of PR GS and then zero that is PR juice with constant death circuits and the SX th assumption over by linear notes, all of which have been used many years for a number of other applications, including such things as publicly inversion, something simple public inversion that's the That's the context in which the assumptions have been used so very far from the previous state of affairs where we had assumptions that were introduced on Lee Professor constructing my own. And with that I will conclude, uh and, uh, thank you for your attention. Thanks so much.

>>from around the globe. It's the Cube with digital coverage of you. I path live the release show brought to you by you. >>I path Hi. Welcome back to this special R p A drill down with support from you. I path You're watching The Cube. My name is Dave Volante and Bobby CMO. You know I passed Bobby. Good to see you again. Hope you're doing well. Thanks for coming on. >>Hi, Dave. It's great to see you as well. It's always a pleasure to be on the Cube and even in the virtual format, this is really exciting. >>So, you know, last year at forward, we talked about the possibility of a downturn. Now nobody expected this kind of downturn. But we talked about that. Automation was likely something that was going to stay strong even in the downturn. We were thinking about potential recession or an economic downturn. Stock market dropped, but nothing like this. How are you guys holding up in this posted 19 pandemic? What are you seeing in the marketplace? >>Yeah, we certainly we're not thinking of a black swan or rhino or whatever we call this, but, you know, it's been a pretty crazy couple of months for everybody. You know, when When this first started, we were like everybody else. Not sure how it impact our business. The interesting thing has been that you're in code. It actually brought a reality check through. A lot of companies and organizations realize that it's very few tools to respond quickly, right? Bond with, you know, cost pressures that we're urgent or preserving revenue, perhaps, or responding to Ah, strange resource is, you know, in all centers, or or built to support. You know, the surge in in, um, in the healthcare community. And so r p a became one of those tools that quickly waas knowledge and adopted. And so we went out two months ago to go find those 1st 1st use cases. Talk about him, then. You know, 1st 30 days we had 50 in production, right? Companies, you know, great organizations like Cleveland Clinic, right? You know where they use their parking lot? Give the first tests the swab tests, right of, uh, well, who have proven right? You know, they had a line of 88 hours by, you know, putting a robot in place in two days. They got that line down by 80 or 90% right? It is a huge hit as we see that kind of a kind of benefit all across right now in the world. Right now we have. We were featured in The Wall Street Journal recently with nurses and a large hospital system in Ireland called Matter. The nurses said in the interview that, you know they have. They were able to free up time to be a patient's right, which is what they're there for, anyway, thanks to robots during this during this emergency. So I think you know, it's it's definitely raise The awareness that that this technology is provides an amazing time to value, and that's it's pretty unprecedented in the world of B two B software. >>I want to share some data with you in our community is the first time we've we've shown this. Guys would bring up the data slide, and so this is ah, chart that e. T are produced. There's enterprise technology research. They go out of reporter. They survey CIOs and I T practitioners and a survey in different segments and the use of methodology Net score. And this is sort of how method how Net scores derived. And so what this chart shows is the percent of customers that responded there were about 125 You I path customers that responded. Are you adopting new U I path? Are you increasing spending in 2020? Are you planning on flat spending or decreasing spending? Are you replacing the platform of beacons? And so basically, we take the green, uh, subtract the read from the green, and that gives us net score. But the point is that Bobby abouts about 80% of your customers are planning to spend Maurin 2020 than they spent in 2019 and only about 6% of planning on spending less, which is fairly astounding. I mean, we've been reporting on this for a while in the heat nous in the in the automation market generally and specifically. But are you seeing this in the marketplace? And maybe you could talk about why? >>Well, we just finished our first fiscal quarter into the end of April, and we're still privately held, so we can be, uh, find some insights of our company, but yeah, the the pace of our business picked up actually in in the mark. April timeframe. Um, customer adoption, large customer adoption. Um, the number of new new companies and new logos were at a record high. And, you know, we're entering into this quarter now, and we have some 20 plus $1,000,000 deals that are like that. It closed, right? I mean, that's probably a 30% increase Versus what? How many we have today alone. Right? So our business, you know, is is now well over 400 million and air are we ended last year, 3 60 and the growth rate continues fast. I think you know what's interesting is that the pace of the recode world was already fast, right? The the luxury of time has kind of disappeared. And so people are thinking about, you know, they don't have they can't wait now, months and years for digital transformation. They have to do things in days and days and days and weeks. And and that's where our technology really comes into play. Right? And and and it actually is also coming to play well in the world of the remote workforce. Reality two of the ability for remote workers to get trained while they're home on automation to build automation pipelines to to build automation. Now, with our latest release, you can download our podcast, capture and report what you're doing, and it basically generates the process definition document and the sample files, which allow for faster implementation by our center of excellence. So what's really happening here? We see it is a sense of urgency coming out of this. Prices are coming down the curve. Hopefully, now this is of urgency that our customers are facing in terms of how they respond, you know, and respond digitally to helping their business out. And it varies a lot by industry, our state and local business was really thinking was not going to be the biggest laggard of any industry picked up in a significant way in the last couple of months, New York State, with Governor Cuomo, became a big customer of ours. There's a quote from L. A County, see Iot that I've got here. They just employed us. It's public, this quote, he said. Deputy CIO said Price is always the mother of invention. We can always carry forward the good things they're coming out of this crisis situation. He's referring to our P A is being a lesson. They learned hearing this, that they're going to carry forward. And so we see this state of Oklahoma became a customer and others. So I think that's that's what we're seeing kind of a broad based. It's worldwide. >>You're really organizations can't put it off anymore. I think you're right. It sort of brought forward the future into the present. Now you mentioned 360 million last year. We had forecast 350 million was pretty good for you guys released, so it's happy about that. But so obviously still a strong trajectory. You know, it might have been higher without without covert. We'll never know, but sort of underscores the strength of the space. Um, and February you guys, there was an article that so you're essentially Theo Dan, Daniel Hernandez was quoted. Is that on hold now? Are you guys still sort of thinking about pressing forward or too early to say right? >>Yeah. I mean, I think I think the reality is we have a very, very strong business. We've raised, you know, significant money from great investors, some of which are the leading VCs in the world. and also that the public company investors and, you know, we have, ah, aggressive plan. We have an aggressive plan to build out our platform for hyper automation to continue. The growth path is now becoming the center of companies of I, T and Digital Strategies, not on the side. Right. And so to do that, you know, we're gonna want capital to help fuel our our our ambitions and fuel Our ability to serve our customers and public markets is probably a very, very logical one. As Daniel mentioned in a in a A recent, uh, he's on Bloomberg that he definitely sees. That is ah, maybe accelerating that, You know, we're late Last year, we started focusing on sustainable growth as a company and operational regular. These are important things in addition to having strong growth that, you know, a long term company has to have in place. And I can tell you, um, I'm really excited about the fact that we, you know, we operate very much like a public company. Now, internally, we you know, we do draft earnings releases that aren't public yet, and we do mock earnings, earnings calls, and we have hired Thomas Hansen is runs our chief revenue officer with storage backgrounds. And so you're gonna interview as well. These are these are these are the best of the best, right? That joint, they're joined this company, they're joining alongside the arm Kalonzo the world that are part of this company. And so I think, Yeah, I think it's an AR It's likely. And and it's gonna We're here to be a long term leader in this decade of automation. >>Well, and one of the other things that we forecast on our breaking analysis we took a look at the total available market kind of like into it. Early days of service Now is you know, people were really not fully understanding the market and chillin C it is is quite large, so video. So when we look at the competition, you know, you guys, if I showed you the same wheel with automation anywhere, it would also look strong. You know, some of the others, maybe not a strong but still stronger than many of the segments. I mean, for instance, you know, on Prem hardware. You know, compared with that and you know the automation space in general across the board is very, very strong. So I wonder if maybe you could talk a little bit about how you guys differentiate from the competition. How you see that? >>Yeah, I think you know, we've We've come a long way in the last three years, right? In terms of becoming the market leader, having the highest market share, we're very open and transparent about our numbers with We've long had the vision of a robot. Every person, uh, and and we've been delivering on that on on that vision and ah, building out a platform that helps companies, you know, transform digitally enterprise wide. Right. So, you know, I don't see any of our competitors with a platform for hyper automation like this. We have an incredible focus on the ability to help people actually find the ideas, build the pipeline, score the pipelines and integrate those with the automation center of excellence. Right? We have the ability now with our latest release to help test automation testers now not only in the world of art A but actually take robotic robots and and architecture into doing test automation. The traditional test automation market in a much better and faster way So you know, we're innovating at a pace that that it is, I think, much faster than I don't. I don't know automation anywhere. I won't share any their numbers. You know, who knows what the numbers are. We have guesses, but I'm fairly certain that we continue to gain share on them. But you know, what's most important is customer adoption, and we've also seen a number of customers switch from some of our competitors to us. Our competitors are undercapitalized and middle. Invest in R and D. This is an investment area, really build a platform out from our competitors have architectures that are hard to upgrade, right? This has been a big source of pain for companies that have been on our competitors. Where upgrades are difficult requires them to retest every time where our upgrades are very rolling, you know, are very smooth. We have an insider program which you know, I don't think any of our competitors have. If you go inside that you had pat that your customer every single bit every single review betting, private preview, public preview and general availability, you can provide feedback on and the customers can score up new ideas. They drive our our roadmap. Right. And this is I think we operate differently. I think our growth is a is a good indication of that. And, you know, and there are new competitors like Microsoft. But I think you know, you know, medium or long term, you know, they're gonna make effort around our, um and you know, they're behind the, um, automation is really hard. The buried entry here is not it's not. Not easy. And we're going to keep me on that platform, play out, and I think that's ah, that's what makes us so different. Um and ah, you know, we have the renewal numbers, retention numbers, expansion numbers and and the revenue numbers to improve that, uh, you know, we're number one. >>Well, so I mean, there's a lot of ways to skin the cat, and you're right. You guys are really focused, you know, you automation anywhere really focused on this space, and you shared with us how you differentiate there. But as you point out Microsoft, they sort of added on I had talked to Allan, preferably the day from paga. You know, those guys don't position themselves as our PC, but they have r p A. I talked to, you know, our mutual friend Robert Young John the other day, right? They're piling onto this this trend, right? So why not? Right, It's it's ah, it's hot. But so, you know, clearly you guys are innovating there. I want to talk about your vision before we get into the latest product release two things that I would call out the term hyper automation with, I think is the Gartner term. And then it will probably stick. And then this this idea of a robot for every person How would you describe your vision? >>Yeah, I mean, we think that robots can and improve, you know, the the lives of of or pers everywhere, right? We think in every every function, every role. And we see that already, the job satisfaction and the people don't want to do the mundane, repetitive work, right? The new hires coming out of college, you know, they're gonna be excel and sequel server. We're no longer the tools of productivity. For them, it's it's your path. We have business. Schools that have committed top tier business schools have committed to deploying your path or to putting you're passing every force in the school these students are graduating with the right path is their most important skill going into companies. And they're gonna expect to be able to use robots within their companies in their daily lives. A swell. So, you know, we have customers today that are rolling out a robot for every person you know. We had Ah, Conoco Phillips on just earlier in our launch, talking about citizen developers, enabling says, developer armies of developers and growing enterprise wide. See, Intel was on as well from Singapore, the large telco. They're doing the exact same thing. So I think you know, I think this is this is this is this is about broad based digital transformation. Everybody participating And what happens is the leading companies to do this, you know, they're going to get the benefit of benefits out of it. It can reinvest that productivity, benefits and data science and analytics and serving customers and in, you know, and and, ah, new product ideas. And so, you know, this is this. You know, automation is going to fuel now the ability for companies to really differentiate and serve their customers better. And it's only needed enterprise wide view on it that you really maximizing. Take Amazon, for example, a great customer during during this prices. You know, they're trying to hire hundreds of thousands of people, right? Help in the fact that in their in their distribution centers elsewhere, this all served demand to help people who like you and I home or ordering things that we need, right? Well, they're use your path robots all throughout their HR hr on boarding HR recruiting HR administration And so helping them has been a big during this prices surge of robots is helping them actually hire workers. You know another example of Schneider Electric and amazing customer of ours. They're bringing their plants, their manufacturing facilities, implants back online faster by using robots to help manage the PPE personal protective equipment in the plant allow people workers to get back to work faster. Right? So what's happening is is, you know in that in those cases is your different examples of robots and different functions, right? In all cases, it's about helping grow a company faster. It's about helping protect workers. It's about helping getting revenue machines back up and running after Kobe is going to be critical to get back to work faster. So I'm I'm really excited about the fact that as people think about automation across the organization, the number of ideas and Aaron opportunities for improvement are are we're just starting to tap that potential. >>Well, this is why I think the vision is so important because you're talking about things that are transformative. Now, as you well know, one of the criticisms of RPS. So you have people, the suppliers and just yeah, we, you know, looking at mundane tasks, just automating mundane tasks like sometimes paving the cow path and say, you're very much aware of that criticism. But if I look at the recent announcements, you're really starting to build out that vision that you just talked about. They're really four takeaways. You sort of extending the core PAP platform, injecting AI end some or and more automation end to end automation really taken that full lifestyles lifecycle systems view and the last one is sort of putting it talks to the robot. For every person that sort of citizen automation, if you will, that sort of encompasses your product announcements. So it wasn't just sort of a point Announcement really is a underscores the platform. I wonder if you could just What do we need to know about you guys? Just that out. >>So we think about how we think about the rolls back to a division of robots person how automation can help different roles. And so this product launch $20 for this large scale launch that you just articulated, um, impacts in a fax and helps many different kinds of new roles Certainly process analysts now who examined processes, passes performance improvements. You know, they're a user of our process mining solution in our past. Find a solution that helps speed on our way. Arpaio engine, no testers and quality engineers. Now they can actually use studio pro and actually used test robots are brand new, and our new test manager is sort of the orchestration and management of test executions. Now they can participate in in leveraged power of robots and what they do as well. And we kind of think about that, you know, kind of across the board in our organization across the platform. They can use tools like you have path insights in Europe. If you're an analyst or your, uh ah. B I, this intelligence person really know what's going on with robots in terms of our wife for my organization and provide that up to the, you know, sea levels in the board of directors in real time. So I think that's that's the big part. Here is we're bringing, and we're helping bring in many, many different kinds of roles different kinds of people. Data scientist. You mentioned AI. Now data scientists can build a model. The models applied to ai fabric an orchestrator. It's drag and drop by our developer in studio, and now you can turn, you know, a a mundane, rules based task right into an experience based ones where a robot can help make a decision right. Based on experience and data, they can tweak and tune that model and data scientists can interact, you know, with the automation is flowing through your path. So I think that's how we think about it, right? You know, one of the great new capabilities, as well as the ability to engage line workers, dispatch out workers If you're a telco or or retail story retail store workers you know the robots can work with humans out in the field. We've got one real large manufacturer with 18,000 drivers in a DST direct store delivery scenario. And you know the ability for them to interact with robots and help them do their job in the field. Our customers better after the list data entry and data manipulation, multiple systems. So I this is this makes us very unique in our vision and in our execution. And again, I don't I have not heard of a single ah example by competitors that has any kind of a vision or articulation to be able to help a company enterprise wide and, you know, with the speed and the and the full, full vision that we have. >>Okay, so you're not worried about downturns. You can't control black swans Anyway, you're not worried about the competition. It feels like you know, you're worried about what you're worried about. You want about growing too fast. Additionally, deploying the the capital that you've raised. What worries you? >>Yeah. You know, we're paranoid or paranoid company, right? And when it comes to the market and and trying to drive, I think we've done a lot to help actually push the rock up the hill in terms of really, really driving our market, building the market, and we want to continue that right and not let up. So there's this kind of desire to never let up, right? Well, we always remind ourselves we must work harder, must work harder. We must work harder. And that's that's That's sort of this this mentality around ourselves, by the smartest people. Hire the smartest people you work with our customers, our customers are priority. Do that with really high excellence and really high sincerity that it comes through and everything that we do, you know, to build a world class operation to be, you know, Daniel DNS. When I first met him, he said, You know, I really want to be the enemy of the great news ecology company that serve customers really well. And it was amazing things for society, and and, you know, we're on that track, but we've got, you know, we're in the in the in the early innings. So, you know, making sure that we also run our business in a way that, um, you know, uh, is ready to be Ah, you know, publicly successful company on being able to raise new sources of capital to fund our ambitions and our ideas. I mean, you saw the number of announcements from our 24 release. It reminded me of an AWS re invent conference, where it's just innovation, innovation, innovation, innovation. And these are very real. They're not made up mythical announcements that some of our competitors do about launching some kind of discovery box doesn't exist, right? These are very real with real customers behind them, and and so you know, just doing that with the same level of tenacity. But being, you know, old, fast, immersed and humble, which are four core culture values along the way and not losing that Azeri grow. That's that's something we talk about maintaining that culture that's super critical to us. >>Everybody's talking about Okay, What What's gonna be permanent? Postpone it. I was just listening to Julie Sweet, CEO of Accenture, and she was saying that, you know, prior to Covic, they had data that showed that the top 25% of companies that have leaned into digital transformation were outperforming. You know, the balance of their peers, and I know question now that the the rest of that base really is going to be focused on automation. Automation is is really going to be one of those things that is high, high priority now and really for the next decade and beyond. So, Bobby, thanks so much for coming on the Cube and supporting us in this in this r p. A drill down. Really appreciate it, >>Dave. It's always a pleasure as always. Great to see you. Thank you. >>Alright. And thank you for watching everybody. Dave Volante. We'll be right back right after this short break. You're watching the cube. >>Yeah, yeah, yeah, yeah.

>>live from Atlanta, Georgia. It's the Q covering answerable Best 2019. Brought to you by Red Hat. >>Welcome back. Everyone keeps live coverage of answerable fast here in Atlanta. Georgia John for my coach do Minutemen were here. Stephanie chairs to the vice president of general manager of the rail business unit. Red Hat. Great to see you. Nice to see you, too. You have all your three year career. IBM now Invincible. Back, Back in the fold. >>Yeah. >>So last time we chatted at Red Hat Summit Rail. Eight. How's it going? What's the update? >>Yeah, so we launched. Related some. It was a huge opportunity for arrested Sort of Show it off to the world. A couple of key things we really wanted to do There was make sure that we showed up the red hat portfolio. It wasn't just a product launch. It was really a portfolio. Lunch feedback so far on relate has been great. We have a lot of adopters on their early. It's still pretty early days. When you think about it, it's been about a little over 445 months. So, um, still early days the feedback has been good. You know it's actually interesting when you run a subscription based software model, because customers can choose to go to eight when they need those features and when they assess those features and they can pick and choose how they go. But we have a lot of folks who have areas of relate that they're testing the feature function off. >>I saw a tweet you had on your Twitter feed 28 years old, still growing up, still cool. >>Yeah, >>I mean 28 years old, The world's an adult now >>know Lennox is running. The enterprise is now, and now it's about how do you bring new innovation in when we launched Relate. We focused really on two sectors. One was, how do we help you run your business more efficiently? And then how do we help you grow your business with innovation? One of the key things we did, which is probably the one that stuck with me the most, was we actually partnered with the Redhead Management Organization and we pulled in the capability of what's called insights into the product itself. So all carbon subscription 678 all include insights, which is a rules based engine built upon the data that we have from, you know, over 15 years of helping customers run large scale Lennox deployments. And we leverage that data in order to bring that directly to customers. And that's been huge for us. And it's not only it's a first step into getting into answerable. >>I want to get your thoughts on We're here and Ansel Fest ate one of our two day coverage. The Red Hat announced the answer Automation platform. I'll see. That's the news. Why is this show so important in your mind? I mean, you see the internal. You've seen the history of the industry's a lot of technology changes happening in the modern enterprises. Now, as things become modernized both public sector and commercial, what's the most important thing happening? Why is this as well fest so important this year? >>To me, it comes down to, I'd say, kind of two key things. Management and automation are becoming one of the key decision makers that we see in our customers, and that's really driven by. They need to be efficient with what they have running today, and they need to be able to scale and grow into innovation. platform. So management and automation is a core critical decision point. I think the other aspect is, you know, Lennox started out 28 years ago proving to the world how open source development drives innovation. And that's what you see here. A danceable fest. This is the community coming together to drive innovation, super modular, able to provide impact right from everything from how you run your legacy systems to how you bring security to it into how do you bring new applications and deploy them in a safe and consistent way? It spans the whole gambit. >>So, Stephanie, you know, there's so much change going on in the industry you talked about, you know what's happening in Relate. I actually saw a couple of hello world T shirts which were given out at Summit in Boston this year, maybe help tie together how answerable fits into this. How does it help customers, you know, take advantage of the latest technology and and and move their companies along to be able to take advantage of some of the new features? >>Yeah, and so I really believe, of course, that unopened hybrid cloud, which is our vision of where people want to go, You need Lennox. So Lenox sits at the foundation. But to really deploy it in in a reasonable way in a Safeway in an efficient way, you need management on automation. So we've started on this journey. When we launched, we announced its summit that we brought in insights and that was our first step included in we've seen incredible uptick. So, um, when we launch, we've seen 87% increase since May in the number of systems that are linked in, we're seeing 33% more increase in coverage of rules based and 152% increase in customers who are using it. What that does is it creates a community of people using and getting value from it, but also giving value back because the more data we have, the better the rules get. So one interesting thing at the end of May, the engineering team they worked with all the customers that currently have insights. Lincoln and they did a scan for Specter meltdown, which, of course, everyone knows about in the industry with the customers who had systems hooked up, they found 100 and 76,000 customer systems that were vulnerable to Spector meltdown. What we did was we had unanswerable playbook that could re mediate that problem. We proactively alerted those customers. So now you start to see problems get identified with something like insights. Now you bring an answerable and answerable tower. You can effectively decide. So I want to re mediate. I can re mediate automatically. I can schedule that remediation for what's best for my company. So, you know, we've tied these three things together kind of in the stepwise function. In fact, if you have a real subscription, you've hooked up to insights. If insights finds an issue, there's a fix it and with answerable, creates a playbook. Now I can use that playbook and answerable tower so really ties through nicely through the whole portfolio to be able to to do everything in feeling. >>It also creates collaboration to these playbooks can be portable, move across the organization, do it once. That's the automation pieces that >>yeah, absolutely. So now we're seeing automation. How do you look at it across multiple teams within an organization so you could have a tower, a tower admin be able to set rules and boundaries for teams, I can have an array l writes. I t operations person be able to create playbooks for the security protocols. How do I set up a system being able to do things repeatedly and consistently brings a whole lot of value and security and efficiency? >>One of the powers of answerable is that it can live in a header Ji. In this environment, you got your windows environment. You know, I've talked of'em where customers that are using it and, of course, in cloud help help us understand kind of the realm. You know why rail plus answerable is, you know, an optimal solution for customers in those header ingenious environment. And what would love I heard a little bit in the keynote about kind of the road map where it's going. Maybe you can talk to about where those would fit together. >>Yeah, perfect and e think your comment about Header genius World is is Keith. That is the way we live, And folks will have to live in a head or a genius, a cz far as the eye can see. And I think that's part of the value, right to bring choice when you look at what we do with rail because of the close collaboration we have between my team and Theo team. That in the management bu around insights are engineering team is actively building rules so we can bring added value from the sense of we have our red Hat engineers who build rail creating rules to mitigate things, to help things with migration. So us develop well, Aden adoption. We put in in place upgrades, of course, in the product. But also there's a whole set of rules curated, supported by red hat that help you upgrade to relate from a prior version. So it's the tight engineering collaboration that we can bring. But to your point, it's, you know, we want to make sure that answerable and answerable tower and the rules that are set up bring added value to rebel and make that simple. But it does have to be in a head of a genius world. I'm gonna live with neighbors in any data center. Of course, >>what one of the pieces of the announcement talked about collections, eyes there, anything specific from from your team that it should be pointed out about from a collections in the platform announcement. >>So I think I think his collection starts to starts to grow on. Git brings out sort of the the simplicity of being pulled. It pulled playbooks and rolls on and pull that all in tow. One spot. We'll be looking at key scenarios that we pulled together that mean the most Terrell customers. Migration, of course, is one. We have other spaces, of course. Where we work with key ecosystem partners, of course, ASAP, Hana, running on rail has been a big focus for us in partnership with S A P. We have a playbook for installing ASAP Hana on Well, so this collaboration will continue to grow. I think collections offers a huge opportunity for a simpler experience to be able to kind of do a automated solution, if you will kind of on your floor >>automation for all. That's the theme here. >>That's what I >>want to get your thoughts on. The comment you made about analytical analytics keep it goes inside rail. This seems to be a key area for insights. Tying the two things together so kind of cohesive. But decoupled. I see how that works. What kind of analytical cables are you guys serving up today and what's coming around the corner because environments are changing. Hybrid and multi cloud are part of what everyone's talking about. Take care of the on premises. First, take care of the public cloud. Now, hybrids now on operating model has to look the same. This is a key thing. What kind of new capabilities of analytics do you see? >>Yes, that's it. So let me step you through that a little bit because because your point is exactly right. Our goal is to provide a single experience that can be on Prem or off Prem and provides value across both, as as you choose to deploy. So insights, which is the analytics engine that we use built upon our data. You can have that on Prem with. Well, you can have it off from with well, in the public cloud. So where we have data coming in from customers who are running well on the public cloud, so that provides a single view. So if you if you see a security vulnerability, you can skin your entire environment, Which is great. Um, I mentioned earlier. The more people we have participating, the more value comes so new rules are being created. So as a subscription model, you get more value as you go. And you can see the automation analytics that was announced today as part of the platform. So that brings analytics capabilities to, you know, first to be able to see what who's running what, how much value they're getting out of analytics, that the presentation by J. P. Morgan Chase was really compelling to see the value that automation is delivering to them. For a company to be ableto look at that in a dashboard with analytics automation, that's huge value, they can decide. Do we need to leverage it here more? Do we need to bring it value value here? Now you combine those two together, right? It's it, And being informed is the best. >>I want to get your reaction way Make common. Are opening student in our opening segment around the J. P. Morgan comment, you know, hours, two minutes, days, two minutes, depending on what the configurations. Automation is a wonderful thing. Where pro automation, as you know, we think it's gonna be huge category, but we took, um ah survey inside our community. We asked our practitioners in our community members about automation, and then they came back with the following. I want to get your reaction. Four. Major benefits. Automation focused efforts allows for better results. Efficiency. Security is a key driver in all this. You mentioned that automation drives job satisfaction, and then finally, the infrastructure Dev ops folks are getting re skilled up the stack as the software distraction. Those are the four main points of why automation is impacting enterprise. Do you agree with that? You make comments on some of those points? >>No, I do. I agree. I think skills is one thing that we've seen over and over again. Skills is skills. His key. We see it in Lennox. We have to help, right? Bridge window skills in tow. Lennox skills. I think automation that helps with skills development helps not only individuals but helps the company. I think the 2nd 2nd piece that you mentioned about job satisfaction at the end of the day, all of us want to have impact. And when you can leverage automation for one individual toe, have impact that that is much broader than they could do before with manual tasks. That's just that's just >>you know, Stew and I were talking also about the one of the key note keywords that kept on coming out and the keynote was scales scales, driving a lot of change in the industry at many levels. Certainly, software automation drives more value. When you have scale because you scaling more stuff, you can manually configure his stuff. A scale software certainly is gonna be a big part of that. But the role of cloud providers, the big cloud providers see IBM, Amazon, all the big enterprises like Microsoft. They're traveling massive scale. So there's a huge change in the open source community around how to deal with scale. This is a big topic of conversation. What's your thoughts on this? Sending general opinions on how the scales change in the open source equation. Is it more towards platforms, less tools, vice versa? Is there any trends? You see? >>I think it's interesting because I think when I think a scale, I think both volume right or quantity as the hyper scale ours do. I think also it's about complexity. I think I think the public clouds have great volume that they have to deal with in numbers of systems, but they have the ability to customize leveraging development teams and leveraging open source software they can customize. They can customize all the way down to the servers and the processor chips. As we know for most folks, right, they scale. But when they scale across on Prem in off from its adding complexity for them. And I think automation has value both in solving volume issues around scale, but also in complexity issues around scale. So even you know mid size businesses if they want a leverage on Prem, an off ramp to them, that's complexity scale. And I think automation has a huge amount of value to >>bring that abstracts away. The complexity automated, absolutely prized job satisfaction but also benefits of efficiency >>absolutely intimately. The greatest value of efficiency is now. There's more time to bring an innovation right. It's a zoo, Stephanie. >>Last thing I wondering, What feedback are you hearing from customers? You know, one of the things that struck me we're talking about the J. P. Morgan is they made great progress. But he said they had about a year of working with security of the cyber, the control groups to help get them through that knothole of allowing them toe really deploy automation. So, you know, usually something like answerable. You think? Oh, I can get a team. Let me get it going. But, oh, wait, no, Hold on. Corporate needs to make its way through. What is that something you hear generally? Is that a large enterprise thing? You know what? What are you hearing from customers that you're >>talking? I think I think we see it more and more, and it came up in the discussions today. The technical aspect is one aspect. The sort of cultural or the ability to pull it in is a whole separate aspect. And you think that technology from all of us who are engineers, we think, Well, that's the tough bit. But actually, the culture bit is just it's hard. One thing that that I see over and over again is the way cos air structured has a big impact. The more silo the teams are, do they have a way to communicate because fixing that so that you, when you bring in automation, it has that ability to sort of drive more ubiquitous value across. But if you're not structured toe leverage that it's really hard if your I T ops guys don't talk to the application folks bringing that value is very hard, so I think it is kind of going along in parallel right. The technical capabilities is one aspect. How you get your organization structure to reap the benefits is another aspect, and it's a journey. That's that's really what I see from folks. It is a journey. And, um, I think it's inspiring to see the stories here when they come back and talk about it. But to me the most, the greatest thing about it's just start right. Just start wherever you are and and our goal is to try and help on ramps for folks wherever their journey is, >>is a graft over people's careers and certainly the modernization of the enterprise and public sector and governments from how they procure technology to how they deploy and consume it is radically changing very quickly. By the way too scale on these things were happening. I've got to get your take on. I want to get your expert opinion on this because you have been in the industry of some of the different experiences. The cloud one Datta was the era of compute storage startups started Airbnb start all these companies examples of cloud scale. But now, as we start to get into the impact to businesses in the enterprise with hybrid multi cloud, there's a cloud. 2.0 equation again mentioned Observe Ability was just network management at White Space. Small category. Which company going public? It's important now kind of subsystem of cloud 2.0, automation seems to feel the same way we believe. What's your definition of cloud to point of cloud? One daughter was simply stand up some storage and compete. Use the public cloud and cloud to point is enterprise. What does that mean to you? What? How would you describe cloud to point? >>So my view is Cloud one Dato was all about capability. Cloud to Dato is all about experience, and that is bringing a whole do way that we look at every product in the stack, right? It has to be a seamless, simple experience, and that's where automation and management comes in in spades. Because all of that stuff you needed incapability having it be secure, having it be reliable, resilient. All of that still has to be there. But now you now you need the experience or to me, it's all about the experience and how you pull that together. And that's why we're hoping. You know, I'm thrilled here to be a danceable fast cause. The more I can work with the teams that are doing answerable and insights and the management aspect in the automation, it'll make the rail experience better >>than people think it's. Software drives it all. Absolutely. Adam, Thanks for sharing your insights on the case. Appreciate you coming back on and great to see you. >>Great to be here. Good to see >>you. Coverage here in Atlanta. I'm John for Stupid Men Cube coverage here and answerable Fest Maur coverage. After the short break, we'll be right back. >>Um

>> from New York City. It's Theo Cube covering new relic Future Stack 2019. Brought to you by new relic. >> Welcome back on stupid a minute. This is the cubes coverage here of future stack 2019 new relics. 70 year they're doing the show is the U. S. Show. They actually bring these few locations around the globe, right next door to Grand Central Station and about 600 in attendance. And been really excited to kick off with the number of the users here at the show and happened. Welcome program. First time guests. Another cut. Who is the technical fellow in chief? Architect with Genesis. You been at the event a number of times. You're speaking at the event today, but let's start with Genesis. Customer experience is something that I think a lot of people been hearing about on. That is the product. The Genesis has tell us a little bit about the company itself. Sure. >> Yeah. So, Genesis, uh, brain that Maybe not. Everybody knows, but they certainly transitive Lee know us. We're a customer experience platform. We like to say that we're a technology company, but we power. The experience is about 25 billion customer experiences every year for 11,000 plus customers. About 1000 different countries around the world s So we are all about having a connection between brands and their customers, and we enable that >> s o not only some of the cloud shows. I was an enterprise connect earlier this year and definitely was, you know, something I heard a lot about see Exit really important Not only how customers interact with the brand, but internally how you know we treat the employees and that interaction is something that that is raised up. People are kind of important inside, but we're going to talk too much about the people here. We're gonna talk about the technology as the chief architect of this gives a little bit about what you have your arms around in a responsible for >> sure s o for for me, of the project. Your cloud was the name for for a long time, Genesis Cloud as of yesterday. So we are a public cloud offering as a CX platform and I say platform because we made the transition from just being a product to a platform. In my opinion last year, more than half of our FBI work is actually code we didn't right? So I think people using you as a programmable thing is when you become a platform. So I'm responsible for things like cloud architecture for understanding. Let's say industry trends. What technologies? We're gonna use a lot of eight of us service designed technical vetting, general cat hurting that sort of thing, >> Right? So you said your public cloud, but you said it sits on top of AWS. But it's a platform that your customers can then build on top. >> That's right. That's right. So we like to think of ourselves as C X. As a service. We've had some that use us still like a product all shrink wrapped, ready to go, others that want to extend us either writing their own. You guys writing their own back ends their own integration points. We make all of that possible. >> All right, so I'm expecting you have a bit of an opinion when it comes to that platform, As Lou said with a capital P A, and it's gotta be programmable, it's gonna be open. Tell us what your thoughts about new relic kind of entering, you know, new relic one being they said today the first, and only if their claim of observe ability platform s o give us your thoughts around. >> Absolutely. Yeah. S O. I like to think that we have been using the relic as a platform for awhile, whether they knew it or wanted it or not way have a fairly rigorous continuous delivery pipeline. And we are very big believers in infrastructure is code and develops principles. So for us, the engineering teams don't just own the code that they write, but they own the infrastructure definitions. They even own alert definitions, dashboard configurations. And we push that information directly into the relic as our deployments happen. Live hundreds of times a week around the globe. >> All right, so how do these modern architecture's enable you to run a team? >> I can't imagine trying to manage 350 plus Micro service is in production, which is roughly what we have today over 1000 Lambda Functions way can't improve what we don't measure. Everyone likes to say that, but it's true. I have a little bit of an a p m background from from places past. So I was a firm believer that you need to invest early and observe ability and metrics. So we've been a day one kind of new relic subscriber in the cloud space. Everything from understanding how the infrastructure parts work now to serve earless. It's all been about moving up the value stack like commodity metrics of servers is great and still needed. But transactional information and now trace information is absolutely essential. >> Okay, in the Kino this morning, they walk through their metrics events, logs and traces. Where are you with, you know, these various sources of data and harnessing the value of that. >> So I would say, with fairly early towards the tracing part before new relic headed as a managed thing they had cross at tracing. I'm sure you're familiar with that sort of the prior incarnation of distributed tracing on. We leverage that pretty pretty heavily, but it obviously doesn't have quite the same utility a cz what the new open tracing standards provide s so we do things like having correlation i d. S. That let us tag and follow things around. Now we just get to off load that from our team's being as responsible for it. And now the platform gives it to us. >> Yeah. Glen is open source important to your organization? >> Absolutely. We try Thio, give back some ourselves. In fact, one of the one of the nerd lets the nerd packs that Lou mentioned on stage was one that our team wrote s Oh, yeah, way believe not only that, we need a p i's and programmatic access to do our jobs, but we like toe enable and help other people with the same >> Eric Spence got a shout out on the Maquis note was that the thing that you were talking about it is >> I expect to see us probably released two or three more nerd packs before the end of the year Way, way are eager to do that rather than just investing in all of our own. You I that we had glass over the top of the relic. Now we actually just get to put those components deeper inside of new relic proper. >> Okay, eyes there. Anything else from the announcements this morning that you're looking forward to leveraging? >> So I think there's there's definite changes in the A p M space. You'll hear a little bit more, probably in the deep dives one of the talks I'm having later with not even she will be talking about. Some of those things were definitely interested in that. Open telemetry has some value. Greater Genesis definitely has investments around things like Prometheus and other sorts of monitoring. So if I'm not talking about just the public cloud side of it and other aspects there definitely things we can leverage. >> All right, Glenn gives us share a little bit, if you can. About what? What you're talking about here at the show. So one of >> the big mitts is entity centric. Observe, ability. The idea again that we're not just looking at servers and static infrastructure. We're looking at things that are very ephemeral. We have a lot of dynamics scale on our platform on. We need ways to actually frame what we're looking at at the level of Micro Service's but often level like business applications. So even when we're creating some of these extension points like the one you just mentioned way framed that within the context of a service that does a particular vertical slice on dhe, that's that's kind of where we like to invest. So we like to live. >> Okay, um, you know what's what's on your road map of? You know where you're going with your journey and is there anything that you're looking for? Beyond what was announced today from new relic ER from the ecosystem at large, >> I think there's lots of refinements of what was announced today that will help us theeighty I ops side, I think not just for noise reduction, but also for like, early early signal detection. It's a pretty fascinating space. Will likely invest some of our own dollars in times trying to help that along. Definitely Ah, lot of distributed tracing and Maur investment. There is a big piece for us. I think the A PM space. There are areas that I'd like to see a peon vendors invest in that goes beyond what now, I guess, is becoming more, more traditional, like transaction information. We have a lot of a i machine learning ourselves, and I think monitoring those types of workloads is going to be very different. As big of a paradigm shift as it was to go from classic monitoring Transactional. I think we're about to see that happen again in the >> industry. Yeah. What can you share some of the kind of the A I journey that you're going through a genesis where you are, You know what the maturity level is of solutions that you're using and >> sure way have a fairly robust aye aye team on products range from in the W m space back to the people that you mentioned at the first part of the talk way have workforce optimization, workforce management, and we brought a I algorithms to that a lot of time. Siri's forecasting that used certain machine learning techniques. We've invested a fair amount in until you and Opie any are so everything from sentiment detection to live transcription that we built in house to our own body engines that d'oh the new dialogue management. So we have a fairly robust bit there and some on the management side on the operational back in that we used to try to improve our quality of service on reduced any sort of incidents on the platform. >> All right, it's your third year. Third time coming to this show was what brings you back? What you excited about? I kind of dig in and take away from the event this year. >> I think the relics always been a partner in my stance, not just a vendor we believe so deeply in the observe ability message that one I want to be part of shaping that narrative. Eso coming to future sack actually talking to a lot of other executives, seeing where they're going and kind of sharing that use case, but also trying to be a little bit of a lighthouse. Thio, the new relic team as well, is what brings me back every year. >> Observe ability is something that it hurt. A number of startups talking about in the last couple of years were, in your opinion, does new Rolex it compared to the marketplace overall, obviously, they just kind of announced the observe ability, you know, full suite with new relic one. But you know what your viewpoint is? Toe have their wealth, their position? >> Where did I think their position? I think they are best of breed for what we're currently seeing. Owners of ability. There are other things, I think, where we could cobble together bits from multiple vendors but frankly, having application performance monitoring along with infrastructure, along with data being cold from the cloud platforms that we're all in, like, eight of us. They've got a unique place. I think the power of their agent technology has proven itself over time as well. My guidance to most other other companies that I speak with about this subject is don't just trust that it's all magic invest on. And I think they make themselves easy to invest in on. I think this platform play is a good one for them. >> All right. Well, another cut. Thank you so much for joining us. Sharing your journey, What we're doing in the best of luck on your presentation today. Thank you, sir. All right. Be back with lots more coverage here from a new relic. Future stack 2019. I'm still Minutemen. And thank you for watching the Cube.

>> from Austin, Texas. It's Theo Cube covering your storage accelerate 2019. Brought to you by pure storage. >> Welcome back to the Q. We are wrapping up day two of two days of coverage. We're getting some applause. I'm pretty sure that's for us. At pure accelerate. 2019. Lisa Martin flanked by two gents Day Volante and Justin Warren. You probably know Justin, who's been on the Cube many times and less. Chief analyst. A pivot. Nine. Justin. You have been covering this event and well as an independent, so we want to get your take on this two days. We've had our 1st 2 day for the Cube covering pier storage. We've spoken with lots of people, cause Charlie kicks. I'm sure there's more nicknames that I'm forgetting customers. Partners. Dave. Let's do a quick recap of some of the trends and the themes that we've heard the last couple days. And then we'll get some independent analysis. Justin on Not just what you've heard the last three days, starting with a tech field day, but also just your history of covering and working with here. >> Well, so for my sample, its story of growth they even started pure starts all the press releases with the only company that's growing on the growth storage company. The growth in the first. So so this growth is a financial story there. Um pure is going for growth, the markets rewarding growth right now. So it's smart, double down on growth. That might change at some point on. We talked about Charlie Jean Carlo about this, and they'll decide what what they do at that point time. But But from a financial standpoint, growing fast, uh, like their balance sheet, be interesting to see if they can leverage it. Maur. But maybe they're using it for Optionality. They'll do 1.7 this fiscal year. 1.7 billion. That's good. They got 70% gross margins. It a little bit of free cash flow. Not much because they pour it back into the business. So story a growth that's number 12 was differentiation. Um, I think it it's pretty clear that their products are differentiated from the sort of big portfolio companies. I mean, it's it shows up in the numbers and the income statement, and it shows up when you talk to customers simplicity, the whole A P I thing. I guess the third is products. I mean, they're embracing the cloud, which is kind of interesting. I don't think they're gonna do a ton of business with block storage for AWS, but it's an interesting hedge, and I think it's really cool from an engineering standpoint on, I think you know, two other things. Culture but orange. They're different, They're cool. They're hip and customers, which at the end of the day, that's where the rubber meets the road. Customers happy you talk to companies are customers of companies like pure service now Splunk Nutanix >> Uh uh, >> and some others. And they're happy. They love it. It's transforming their business. Snowflake is another one. Really? How come you AI path is another one? These are the hottest companies in the business right now, and you can tell when you talk to their customers is good story >> and their customers articulate their differentiation for them pretty darn while what? You know, we've spoken to a number. I think four or five customers the last couple of days, and they're not talking about Flash Ray flash blade X M flashback. They're talking about their business and how the I T is benefiting from that and how the business is benefiting from that. You also see piers very vibrant culture being embraced organically by their customers. There's plenty of customers walking around and the brightest orange I think I've even seen here. So there they're differentiation. Their culture, their customer experience and their ability to really differentiate three that are were loud and clear for what I heard through the voice of the customer and the partners, Frankly, as well. >> So I guess, Justin, I mean, the other pieces Tam expansion 1st 10 years, Cloud New Way I workloads partnerships with backup companies growing. The Tim I've said the 1st 10 years is probably gonna be easier, and I know that's a terrible thing to say, but don't hate me for saying it pure. But then the next 10 because they're up against the flat footed E. M. C. That was getting pounded by Elliott management with pressures to go private, trying to hang on to its legacy business and then got acquired and distracted by Del. So that was a really tailwind for Pierre. Now it's like Cloud guys got their act together, you know? Aye, aye. Everybody's doing A s. Oh, so they get some challenges. But what's your take? I think I've >> still got an advantage. Talking to some customers, 11 in particular was quite clear. That they saw pure is having at least a 2 to 3 lead through 2 to 3 year lead on the technology from some of their competitors. So they shopped around and they had a look at some of his competitors, and they thought that actually they were trying to sell me technology that's 234 years old and they quite from them, was that this is something that I could do myself, so they clearly see that pure provides them with something that they can't do themselves. So pure has an advantage there. I also think that the way that the market is changing advantage is pure, a little bit as well. So you mentioned Cloud there, Dave and I think that we've all seen that people have realized that multi cloud is a thing and that not every workload is going to go to the cloud. A lot of it is going to stay on Prem, so now that that's kind of allowed, people are allowed to talk about that, That there are CEOs who would have been being pressured by boards and so on to say we have to go all in on the cloud. Now they can come back to them and say, Well, actually, weaken, stay on side. That means that we should be looking at some of these onside products, like pure so that we can go on put in storage. A race in a data center may not be our Dana Senate might be in Coehlo, but we have this on site method of doing things. Not everything has to go to the cloud. So I think that will help them with some of the growth. >> So I'm left thinking, What would Andy say? Okay to >> be >> It's the number one hottest company, you know, notwithstanding some smaller companies right now, cos moving the market is a W s obviously Microsoft with the trillion dollar valuation. But Amazon, to me, is the benchmark it. So I feel like Jassy would say, Well, so Hey, Andy, you've acknowledged hybrid, you know? Actually, yeah, I guess he uses that word. Um, and you're doing some stuff one prim, but I think he would say we still believe that the vast majority of workloads are gonna land in the public cloud. And what you just said is what everybody else believes. And to me, they're in conflict and I don't necessarily have the answer. But you got the big gorilla. Now the big claw gorilla is moving. The markets say with one philosophy and they've made some good calls and the entire i t industry. Yeah, the other the inspector. >> Except that AWS has outpost have a product that actually sits on site. And they did. And Jesse last year said that he did say that the boat inward, multi cloud, >> you know, So, uh, sorry. Used the word multi cloud used hybrid hybrid cloud. They don't say that. That's for Boden, but no. But my point is they've acknowledged hybrid, which they never used to talk about hybrid. So they capitulated there The end where capitulated on their claws on its cloud strategy. But he has not capitulated on the belief the firm belief that most workloads are gonna be in the club. I'm not sure he's wrong. >> That may be true, but on what Time horizon? So that's not going to happen next year. But I >> think for sure, >> I pointed out that the agile manifesto came out in 2001. That's 18 years ago. Not every shop is doing software in agile, so enterprises take a long time to change, so there's plenty of room for pure to grow. While that changes going on, even if it if it does go all their own cloud, it's gonna take a long time to get there. And people can make plenty of money in the meantime. >> But I believe you're sorry. I believe pure is growing in what is a crappy market. Yeah, I think the storage market is a crap market right now. It's one that's very difficult. The leader Deli emcees growing at 0%. And that's a goodness because they're gaining share. Ned ABS down last quarter, not minus 16% IBM, minus 21% hp thrilled with whatever 3% or whatever. They're at a minus three. I can't remember now. Here is the only one that showing any substantive growth on my premises there, doing that by having a superior product and business model, and they're stealing share. So and then I ask you this. I I believe in hybrid, by the way. But I'm just playing kind of devil's advocate here. Cloud is growing and it's consistently growing and everybody talks about repatriation. You don't see it in the numbers. Every talks about the large of the law of large numbers like in other words, they hit a wall. You don't see that in the numbers. What you see is the traditional IittIe spaces flattish. The new stuff that they're all developing is not growing fast enough to offset the old stuff. You see that? Certainly. See that IBM. You see that now? Adele, even though they had good bounce back last year. But now you're seeing that Adele Oracle ekes out 1% growth. So the big, uh, legacy companies are growing there, hanging on there, throwing off tons of cash. They got good, strong balance sheets, maybe taking on some cheap debt. But the cloud continues to grow at a pace that I think it's stealing share from traditional I t. >> That's that's a reasonable sort of announcing something. Yeah, whether or not we'll see an increase in growth of onsite, particularly things like EJ computing way, maybe you need Thio redefine what we think of as a data center, and maybe we're not thinking about a broad enough market. I actually think that a lot of those workloads that we would traditionally have said would go on site and cola. I don't think Cola Data Center is actually growing all that much, but I think we are going to see growth in things like EJ. >> So that's a really great point I want. I want to come back to that. But the big question is, then okay. Can cloud be before we get ahead, you can cloud be a tail wind for pure. They've embraced it. 20 years ago, the leaders of a company would say, Oh, no, it's cloud his crap about a peace Caesar of toys You remember that pure embracing cloud, I think, is impressive only from an engineering perspective but business model. So can they make in your opinion cloud a tail wind and an opportunity? Maybe that's where Multi Cloud comes in. >> Yeah, it's tricky. I think it will become more of an advantage once good things like kubernetes and containers matures a bit further and people are used to being able to deploy things in that way, both in Cloud and on site. I think that that's the portability play, and it's more about making onsite more cloudy rather than making the cloud more enterprising, which I think was one of the messages that we had here. Because enterprises a lot of what yours messaging so far. And it's product development, particularly around cloud block stories, to make the cloud look more like an enterprise. Where's what we actually needed it to go the other way. Pure is doing things in that in that regard with pure storage optimizer, which which takes a lot of the decision making a way that from the way you would normally do things on side the way we've gotten used to it, manually configuring things, it's actually turning it into software on just letting computers handle it. That integration with things like the M, where is making things operate a lot more like cloud? So once enterprises become used to operating on a lot more like clouds, I think that's going to be an advantage for pure. To be ableto have that operations be in cloud and then they'll bring in products into in time for that to happen. >> You have the opportunity just in a couple days ago to tend the technical field day, the TFT that pure dead. So you got that double click the day before all the press releases broke about. Some of you know, we talked about the expansion into cloud with aws Maur, their portfolio delivered as a service. The aye aye data hub. But if we look at one of the things that stuck out today was differentiation. We've talked about that a number of levels in the last minutes. But talk to us about the technical differentiation that you've not only heard this week from pure, but that you've been engaging with them for years. You have an interesting story of Of John Cosgrove caused their CEO and founder really describing something very unique. That seems to be quite a technical level of differentiation that you even said We don't see this from a lot of their competitors. Give us a little snapshot of that. >> Yeah, you don't sort of get that level of detail in some of the briefings as well. So it was another tech Field day event some years ago on was talking about flash array and we sat in a room, and they had a flash array in front of us, and I think they were talking about the newest kind of flash they were putting into this. But they described some of the technical decisions they made about the architecture inside the blade. So at that time, and I hope I'm getting all these details correct, they had designed and asic, so to go in front, off the flash so that they could essentially create a layer above above the flash that they could speak to within their software. That meant that it didn't matter which flash foundry they bought it from, because it's slut. There are certain differences around the way that flash works, and they do address the flash directly, unlike buying SS D's and putting them inside the box. So that gives them a performance advantage because you don't have a whole bunch of software translation going on to get into the flash. But that decision meant that they could then change flash foundry without changing the experience off the awful. The software developers up the stack inside their array, so that meant that there cadence of being able to bring out new products and gradually dropped down the cost of the supply of flash, which makes up a large amount of the calls on these particular devices. It provided them with better options so they could maintain, maintain optionality essentially and be very, very flexible and react to the things that they can't predict. So Charlie mentioned in the briefing yesterday that you know, in this industry, you might get a 20% drop in the cost of flash in one month, which will then affect them their revenues in coming months after that, because clearly they want to pass on some of those cost drops to customers. But it needs to be done a certain, more manage way. When you have that kind of dynamic behavior happening in the market, being able to react to that well in something where the hardware design time can be 18 months to two years, building that into your product so that it then provides you with business options as a technology, that's a really impressive way of thinking about how all the different pieces of your company have to interact with each other. So it's not just about the technology, it's about the business and the technology working hand in hand, >> and those lower flash prices should open up new markets for them. Flash a racy I think they call it, is still not at the price of hybrid, I wouldn't think, although they saying it will be. Hybrid arrays are priced around 70 60 70 cents a gigabyte today is according Thio Gardner analysis. Big >> Challenge with hybrid of rays Which flat, which flash around flash or a C wouldn't actually wouldn't have? This problem is the reliability of the Leighton see and predictability. So with an old flash array, you don't get Layton. See sparks if you suddenly exhaust the amount of flash that you have in a hybrid of rain that has to go back to the disk. So if you need that predictable performance, that's why people have gone with flesh arrayed very beginning, absolutely getting that as a capacity tear. I think that provides a lot of reliability, for particularly when you've got large amounts of data need to write flesh >> and the price is coming down and it's maybe it's double now on a per gigabyte basis, that'll come down further. But I welcome back to EJ because I think you bring up a good point And we didn't Thankfully, here a ton about EJ. I think we heard anything about EJ at this show. We didn't get inundated with edge, which we always do with these big shows. And I'm happy about that because I think that that a lot of the companies that we re attend I think they got it wrong. They're taking a box and they're throwing over the fence to trying to do a top down model to the edge. Hey, here's a server or here's a storage device and we're gonna put it at the edge. It's like, OK, well, I think the edge is going to evolve as a software development. You know, play not isn't over. The top is gonna be bottoms up innovation. Now, I don't know question about you know, whether Amazon at the edge vm wear at the edge. Um, but I don't see any traditional i t companies crushing it at the edge there talking about it. They're trying to build out ecosystems, and but nobody's has meaningful revenue today at the edge. But it's a new way to think about this. Distributed massive compute engine >> on. I think we'll start to see that mature as people start to bring out products that actually do operated the way heard from Nvidia about some of their ideas that they have about doing a I processing at the edge for things like image recognition systems, where you train your model on leg large data sets in a cloud or in a data center. And then you shoot those models out two devices that operate on a smaller data set. But for a lot of these things, you need to do data collection at the edge. So Formula One is a classic example based given for the F one racing team is an I. O. T. Company that is connected to a nail and analytics company. Really? >> Yeah, that's right. We did hear about EJ and that an actual use case is in college edge, so there's going to be >> a lot more of that. We have things like sensors are just all over the place, so you know, in anything in retail, if you have fridges in retail and you need to monitor the sensors in those to find out whether or not is the temperature going out out of control or outside of your control limits because that will affect the food that's in that. There's a whole bunch of kind of boring examples that are actually all I OT. So I think some of those will start to push more data into into devices at the edge. And as people's understanding of how to use machine learning and I matures away from the hype, I think we're pretty peak hype at the moment. Once we do actually drop that back a notch and we see that people they're doing really use riel riel world use cases with real world business value that will start to drive a lot more of the growth of practical. And that will drive growth in data, which will need to get close throughout the weather's device. >> I think you're right. I think that date is gonna be at the edge of a lot of that data. I would say most of that date is going to stay at the edge. It's probably it's not gonna says it. Probably it's definitely not going to sit in a million dollar storage array, and it's gonna comprise a lot of alternative processing arm, Uh, GP use versus conventional microprocessors. So >> and that's where I think he was thinking about, like the white pure One works, for example, pure. One works the same no matter what products you have from pure, and they have been very clear in stating that they want to make sure that when they bring out a new array or a new product, it works with pure one. So it's that consistency of experience for their customers, which I think is fairly unique in the industry, is a lot of other products that will come out. And they only partly supported, not full support for their entire race tagging. AMC struggle with that for a long time simply because it has so many products and needed to kill a whole bunch of them first. So when when you have that kind of engineering discipline built built into your company, when you go out and you have customers who have edge devices or you have stuff in the cloud and they have devices on their phones which they used to showing off a conference and say, Hey, come and have a look at my array, it runs on software on my phone that's pure one that software ability that pure has of being able to address this data wherever it is. I think >> there's >> a real opportunity for pure that put that kind of intelligence on to age things. Even if they don't actually sell any flash a raise to those people, they could start to sell them software. >> All right, guys. So 15 seconds each since arose at a time. Computers competitive. Positioning your thoughts in a quick summary about what you've heard the last few days and what Justin has >> to me if I would expect continued growth, forgetting about the macro for a moment, even in gonna grow faster than the market place. Um and yeah, they said they don't throw off as much cash as the big guys. So it's gonna be a game of the big guys do in stock buybacks, free cash flow and pure storage. Investing in growth. >> Excellent. Justin. >> Yes, I agree. I think they're going to double down on the R and D spend to make sure that they maintain a technological advantage over their competitors. The biggest risk of pure is if the other players, you know, the deal emcee other plays in that big online storage market. If they actually get their act together and start bringing out competitive products, that's the biggest threat to fuel. But pure has a big lead on them. I would say, >> Yeah, I think the last thing cloud, you know, kind of a question Mark. And I think the m where to me, Del. Of course I care about storage is huge business for them. They're all above the M where and to the extent that they can leverage VM where, you know, as a competitive weapon, they'll use it against anybody you know. Damn the ecosystem. >> Excellent. Well, thanks, guys, for a great wrap up to our two days here for Justin Warren and Day Volante. I'm Lisa Martin. Thank you for watching the cubes. Coverage of pure accelerate 2019.

>> from Austin, Texas. It's Theo Cube, covering your storage. Accelerate 2019. Brought to you by pure storage. >> Hey, welcome back to the cubes. Coverage day to appear. Storage your accelerate 2019. I'm Lisa Martin Day. Volante is my co host, and we're very pleased to welcome for the first time to the Cube. Kathy Southwark. This C I O at pure Cathy. Welcome. Thank you. Glad to be here. You have a great story. This is not only your fear. Your first your accelerate. You been at the company less than a year. You were not only a pure customer before, but in a completely different industry. So your first your accelerate. Here we are in Delhi Technologies backyard. Give us your perspective on appears business from your previous customer role. >> Yes. So I spent. I've been here just under a year, she said, and I spent the almost 22 years 18 t and coming into a company. It's completely different. Different size company, different size technology issues. Everything we do is looks very different. But there's a lot of similarities that, you know, you're trying to as any company trying to innovate and trying to stay on the cutting edge and you're trying to make sure you have the right teams in place and all that, so it's a lot of fun. It's great to see the energy and the excitement here, so that's been a lot of fun to come in and to see orange everywhere painted or so it's been a lot of fun coming on >> and you're complying with your orders. >> I got the memo. I said, You know, it's hard because orange is not one of my better colors toe where but no happy toe, happy to wear orange and proud to be part of such a company who's really looking at? How do we take care of the customer? >> Right. So you were sold on pure as a customer when you were with age and T. What was it about the technology that when you were in that prayer roll that really differentiated it from its competition? It was really >> interesting. I was sharing folks earlier today that here was very different, smaller company coming into a very large organization. We started working with them back in 18 t in 2013 so they were a very small company, very early on, but they were so bullish they had this completely different attitude about storage. And it wasn't really necessarily about this storage. It's about what we're gonna do to help you change your business. So for us, you know, I really looked at when you're in a very large company, you tend to not look so much at the particular like storage or computer or what you're really looking at, How many enabling my business and with the limited dollars that you have. And resource is etcetera, you're always trying to balance and prioritize. So for us when they came in, they made this proposition and said, Hey, we can show you this in two weeks and it'll, um And you know, when you're also big enterprise, you don't have time. Thio look a technology for weeks and months on end and then have to test it. And so we brought pure end. They they were tested out the products within two weeks, and we saw more than what we're expecting. And I think that was what changed for us is it wasn't just about we could do, you know, compression. We could do the deed if we could do. It was that all of a sudden was all these other capabilities been planned for So it really was. It was pretty pretty dramatic for us because we hadn't seen other providers to come in with a story that sounded different and not just the technology. Like I'm gonna save you a dollar. It's about now I'm going to enable your business to do something different faster. And we saw it firsthand. >> I was the role of C i o at a technology company. Different from you were in a c i o N a t. But you you had kind of an engineering roll. If I think it's a solution Engineering, how is the role different in terms of how you spend your time and what you care about? >> Yeah. So, you know, in 18 t, the CEOs were focused on the application delivery sites of specific applications at pure and so an 82. My role is centered around all the infrastructure for I t. As well as our network engineering. So what we did for the Service Writer network coming into pure, you have, you know, the whole spectrum. But we're a different kind of company. and that really 10 years old. Our technical debt looks very different. We use a lot of sass products, so we use a lot of hosted solutions from our partners and providers, and we do someone premise well. But it's a very different kind of landscape, so the opportunity is you don't have as much technical debt. You also have the ability to to try things because you are smaller and you can try things much quicker and be able to say, Well, this working isn't good enough and not have to have maybe things as gold plated. As you know, a regulated telecom would have versus a product technology product company that it's trying to be very agile to produce things and change for their customers. >> So essentially you were. I'll call you the C i o of of infrastructure at AT and T with infrastructure that had to support, like you said, highly regulated in a very diverse I'm sure application portfolio. Extremely there. Thousands of systems, probably >> thousands of applications and very complex business models. They, you know, they're ah, it's not a one. So the interesting is 80. >> She's >> not a one entity business, you know they've got their media business. They've got there mobility business. We've got their wireline business. So when you have people often think of 18 t as a company, But there's actually it's a very complex business model supporting multiple products. So it's just that those air, you know, multi $1,000,000,000 product portfolios versus coming into pure where you know we're still, you know, 1,000,000,000 have company building and growing our product portfolio. >> So what's your technology strategy of pure and how are you enabling business outcomes for the company? >> That's a great, great question. So, you know, really, a business strategy here has been that I t has to really evolve and scale differently than it had in the past. The organization before was really centered around Some of the end user capabilities wasn't as centered around business outcomes, and we've taken on a different role. So as I've come on to the organization, our opportunity and our challenge is that we now have different responsibilities, were taking on things like, How do we want to think about data across the enterprise, not just within each individual domain, and so as a start up company, you often are very focused on your R and D investments in your sales and marketing investments, and you do a lot of things to get it done. And that means that individual teams will do work. But you tend to not think about what the full life cycle is of, you know, of something that you're working on. So for our opportunity now this is take a step back, be able to look across and say it worked great for that period of time. Now we have the opportunity to rethink how we want to think about the customer experience from the time product is developed all the way through and, you know, a quote to a customer through its life cycle through delivery and then the support for that customer >> so so technology, the support that sort of workflow >> the ecosystem instead of within individual areas. And so that's really there are focuses. How do we help our business to become even faster? How do we get more focused on the customer from ah whole ecosystem? And that we think about the customer from the whole ecosystem instead of each individual area? >> Sounds like that horizontal view that Charlie Giancarlo talks about you know, with storage being so vertical in the past and cures wanting to revolutionize that and make that horizontal, ensuring that any type of business, whether we're talking about yours, business or ah retailer or our airline, every function in an organization has access to share. That data exactly struck business value to lower costs to find new revenue streams, new routes to market, et cetera. >> And we're no different as a business. We need to do those same things to make sure that we can. We can deliver those for business, so that's a big part of a lot of >> times we'll talk to C. I ose that technology companies and their large established technology companies that I think Cisco S A P. They've been around a long time. They have a lot of technical debt. They look a lot like your customers, frankly, many of your customers yours ever. But my question is a lot of these c I ose that I've just mentioned, sort of generically there come wine tasters, right? You know, they used to be dog food or his drink your own champagne, but But they they are like the first line of defense verse beta customer, and they give feedback to the product groups. Do you play that role as well? >> Way do we not probably to the extent, because we're a smaller company. So we tend Thio, as with our product announcements we've made will go out to a wide set of our customers, you know? So I think we had 16 1 of the bait is that was just done. What we do with an I T. Is because we have a smaller footprint just the size we do have flash ray with a flash blade with you do use pure one. We do it Maur of ah, from how would a a smaller customer look at it, Think about it and use it. And so that's tends to be the I'll say, the lens that we look through. I think that the role I've played coming in is the bringing a perspective from a larger enterprise on how does a larger enterprise an I t. Think about it and it's again. It's not just your helping me with storage. You're actually helping me to solve a business problem. So there's s oh, there's some other and some of the leaders that we've brought in. They also come from outside industry. Some have used pure, some have not, and so have that different kind of lens of what you know we would expect to see from our product seems, but they're also extremely open. Thio. What do you think? What is I t thinking about how you were thinking about these product ideas? What what's the input from I T. So there's a lot of what we're very small from a nightie organization. I think that the two way communication is what it's gonna you know, what will help, >> what are some of the innovations? And I know you've only had a short tenure there, but one of the things I read in the Q two earnings but that we're just released last month in August was seven. That new customers added per business safer pierce of 450 or so, plus customers at it in that quarter but also a 50% increase in multimillion dollar deals. So, enterprise, any innovations that you can share since you've been on board that your team has helped cure, understood to be able to go after those large enterprise multimillion dollar deals directly. >> Well, certainly from, um, you know, from a you know, a personal understanding of the product and what here could do it scale is, you know, I certainly have that perspective to share with our customers and bringing that confidence and credibility that, you know, if you are looking at a large enterprise customer in the opportunity, they have a lot of questions about. So how exactly did 18 t do it? It's not like they run a few arrays. They run hundreds and hundreds of rays and hundreds and hundreds of petabytes. So there's It's not like it's a proof of concept or a pilot. And it's been years of doing upgrades, non disruptive Lee over the years, with all the pure upgrades that have come into play. So I can certainly bring that to the table with helping the customers to get it, you know, a little bit of confidence, but also just an understanding about how pure is approaching it with these other large customers. So and as you've talked to other customers, there's there's enough customers out there that are, you know, very, >> very eager to >> share because they're so excited about what it's done for their business. We've >> heard. Sorry, David, I was going to say on the customer front we've, what 6600 plus customers pure now has in its 1st 10 years. And the customers we've spoken to the last two days, Dave and I have noticed that a common theme is they're talking about their overall experience with the technology. They're not talking about boxes and array names, and all these specifics are talking about how they are able to one customer from, ah, legal firm, I think in Florida didn't even do a PC had appear. That was a pure customer. And from that piers advice. I got it right on board and was really talking about the experience and all of the things to your point on the business side that they're able to to influence with the technology, not talking about speeds and feeds and arrange drives and things like that. So it's very, very different conversation. >> It's S O. It's interesting because and the role that I had, I had the teams that did the architecture, planning, design and through implementation. So the operation teams one of the most unique things I've said I share with customers is when you are in a technology and you're in a large enterprise, you tend to have a challenge with introducing new technology because you don't want more technical debt. It doesn't matter what you just don't want more technical debt. So typically your operation teams are >> doing a little >> bit of pushback on you. No, no, we don't need something new. No, we don't need unless they're having significant outages or incidents that they're trying to solve for what I found. And even to this day, there is some of the folks there actually around the floor here. The folks that were in operations, they were literally coming and saying, We want more pure And so when you're in a technology organisation that typically doesn't happen. It's S o it wasn't And it wasn't like we want more of like you said the array, it was we just want we don't wanna have to worry about. And I just took a reduction of my head count. So I want I find you have to take on more data and I am. You take on more support for the business. I don't have to worry about it. And so to have that. That's a very different. And we had the same experience of their application team saying, Hey, I just got lower latents. So they didn't actually know why. They just knew that when I was trying to do my work on the application side, working within a database, all the sudden I had all this improvement and, um and so what? We allowed them to sit. Okay, well, we'll give you more capabilities, more future functionality. And that doesn't happen. Before, those were things were like, really like operations and application teams are gonna work as a team together. Very different. I'm experience. >> So if I were a pure sales rep, I would say, >> Kathy, can you come tell my customers my prospect that >> story to the sales reps have access to your calendar? How much of your time? How much time you spend, you know, sales folks wanting you to tell stories like I got >> so the I have no the company that long. So I have I have spent a fair amount of my time talking to customers. But, you know, we also have a lot of work with an I t. And so are you know it's there just is incentive to have me work with an i. T. Because I can understand what we need to do to help our field as well. And that's one of our objectives is what are we gonna do an I t. To make it that much easier and better for not just our sales teams but the manufacturing teams. The support teams are hardware, teams, all the teams that takes a deliver. And so, you know, in fairness, I have joked with some that have stopped me and said, Hey, we need to I said, Remember, we also want to deliver for you so that to make your jobs easier So there's a balance >> that it's different. A technology company writes kind of encouraged that the C I. O goes out and evangelize is >> Yeah, it's actually a lot of fun. I, uh I I do joke that when I go out to talkto the other CEOs, I mean, they're my people there, too. I know it's It's the challenges that we have to deal with. The you know, you're dealing with the technology, those very specific items, then you're dealing with that. How do we help my business and then you're dealing with. I want to make sure I'm doing the right things for people development and all those so and you have a lens across the entire enterprise. So it's not like you're just looking at sales or you're just looking at ops for your You're kind of looking at everything to say, Well, how do I help all the teams to be that much better? Because the better we are, you know, be cliche. You know, collectively, that just got is gonna enable pure toe to do more fun. >> So what's on the minds of your peers in these days? >> You know, I feel so fortunate to be in the Bay Area, and there are amazing CEOs that get together, talk very openly, share strategies, actually eagerly and openly reach out to say, How can I help you? Um, and that's I think that's a unique as part of the CIA, a community that there's this willingness to say, Look, we're all in this together from a technology perspective. I mean, look, we all want to do well for our companies, but you're also trying to figure out how to make technology team stronger and you know it's a lot of the the same issues. It's how do I change the focus of and the perception of where I t fits into a business that it's not just a back office? It's not these systems, but it's actually becoming a very strategic, you know, Enabler, advisor, participant Helping to help, you know, can provide input. You can be that one of the first you know, Betas for your company if you're in a technology area and that's a change. There's a lot of companies who have always fascinated where it's like if you're a product and you have an I T. You're selling to those people, so pitch to them. If you can't sell to them, you're not gonna be successful. So I think it's just changing, evolving. You know some of those relationships and and that's a big deal and and you know, that's from the how you run your organization. There's that, you know, how do we make sure that the technologies were were all investing in our somewhat future proof and that they can evolve with us, not become inhibitors or, you know, box you into something that you can't kind of navigate through >> well, actually deliver on future proof. It's one of those marketing terms that is used by so many organizations delivering whatever kind of product. Same is with simple and seamless says We talk about this all the time. We did hear from customers wherever Green is concerned. You know, I said, non disruptive is how much of that goes from a marketing to reality and consistently heard about Piers ability to deliver their. But it's interesting and it's a refreshing, I think, to hear that you've experienced the changing role of the CEO to be collaborative versus he knows a lot of competition. And in tech, that's a refreshing The deer And I have an idea for you since you're so you're in such a habit to D'oh, it's good. What? You're gonna like this. I have an idea. Hash tag. Help Cathy Scale. Give them this video. Just so many pure customers all across the globe. >> Thank you. I will do that. I would. That's great advice. >> That's it. Easy to d'oh! D'oh! Well, Cathy's been great having you on the Cube. Thank you for sharing your perspective as there newish. See Io and how you went from here customer to running their i t. And congratulations on being part of the next decade of pure success. Thank you. Thank you for having our pleasure for day. Volante. I'm Lisa Martin. You're watching the Cube.

>> from Austin, Texas. It's Theo Cube, covering pure storage. Accelerate 2019. Brought to you by pure storage. >> Welcome back to the Cube. Lisa Martin Day Volante is my co host were a pure accelerate 2019 in Austin, Texas. A couple of guests joining us. Next. Please welcome Barack elected director product management for slunk. Welcome back to the Cube. Thank you. And guess who's back. Von Stewart. V. P. A. Technology from pure Avon. Welcome back. >> Hey, thanks for having us guys really excited about this topic. >> We are too. All right, so But we'll start with you. Since you're so excited in your nice orange pocket square is peeking out of your jacket there. Talk about the Splunk, your relationship. Long relationship, new offerings, joint value. What's going on? >> Great set up. So Splunk impure have had a long relationship around accelerating customers analytics The speed at which they can get their questions answered the rate at which they could ingest data right to build just more sources. Look at more data, get faster time to take action. However, I shouldn't be leading this conversation because Split Split has released a new architecture, a significant evolution if you will from the traditional Splunk architectural was built off of Daz and a shared nothing architecture. Leveraging replicas, right? Very similar what you'd have with, like, say, in H D. F s Work it load or H c. I. For those who aren't in the analytic space, they've released the new architecture that's disaggregated based off of cashing and an object store construct called Smart Store, which Broth is the product manager for? >> All right, tell us about that. >> So we release a smart for the future as part of spunk Enterprise. $7 to about a near back back in September Timeframe. Really Genesis or Strong Smart Strong goes back to the key customer problem that we were looking to solve. So one of our customers, they're already ingesting a large volume of data, but the need to retain the data for twice, then one of Peter and in today's architecture, what it required was them to kind of lean nearly scale on the amount of hardware. What we realized it. Sooner or later, all customers are going to run into this issue. But if they want in just more data or reading the data for longer periods, of time, they're going to run into this cost ceiling sooner or later on. The challenge is that into this architecture, today's distributes killer dark picture that we have today, which of all, about 10 years back, with the evolution of the Duke in this particular architecture, the computer and story Jacqui located. And because computer storage acqua located, it allows us to process large volumes of data. But if you look at the demand today, we can see that the demand for storage or placing the demand for computer So these are, too to directly opposite trans that we're seeing in the market space. If you need to basically provide performance at scale, there needs to be a better model. They need a better solution than what we had right now. So that's the reason we basically brought Smart store on denounced availability last September. What's Marceau brings to the table is that a D couples computer and storage, So now you can scale storage independent of computers, so if you need more storage or if you need to read in for longer periods of time, you can just kill independent on the storage and with level age, remote object stores like Bill Flash bid to provide that data depository. But most of your active data said still decides locally on the indexers. So what we did was basically broke the paradigm off computer storage location, and we had a small twist. He said that now the computer stories can be the couple, but you bring comfort and stories closer together only on demand. So that means that when you were running a radio, you know, we're running a search, and whenever the data is being looked for that only when we bring the data together. The other key thing that we do is we have an active data set way ensure that the smart store has ah, very powerful cash manager that allows that ensures that the active data set is always very similar to the time when your laptop, the night when your laptop has active data sets always in the cash always on memory. So very similar to that smarts for cash allows you to have active data set always locally on the index. Start your search performance is not impact. >> Yes, this problem of scaling compute and storage independently. You mentioned H. D. F s you saw it early on there. The hyper converged guys have been trying to solve this problem. Um, some of the database guys like snowflakes have solved it in the cloud. But if I understand correctly, you're doing this on Prem. >> So we're doing this board an on Prem as well as in Cloud. So this smart so feature is already available on tramp were also already using a host all off our spun cloud deployments as well. It's available for customers who want obviously deploy spunk on AWS as well. >> Okay, where do you guys fit in? So we >> fit in with customers anywhere from on the hate say this way. But on the small side, at the hundreds of terabytes up into the tens and hundreds of petabytes side. And that's really just kind of shows the pervasiveness of Splunk both through mid market, all the way up through the through the enterprise, every industry and every vertical. So where we come in relative to smart store is we were a coat co developer, a launch partner. And because our object offering Flash Blade is a high performance object store, we are a little bit different than the rest of the Splunk s story partner ecosystem who have invested in slow more of an archive mode of s tree right, we have always been designed and kind of betting on the future would be based on high performance, large scale object. And so we believe smart store is is a ah, perfect example, if you will, of a modern analytics platform. When you look at the architecture with smart store as brush here with you, you want to suffice a majority of your queries out of cash because the performance difference between reading out a cash that let's say, that's NAND based or envy. Emmy based or obtain, if you will. When you fall, you have to go read a data data out of the Objects store, right. You could have a significant performance. Trade off wean mix significantly minimized that performance drop because you're going to a very high bandwith flash blade. We've done comparison test with other other smart store search results have been published in other vendors, white papers and we show Flash blade. When we run the same benchmark is 80 times faster and so what you can now have without architecture is confidence that should you find yourself in a compliance or regulatory issue, something like Maybe GDP are where you've got 72 hours to notify everyone who's been impacted by a breach. Maybe you've got a cybersecurity case where the average time to find that you've been penetrated occurs 206 days after the event. And now you gotta go dig through your old data illegal discovery, you know, questions around, you know, customer purchases, purchases or credit card payments. Any time where you've got to go back in the history, we're gonna deliver those results and order of magnitude faster than any other object store in the market today. That translates from ours. Today's days, two weeks, and we think that falls into our advantage. Almost two >> orders of magnitude. >> Can this be Flash Player >> at 80%? Sorry, Katie. Time 80 x. Yes, that's what I heard. >> Do you display? Consider what flashlight is doing here. An accelerant of spunk, workloads and customer environment. >> Definitely, because the forward with the smart, strong cash way allow high performance at scale for data that's recites locally in the cash. But now, by using a high performance object store like your flash played. Customers can expect the same high performing board when data is in the cash as well as invented sin. Remorseful >> sparks it. Interesting animal. Um, yeah, you have a point before we >> subjects. Well, I don't want to cut you off. It's OK. So I would say commenting on the performance is just part of the equation when you look at that, UM, common operational activities that a splitting, not a storage team. But a Splunk team has to incur right patch management, whether it's at the Splunk software, maybe the operating system, like linen store windows, that spunk is running on, or any of the other components on side on that platform. Patch Management data Re balancing cause it's unequal. Equally distributed, um, hardware refreshes expansion of the cluster. Maybe you need more computer storage. Those operations in terms of time, whether on smart store versus the classic model, are anywhere from 100 to 1000 times faster with smart store so you could have a deployment that, for example, it takes you two weeks to upgrade all the notes, and it gets done in four hours when it's on Smart store. That is material in terms of your operational costs. >> So I was gonna say, Splunk, we've been watching Splunk for a long time. There's our 10th year of doing the Cube, not our 10th anniversary of our 10th year. I think it will be our ninth year of doing dot com. And so we've seen Splunk emerged very cool company like like pure hip hip vibe to it. And back in the day, we talked about big data. Splunk never used that term, really not widely in its marketing. But then when we started to talk about who's gonna own the big data, that space was a cloud era was gonna be mad. We came back. We said, It's gonna be spunk and that's what's happened. Spunk has become a workload, a variety of workloads that has now permeated the organization, started with log files and security kind of kind of cumbersome. But now it's like everywhere. So I wonder if you could talk to the sort of explosion of Splunk in the workloads and what kind of opportunity this provides for you guys. >> So a very good question here, Right? So what we have seen is that spunk has become the de facto platform for all of one structure data as customers start to realize the value of putting their trying to Splunk on the watch. Your spunk is that this is like a huge differentiate of us. Monk is the read only skim on reed which allows you to basically put all of the data without any structure and ask questions on the flight that allows you to kind of do investigations in real time, be more reactive. What's being proactive? We be more proactive. Was being reactive scaleable platform the skills of large data volumes, highly available platform. All of that are the reason why you're seeing an increase that option. We see the same thing with all other customers as well. They start off with one data source with one use case and then very soon they realize the power of Splunk and they start to add additional use cases in just more and more data sources. >> But this no >> scheme on writer you call scheme on Reed has been so problematic for so many big data practitioners because it just became the state of swamp. >> That didn't >> happen with Splunk. Was that because you had very defined use cases obviously security being one or was it with their architectural considerations as well? >> They just architecture, consideration for security and 90 with the initial use cases, with the fact that the scheme on Reid basically gives open subject possibilities for you. Because there's no structure to the data, you can ask questions on the fly on. You can use that to investigate, to troubleshoot and allies and take remedial actions on what's happening. And now, with our new acquisitions, we have added additional capabilities where we can talk, orchestrate the whole Anto and flow with Phantom, right? So a lot of these acquisitions also helping unable the market. >> So we've been talking about TAM expansion all week. We definitely hit it with Charlie pretty hard. I have. You know, I think it's a really important topic. One of things we haven't hit on is tam expansion through partnerships and that flywheel effect. So how do you see the partners ship with Splunk Just in terms of supporting that tam expansion the next 10 years? >> So, uh, analytics, particularly log and Alex have really taken off for us in the last year. As we put more focus on it, we want to double down on our investments as we go through the end of this year and in the next year with with a focus on Splunk um, a zealous other alliances. We think we are in a unique position because the rollout of smart store right customers are always on a different scale in terms of when they want to adopt a new architecture right. It is a significant decision that they have to make. And so we believe between the combination of flash array for the hot tear and flash played for the cold is a nice way for customers with classic Splunk architecture to modernize their platform. Leverage the benefits of data reduction to drive down some of the cost leverage. The benefits of Flash to increase the rate at which they can ask questions and get answers is a nice stepping stone. And when customers are ready because Flash Blade is one of the few storage platforms in the market at this scale out band with optimized for both NFS and object, they can go through a rolling nondestructive upgrade to smart store, have you no investment protection, and if they can't repurpose that flash rate, they can use peers of service to have the flesh raise the hot today and drop it back off just when they're done within tomorrow. >> And what about C for, you know, big workloads, like like big data workloads. I mean, is that a good fit here? You really need to be more performance oriented. >> So flash Blade is is high bandwith optimization, which really is designed for workload. Like Splunk. Where when you have to do a sparse search, right, we'll find that needle in the haystack question, right? Were you breached? Where were you? Briefed. How were you breached? Go read as much data as possible. You've gotta in just all that data, back to the service as fast as you can. And with beast Cloud blocked, Teresi is really optimized it a tear to form of NAND for that secondary. Maybe transactional data base or virtual machines. >> All right, I want more, and then I'm gonna shut up sick. The signal FX acquisition was very interesting to me for a lot of reasons. One was the cloud. The SAS portion of Splunk was late to that game, but now you're sort of making that transition. You saw Tableau you saw Adobe like rip the band Aid Off and it was somewhat painful. But spunk is it. So I wonder. Any advice that you spend Splunk would have toe von as pure as they make that transition to that sass model. >> So I think definitely, I think it's going to be a challenging one, but I think it's a much needed one in there in the environment that we are in. The key thing is to always because two more focus and I'm sure that you're already our customer focus. But the key is key thing is to make sure that any service is up all the time on make sure that you can provide that up time, which is going to be crucial for beating your customers. Elise. >> That's good. That's good guidance. >> You >> just wanted to cover that for you favor of keeping you date. >> So you gave us some of those really impressive stats In terms of performance. >> They're almost too good to be true. >> Well, what's customer feedback? Let's talk about the real world when you're talking to customers about those numbers. What's the reaction? >> So I don't wanna speak for Broth, so I will say in our engagements within their customer base, while we here, particularly from customers of scale. So the larger the environment, the more aggressive they are to say they will adopt smart store right and on a more aggressive scale than the smaller environments. And it's because the benefits of operating and maintaining the indexer cluster are are so great that they'll actually turn to the stores team and say, This is the new architecture I want. This is a new storage platform and again. So when we're talking about patch management, cluster expansion Harbor Refresh. I mean, you're talking for a large sum. Large installs weeks, not two or 3 10 weeks, 12 weeks on end so it can be. You can reduce that down to a couple of days. It changes your your operational paradigm, your staffing. And so it has got high impact. >> So one of the message that we're hearing from customers is that it's far so they get a significant reduction in the infrastructure spent it almost dropped by 2/3. That's really significant file off our large customers for spending a ton of money on infrastructure, so just dropping that by 2/3 is a significant driver to kind of move too smart. Store this in addition to all the other benefits that get smart store with operational simplicity and the ability that it provides. You >> also have customers because of smart store. They can now actually bursts on demand. And so >> you can think of this and kind of two paradigms, right. Instead of >> having to try to avoid some of the operational pain, right, pre purchase and pre provisional large infrastructure and hope you fill it up. They could do it more of a right sides and kind of grow in increments on demand, whether it's storage or compute. That's something that's net new with smart store um, they can also, if they have ah, significant event occur. They can fire up additional indexer notes and search clusters that can either be bare metal v ems or containers. Right Try to, you know, push the flash, too. It's Max. Once they found the answers that they need gotten through. Whatever the urgent issues, they just deep provisionals assets on demand and return back down to a steady state. So it's very flexible, you know, kind of cloud native, agile platform >> on several guys. I wish we had more time. But thank you so much fun. And Deron, for joining David me on the Cube today and sharing all of the innovation that continues to come from this partnership. >> Great to see you appreciate it >> for Dave Volante. I'm Lisa Martin, and you're watching the Cube?

>> from Austin, Texas. It's Theo Cube, covering your storage. Accelerate 2019. Brought to you by pure storage. >> Hi, Lisa Martin with the Cube. Dave Ilan Taste. My co host were at pure Accelerate 2019 in Austin, Texas. One of our Cube alumni is back with us. We have probably the VP and chief architect at Pier Storage. Rob. Welcome back. >> Thanks for having. >> We're glad you have a voice. We know how challenging these events are with about 3000 partners, customers press everybody wanting to talk to one of the men that was on the keynote stage yesterday for announcements came out really enjoyed yesterday's keynote. But let's talk about one of those announcements in particular Piers Bridge to the hybrid cloud. >> Absolutely, absolutely. Yeah. No, I mean, I think it's been a really exciting conference for us so far. Like you said, a lot of payload coming out, you know, as faras the building, the bridge of the hybrid cloud. This has been, you know, this has been I would say a long time coming, right? We've been working down this path for for a couple of years. We started by bringing some of the cloud like capabilities that customers really wanted and were able to achieve into the cloud back into the data center. Right. So you saw us do this in terms of making our own prem products easier to manage, easier to use, easier to automate, you know. But what? Working with customers of the last couple of years, you know, we realized, is that, uh as the cloud hype kind of subsided and people were taking a more measured view of where the cloud fits into their strategies, what tools it brings. You know, we realized that we could add value in the public cloud environment, the same types of enterprise capabilities, the same type of features rich data service is feature sets things like that that we do on premise in the cloud. And so what we're looking to achieve is actually quite simple, all right. We want to give customers the choice whether whether customers want to run on premise or in the cloud. That's just a choice of we wanted. We wanted to make an environmental choice. We don't want it. We don't wanna put customers in a position where they have to make that choice and feel trapped in one location another because of lack of features, lack of capabilities. You know, our economics on DSO the way that we do that is by building the same types of capabilities that we do on Prem in the cloud giving customers the freedom and flexibility to be agile. >> But, you know, you mentioned economics and you were talking from a customer standpoint. I wanna flip it from a from a technology supplier standpoint, the economics of a vendor who traditionally cells on Prem. You would think would be better than one in the cloud. Because you gotta you pay an Amazon for all their service is or I guess, the customers paying for it. But you kind of saw your way through that. A lot of companies would be defensive on. I wonder if you could add any comment. Yeah. No, I mean so So, look, I think >> the >> hardware is only one piece of it, right? At the end of the day, you know, even our products on Prem are really they're really priced for value. Right? There were delivering value to customers in our capabilities are ease of use or simplicity. The types of applications and work close to being able. Um, and basically, everything I just said is pretty much driven by software features by bringing those same capabilities into the cloud, you know, naturally, we you know, naturally that most of that work is really in software, you know, And then, as faras comparing the economics directly of on Prem versus Cloud. You know, it's it's really no secret as the industry's gotten Maur. Understanding that, you know the cloud isn't isn't the low cost option in a lot of use cases, right? And so, rather than comparing apples to apples on premises cloud either on performance or economics, our goal is really to build the best products in either environment. So if a customer wants to run on Prem wanna build the best darn products in that environment, the customer wants to run in the public cloud. We want to build the best darn product for them in that environment on dhe. Increasingly, as customers want Thio use, both environments hand in hand, want to build the right capabilities to allow them. TOC mostly do that >> Well, I think it makes sense because, as you know, we're talking to some customers. Last night he asking what they have in their data center. And they got a lot of stuff in the data center. To the extent that a company like pure can say, OK, you've got simple, fast et cetera on prim. And we've now extended that to the cloud. Your choice. They're going to spend Maur with you than they are with the guys that fight that. >> Yeah, absolutely. And, you know, I think if you look at our approach and how we've built the products and how were, you know, taking them to market? We've taken a very different approach than some of the competitive set. You know, in some ways, we've really just extended the same way that we think about innovation and product engineering from our existing on prime portfolio into the cloud, which is we look for heart problems to solve way take the hard road, we build differentiated products. Even if it takes us a little bit longer, you can see that, you know, in the product offerings, right? We've really focused on enabling tier one mission critical applications. If you look at the competitive, said they haven't started their their reason why we did that. All right, is we knew that you know, we had customers telling us, like if if you're a customer and you want to use the cloud and you want to think about the cloud is a D R site well, when something goes wrong and you two fell over duty, our site, you you need to be sure that it works exactly the same way there as it did on problem. That's everything from data service is data path features to all of the work flows. An orchestration to go around it because when your primary site goes down is not the time when you want to be discovering that. Oh, there's a footnote on that future and it's that's not supported in the cloud version, that sort of thing on dso you know that, Like I said, you know, the focus that we've put on the product development we've done towards Cloud Block stores really been around creating the same level of enterprise grade features on enabling those applications in the cloud as we do in private. >> You know, we don't make the Amazon storage. We make the Amazon storage better. What's that commercial? Essentially what? That's essentially >> what we've done You know, the great thing about that is that we've done it in close partnership with Amazon, right? You know, we had Amazon on stage yesterday on day, were talking a little bit about that partnership process. And ultimately, I think why that partnership has been so successful is we're both ultimately driven by the same thing, which is customer success. All right. In the early days of working with Amazon as we started coming up with the concept of club block store and consulting them on, we're thinking about building it this way. What do you think? What service is should be, You know, should we leverage and m in eight of us to make this happen? It became pretty clear to them that we were setting out to build a differentiated product and not just tick off check boxes on dhe. That's when they their eyes really okay, way. We really would like you to do a differentiated product here. >> Hey, if this takes off, we're gonna sell all the C two at three. >> What are some of the things Sorry day that you've been with here about six years? What are some of the things that have surprised you pleasantly that the customers have catalysed from an architecture perspective that customer feedback coming back t your team and the and the guys and girls engineering the product. Customers are demanding a certain thing that maybe wasn't something that was an internal idea but really was catalyzed by customers anything that just really I think it's very cool. Very surprising. >> Yeah. No, I mean, I think I think a >> couple of things. I think personally one of the things that surprised me was, you know, when I joined Pure in 2013 you know, we're all we're all about simplicity, right? You talk to cause who I think you had on the show earlier. You know, in the early days who tell you our differentiators gonna be simplicity and I got to say when I first joined the company is a little skeptical is like All right, I get it. Simplicity is a thing. Is it really a differentiator? I very quickly was surprised based on customer feedback that no, it really is very, very meaningful on. And that's something that we take all the way through Engineering. Write everything down, Thio how we design features and put them in the user interfaces. If there's, you know, there's an engineer that wants to put a configuration hook or a knob or ah on option in the user interface way kind of stop and say, Well, G, how would you document that? How would you suggest the user make a decision? Tea set that value will describe and say, Okay, well, g, we can make that decision, can't we? Right? Like, why don't we just want we just make it simpler And so that's been That's been a big surprise, I think, from a customer catalyzed, uh, point of view. What I'd say is we've been really surprised at a lot of the use cases that the flash blade product has been put into play for. And, you know, I think a I was one of them when we when we first set out, we had really targeted Flash played at addressing a segment of the commercial HPC Chip Design Hardware Design software development market. Andi is actually a set of customers, very large Web property customer that came to us with an A I use case. They said, Hey, you know, we've got a ton of data video images, uh, text postings. And we want to do a lot of analysis of this. All right, I want to do a facial recognition. We want to do content and sentiment analysis. We've got the Jeep use. We think you guys have the right storage product for that, and that's really that's really taken off. And that was very much a customer driven area. We >> talked a little bit about that within video yesterday. About some of the customer catalyzed innovation where a is concerned. >> Absolutely. What do you see is the critical technical skills that pure needs in the next decade. I mean, you're five. Correct? Remember, you can't have a networking background. Internal networking, I guess of you got guys from Veritas, right? Obviously strong software file system. What do you What do you see is the critical skill. Yeah, that's >> a good question. You know, we have a very diverse team, all right? We we in engineering typically higher and look for people with strong systems, backgrounds that are willing to learn and want to solve her problems. We, you know, typically haven't hired very specific domain areas myself, my doctor, and is in language run times and compilers, Oh, distributed systems so a bit all over the map, You know, What I'd say is that the first phase of pure the first kind of decade was really about reinventing the storage experience on for me. I look at it as taking lessons from the consumer experience, bringing him into the storage on Enterprise World. Three iPhones, example. That's used a lot. There's a couple of examples you can think of. I think the next phase of what we're trying to do and you heard Charlie talk about this on stage with a modern date experience is take some lessons from the cloud experience and bring them into the enterprise. Right? So the first phase is about consumer simplicity for a human think the next phase is really about bring in some more of the cloud experience for enabling automation and dev ops and management orchestration. >> So what kind of work? A long, long, lot of work to do to get we envisioned this massively scalable distributed system where you have that cloud experience no matter where your data lives, that's not there today, Um, and you don't want to ship your date around, it'd be too much data. So you're on a ship metadata and have the intelligence tow. Bring the compute to that. That data. >> What do you >> got to do? What's the work that you have to do to actually make that seamless? That there's that over word overuse word again. It's not seamless today. Yeah, >> so? So, look, I mean, I think there's there's a lot of angles to it right on. And we're gonna We're gonna work our way there to your point. You know, it's not there today, but, you know, you're you're starting to see us lay the groundwork with all the announcements that came out today, right under the umbrella of Hey, we want to end up creating more portable, more seamless, more agile experience for customers. You can see where, as we bring Maur storage media's into play different classes of service, different balances of performance and cost, bringing those together in a way so that an application can use them income in the right combinations, you know, bring a I into play to help customers do that seamlessly and transparently eyes a big part of it. You can see multiple location kind of agility that we're bringing into play with Claude Block >> store >> enabled, like loud snap and snap shot mobility. Things like that on Dhe. Then you know, I think, as we move beyond the block world and way look att, what we can able with applications that sit on top of file on object protocols. There's a lot of, ah, a lot of greenfield there, right? So you know, we think object storage is very attractive, and we're starting to see that as the application vendors, right, as the applications that sit on top of the storage layer are really embracing object storage as the cloud native storage interface, if you will, that's creating a lot of, ah, a lot of, uh, you know, a lot of ways to share data, right? We're starting to see it, even within the data center, where multiple applications now are able to share data because object storage is being used. And so, like I said, there's a lot of angles to this right. There's there's bringing multiple discreet A raise together under the same management plane. There's bringing multiple different types of storage media a little bit closer together from a seamless application mobility perspective. There's bring multiple locations, data centers, clouds together from a migration a d R perspective. And then there's, you know, there's bringing a global name space type of capability to the table, so it's a long journey. But you know, we think it's the right one. And you know what we ultimately want to do is, you know, have customers be able to think about, be ableto provisioned, be able to manage to not just an array, but really more of like an A Z, right. I want a pool. I want it to be about a fast. But you know, I'm willing to pay about yea much for it, and I need this types of data protection policies for it. Please make it happen >> and anywhere do you So you see, it is technically feasible to be able to run any app, any workload on any cloud or on Prem without having a re compile the application, make changes to the application. That's what I really kind of meant by Seamus that you see that as technically feasible in the next called 5 to 10 years, I'll give you I think >> I think it'll take a long wait a long time we'll get there. And I think, you know, I think it'll depend on the application. All right. I think there are gonna be some combinations that look. I mean, if if you have a high, high frequency, low latent see trading database, there's physical limitations, you're not going to run the application here and put the storage in the cloud. But if we if we step back from it, right, the concept, Yeah. I mean, I think that a lot of a lot of things are becoming possible to make this happen, right? Fastener networking is everywhere. It's getting faster application architectures and making it more feasible. You know, the media costs and what we're able to drive out of the media are bringing a lot a lot more than work leads to flash A eyes is coming into play. So, like I said, it's gonna be different on the on the application. But, you know, I think we're entering a phase where, you know, the modern software developer doesn't wanna have to think too hard about where is you know where physically what six sides of sheet metal is. My dad is sitting on. They want to think about what I need from it. What do we need from in terms of capacity, what we need from it in terms of performance, what we need from it in terms of data service capabilities. All right, ends, you know, And I need to be able to control that elastic Lee. I need to be able to control that through my application through software, and that's kind of what we're building towards. >> Last question, Rob, as we wrap up here, feedback that you've heard the last day and 1/2 on some of the news that came out yesterday from customers, analysts, partners. >> Yeah, you know, I'd say if I were to net it out. I think the one piece of you, Doc, we've gotten this. Wow, you guys have a lot of stuff on. It's really nice to see you guys talking about stuff. It's available today, right? That >> that's a >> lot of eyes on that screen. And, you know, I think I had a KN analysts say to me, You know, this is it's really refreshing. Thio kind of See you guys take a both you know, the viewpoint of the customer. What you're delivering the customer, what you're enabling on then be, You know, I got a lot of tech conferences and I hear a lot about, like, way off in the future. Envisioned Andi feedback we got was you guys had a really good balance of reality today. What, You're helping customers today? What's available today to do that? And enough of the hay. And here's where we're headed. So >> we actually heard the same thing. So good stuff, right? Well, congrats on the 10th anniversary, and we appreciate you joining us on the Cube. We look forward to next year already in whatever city. You're gonna take us to >> two. Thanks a lot. >> All right. For day, Volante. I'm Lisa Martin. You're watching the Cube. Thanks for watching.

>> from Austin, Texas. It's Theo Cube, covering pure storage. Accelerate 2019. Brought to you by pure storage. >> Welcome back to the Cube, The leader and live tech coverage. I'm Lisa Martin with David Dante. We got a pretty cool guests coming up next, guys, you may have seen him here on the Q before. He has back Matt Harris, the head of I T for Mercedes AMG, Petronas Motor Sport. Matt, Welcome back. >> Often a >> way got the car over there with excitement. One of the coolest sports I've ever become involved with. Formula One is this incredible mix of technology strategy. All these crazy things you guys that Mercedes have been partners, customers a cure for about what? 45 years? >> 2015. As a customer, we became partners in 2016. >> I wonder if they like to save Mercedes AMG Petunias Motor Sport has had five consecutive years of both constructors championships driver's championships. You're a great position on both for 2019. It was a little bit of a history about the product that you put out on truck every other week and how pure storage is a facilitator of that. >> Yeah, okay, so it's an interest in a story for those that are interested in Formula One, because what you see on the track looks the same. But realistically, every time he goes out, the guarantee will be different. That level of difference could be a simple wing change or configuration, always based on data that we're learning from during a race again. But every week we also have a different car dependent on the track we're going to. So we have two different worlds that basically were to rate on a minute by minute, hour by hour and day by day at the track. But in the factory, that could be the same sort of it oration. But it could also be into weekly or monthly or year for a car. So all of that is based on data. So everything we do is that businesses revolves around data. We never make a change to the car without me now to back it up with empirical knowledge. Even if the driver turns around and tells us they feel something called, they believe something, we will always make sure we have data to back up that decision, So access to data is critical. Compute performance whether it's high performance, compute for our safety, for instance, whether it's for you as an end user, access to data is critical across everything that we do is time critical Time is our currency really as a business if we slow down your job? Generally, that probably means that you've got less time to make the correct decision. Or maybe you have to turn into a guess or a hunch, which that's never a good place to be in our sport. >> No, I would think not. >> I've I recall, from our conversation last year their rules that say, How many people you can have in your entourage like 60. I think it was yes, and at the time I think you said you got, like, 15 Allocated to data. Is that ratio kind of still holding? I >> still exactly the same in our tracks. On environment, they're still the same in the factory. We have more than that, depending on how many people on what time of day, what day of the week. So on a Friday race day, practice day, we can have a minimum. There'll be 30 people in our race support room will be looking at data along with those other 15. But you can have the whole Aargh department or design department or logistics. Whoever could still be looking at data from the track real time, so we can have as many as 4 to 500 looking at data if they want to. And if that's the right thing going on earlier in the season, you generally get more people looking As the season goes on. It's probably more aargh focused, maybe mechanically if we got something new, or maybe the engine division again in a completely separate building in the U. K 40 miles apart, they've got another set of people that will be looking and trolling through data riel time from the but looking really at the power unit rather than the chassis side. >> And you're generating, like roughly half a terabyte a weekend on a race weekend. Is that still about the same? Or is that growing a car >> perspective? It's just under half a terabyte, but we produce up to another half a terabyte of other supporting data with that GPS data, weather data, video, audio, whatever it would be other information to help with the strategy side of things So we're around 77 50 to 1 terabyte for race weekend, >> and each car has about 300 sensors. I think when we spoke with you last year, or maybe you're half ago is about 200 so that's increasing in terms of all the data being captured every race weekend. But one of the things that I love that matter sizes, you know, we're idea at Mercedes is not that unlike I t at other groups who really rely on high performance systems. But you do put out a new product every two weeks and this really extreme range of conditions, your product is extremely expensive as pretty sexy. Like the portability factor. You have to set up a tea shop, have any 20 weekends a year and set it up in what, 36 hours and take it down in six. >> And a nine year old joke about the taking it down in six is a bit like a Benny Hill sketch. It's obviously choreographed and, well, well rehearsed, but we have all the same systems as any normal business would have the tracks. That environment is very different, though we don't have air conditioning in so all the IittIe equipment has to work at the natural ambient air temperature of the country. We're in this year. Believe it or not, Germany and hungry have been our biggest challenge. We've had for the last 43 to 4 years because they had 45 degree air ambient air temperature. So forget humidity for a minute, which is Another kettle of fish probably affects us a bit more, maybe, than the systems, but we're only chucking that air as fast as we can across the components. So we're not putting any cooling into what is probably around the tolerance of most I T systems. So we have to rely basically on air throughput to terminate. Keep kit. Cool. Now the benefit with pure is actually doesn't create any heat, either. There's no riel heat generation, so it's quite tolerant, which helps us get it doesn't create Maur, but the environment we put it into is quite special. But what we're doing is what any business would want to do. Access toe email file systems. What we're trying to do is give it in a performance fashion. People need to make a decision. So in qualifying, for instance, those 300 sensors. That information that we've got from the car, we've got minutes to make a decision based on data. If it takes you too long to get the data off, you can't then look at the data to make a decision. So we have to make sure data in just from the car and then basically multi access from everybody in the factory or the track side is performance enough to make a decision before the car goes back out again. Otherwise, we're wasting track time. >> So you've always had data in this business. Early days was all analog, and it obviously progressed and thinking about what you want to do, Going forward with data. What kind of information or capabilities don't you have? Where that technology in the future could address >> s so interesting. One is technology of the future. If you know what it is, let me know with what we know right now, I think a lot of it's gonna be about having the ability to have persistent storage. But actually the dynamic of the compute resource eso looking at things like kubernetes or anything like that to turn around and have dynamic resource spin up as and when required to do high performance computer calculations based on the data, maybe to start giving us some automated information, I'm gonna be careful of the M l A. I is for our businesses, it's not quite as simple as others because our senior management very technically capable, and they just see it as advanced statistical analysis. So unless you program, it is not gonna give you an answer. Now we've started to see some things this year were actually the computer is teaching us things we didn't ask it to. So we have got some areas where we're beginning to learn that. That's not necessarily the case now, but for us that access to data moving forward, it's probably gonna be compute. Combined with that underlying storage platform, there's going to be critical onstage. You you heard Robin people talking about the ability to have that always present storage layer with the right computer. That's something for us is going to be critical, because otherwise we're gonna waste money and have resource sat doing nothing. >> Is security >> an issue for you? I mean, it's an issue for everybody, but there isn't a game of honor because you got this, you know, little community that you guys trying to hack each other systems. >> So it's an interesting one inside the sport, Actually, no. Because a few years ago there was a very high profile case where data went between two teams and there was £100 million fine's exclusion from the sport for a season. So that's that's >> too big. You don't mess with that. >> But also, if you think of that from our perspective, we've got the Daimler star on here. We cannot afford to have any of that Brenda brand reputational rubbing off on Damon's. So that's a no no other teams I can't talk for. But we're all fairly sensible between ourselves. What will be interesting moving forward is what technologies air in our sport, but actually of the whether their motor manufacturers or not, is their technology in there that they're interested in. Maybe the battery technology from the power unit side of things is that the power unit itself. So are other things actually more interesting to those other >> places. It legal for you, you know, by the rules of sports, a monitor, just data or captured data, whether it's visual, whatever from your competitors. Eso anything, >> this public? Yes, it's fair game. Okay, so we get given all the teams. Actually, we get a standard set of three or four different streams of information around GPS timing on some video feeds and audio feeds on their publicly consumable by the team's. When I say public for a second on those feeds, we can do what we like. You know that there for us to infer information, which we do a lot off, is what helps our strategy team to turn around and actually predict what we might or might not need to do as far as a pit stop or tire degradation. >> And that's where the human element must come into understanding the competent, like to football coaches who who know each other right? >> Well, yes. And now, if you think if you add to that the human element off Well, what happens if one team strategy person changes? Are they gonna make a different call based on the same data? Is their hunch different? Do they think they know better within a team? You can have that discussion. So what happens in another team where they're cars, not as performance so their mindset. Maybe they're thinking differently. Or maybe a team's got the most performance car of the moment and they think that they're going to do X. And we're like, Well, we're gonna do something different than to try and actually catch them out. So do we. Now don't do the normal thing. >> So let's hope >> Gamification I love it. >> Let's look at all. Make a prediction. 2019 is gonna be another Mercedes AMG way. So at the end of the season, all of the data that you have collected from the cars, all the sensors, all the weather data, GPS, et cetera how does pure facilitate in the off season the design of the 2020 car, for example, Where does where does things like computational fluid dynamics? >> Okay, so all of our production data is on pure, whether it's on a ray or blade somewhere, it's on pure storage across the site. So they're involved. Whether you're talking about design, whether you're talking about final element analysis for hyper a ll, the C f. D. Using high performance computer systems, everything some pure so from that point of view, is making sure we're using the right resource in the right place to get the best performance. Now, see if he's an interesting one because we're regulated by the F A a. About the amount of compute that weaken you. He's now. Because of that, you want it to be as efficient as you possibly can. It's not speed but the efficient use off CPU time. So if a CPU is waiting for data, that's wasted, Okay, so for us, it's trying to make sure that whole ecosystem is as efficient as we can. That's obviously an integral part of everything we do, so whether we're wind tunnel testing, whether we're in the dino, the simulators, but everything basically comes back to trying to understand and correlate the six or seven different places we generate data, trying to make sure that when there's a change in the simulator, we understand that change in the real world or in a diner or in safety. So all of that, what pure do is allow us to have that single place to go and look how I perform and always available. And for me, I don't have to have a story. Jasmine. Yeah, we've got a team of people that actually are thinking about that for us at Pure, You know, there is invested in us these days. Yeah, I walk around here, I'm very fortunate. I get to see all of the senior guys here and there. They are asking me what's going on and how's things with sequel Oracle Because they know exactly what we're doing and they're they're trying to say what's coming. So things like object engine Pierre So we've been talking to pure about using that over the coming months. But what? We're not having it at the moment. Go out and learn it. Actually, they coming in and they're telling us all about it. So they become a virtual extension to my team, which is just amazing. >> Yeah, far more efficient. You're able to focus on a much more things that drive value for the business. As we look at some of the things like the Evergreen business model. What were some of the big ah ha we hear is the right solution for us back in 2015. Is that >> so? Evergreen and love. Your stories were two things at the time that we're just incredible for us because love your storage was basically you could have an array and basically you could use it. And there was no commitment, no anything. But if you like that, you could keep it, obviously, paying for it. Ah, nde. When we did that in the factory, basically, within a week of being in there that the team were like, Whoa, hang on, that's going nowhere. So that was That was a nice, easy one. But Evergreen was an interesting one, which has only really, truly for me. I've always bought into it. But the last probably 18 months we've used it time and time and time again because the improvements with the speed of light x 90 coming envy Emmy drives. When we were looking at capacity, what we did was we turned round and said, Well, actually, we can buy more dense units in the next 90 so we're only buying the extra capacity, but we were getting new technology. So nations, all the innovation that you're putting into their products were getting it. So today, when they were talking about the memory based access, and if your things always sat there going, I can use that. Oh, and there's no there's no work for me, there's no effort. The only thing I gotta worry about is whether I've got capacity for that. Those modules to go in. So Evergreen has worked several times because I don't have to go back to the cap export and go. Could I have another x £1,000,000 please? Why? I need some more storage. Yeah, but you bought some of the other day. Yeah, well, that one. I need to get rid of it because I need a bigger one. And I don't have to do that. Now. I just go in. I'm telling them what the increases for which actually, they can choose Then if they want to increase, they know what the business benefit is rather than just I t has got to turn around and either replace it because of age or the new version doesn't support is not an uplift, not upgrade from the old. One >> I've seen was looking at some of your stats and the case study that's currently online on. Imagine these numbers have gone up 68% reduction in data center Rackspace and saving £100,000 a year and operating costs >> those that would have been probably two years ago. Ish roughly those figures. And the operating cost is a huge improvement for us. Cap Ex is probably the biggest one for me. They were moving forward with cost caps coming into Formula One. That type of thing is gonna be invaluable. Does not happen to do a forklift upgrade of your storage. Well, I wouldn't know what I would do if I had to upgrade what I now own from pure I can't even imagine what? I don't want to turn around town my bosses what that's >> gonna cost. Well, it sounds like you really attacked the op X side with R and D with pure r and D. I kind of like that shifting, you know, labor toe are Andy because you don't want to spend labour on managing storage a raise, make no sense for your business. Okay. What do you want? Pure toe spend? R and D are now, what problem can they saw for? You mean >> so racy is gonna help If I'm really honest, that's actually is gonna help fill a whole quite well for us because we weren't really sure what to put some of that less hot data we were like, Well, where we going to start to put this now? Because we were beginning to fill up the array and the blades. Actually, with a racy no, we can actually use that different class of storage actually, to keep it still online. Still be out to do some machine learning A. I in the future when that comes around. But actually I can now have Maur longevity out of my existing array and blades. So that's brilliant and coming, I think, having I need to be careful, I know some things that are coming. Uh, the active sinking array is brilliant, and we've been using that since it came out. Having that similar or same ability in Blade when it comes will be a very advantageous having those played enclosures. We've gone to multi chassis flash played over the last six weeks, so that for us is great. Once we can start to synchronize between those two, then that's ah, that's another big one for us, for resiliency, for fault, tolerance, but also workload movement. That thing I said about persistent stories, layer, I'm not gonna need to care where it is, and it will be worked out by the storage in the orchestration layer so it can have the storage in the computer in the right place. >> Wow. Great story, Matt, as always. And I think it's Pierre calls this the unfair advantage coming to life. Best of luck for the rest of the 2019 season. >> I'll take it. >> All right, We'll see you next time. >> Thank you. >> Keep before >> for David Dante. I am Lisa Martin. You're watching the Cube from Cure Accelerate in Austin, Texas.

>> from Austin, Texas. It's Theo Cube covering your storage Accelerate 2019 Brought to you by pure storage. >> How do y'all welcome back Thio, the Cube leader In live coverage we're covering day to a pure accelerate 19 Lisa Martin With Day Volonte Welcoming to the cue for the first time from SG Mark Peters principal analyst and practice >> Oh, my apologies. So young. >> I wish I wish that was true. >> In fact, one of the first analysts I think that's true if not the first analyst ever on the Q. But, >> well, I'll say Welcome back. Thank you. We're glad to have you here. So you've been with Ishii for quite a while, You know, the storage industry inside and out, I'm sure pure. Just about to celebrate their 10th anniversary. Yesterday we heard lots of news, which is always nice for us to have father to talk about. But I'd love to get your take on this disruptive company. What they've been able to achieve in their 1st 10 years going directly through is Dave's been saying the last two days driving a truck there am sees, install, base, back of the day, your thoughts on how they've been able to achieve what they have. >> That'll last me to talk about something I really want to talk about. And I think it addresses your question. How have they been able to do it? It's by being different. Andi, I don't know. I mean, obviously you do a stack of into sheer and maybe other people have talked about that. But that is the end. When I say different, I don't necessarily mean technology. I have a kind of standard riff in this business that we get so embroiled in the technology. Do not for one second think it's not important, but we get so embroiled in that that we missed the human element or the emotional element on dhe. I think that's important. So they were very different. They created, you know, these thes armies of fans who just bought into what they did. Now, of course, that was based on initially bringing flash to the market making flasher Fordham. Well, they've extended that here with the sea announcement and other things as well, so I don't want to just focus on that, but you know, they continue to do things differently with the technology, But I think what really made them an attractive company and why they've survived 10 years on her now big sizable is because they were a different sort of company to deal with. >> Are you at all surprised that the fourth accelerate is in Austin, Texas? Dell's backyard? Yes. Well, they're disruptive. They're different. They're bold. We're okay, >> you see, But But also, did you go to the other three? >> Uh, the last two. I was trying to remind >> myself where they were. I know one was kind of on a pier in a ballpark in San Francisco. One words. You remember the one that was in that you Worf, But that was a a rusting, so cool it was. But it was a metaphor in a rusting spinning desk, right. But it was also such a different sort of place on, So I probably was also a few it D m c. But I agree. And then the last one was in some sort of constantly. Yes, So >> they were all >> different. And so I Yes, I know this is Dell's backyard. Probably literally, because I'm sure Michael owns a lot of the place. It's also kind of very normal place and so there's a little bit of me that I don't want to use the world worry. But as you grow up and of course, we've got the 10 year anniversary, we're in Austin. What's the tagline of Austin? >> I don't know. No. Keep Austin weird. Okay, >> I >> don't want to suggest appears weird, but they were always a little different, I said. That's why I think they were attracted as much as anything. Yes, that's why I had the hordes of admiring fans, all wearing their orange socks and T shirts and cheering on DDE as they get older as they get more mature as they expand their portfolio. Charlie was on stage talking not so much about scale the problem when he was asked, but more about complexity. As you get more complex, you actually get more normal on, So I don't know that weird is the word, but a bit like Austin pure needs to keep your interesting. >> I like that >> Very interesting. So >> you and I, >> we've been around a while. We were kind of students of the industry. I was commenting earlier that it's just to me very impressive that this company has achieved a new definition of escape velocity receiving a billion dollars show. First company since Nana to do it, I gotta listed three. Park couldn't do it. Compelling data domain isolani ecological left hand. Really good cos all very successful companies. Uh, >> what do you think? It's >> all coming out of >> the dot com crash. Maybe that pay part of it. Pure kind of came out of the, you know, the recession. Why >> do you >> think Pure has been able to achieve that? That you know, four x three par, for example in terms of revenues. And it's got a ways to go. They probably do 1.7 this year. I think they have aspirations for five on enough there. Publicly stated that they probably have, right? Of course. Why wouldn't they thoughts on why they were able to achieve that? What were the sort of factors genuinely know? Having no idea what you were gonna ask me. And now actually, listening to question let me You've just made me think of something that I had not really thought. So I took so long to ask the question formulated. And you are so, um, you used the word escape velocity. Let's think about planes. I mean, you know, I think it's a V one, isn't it to take off, Mitch? Maybe not the same as escape, which is in the skies. But you get the point. How long to really take off? Be independently airborne? They gave themselves. I don't know how much was by design default how it really happened? I don't know. They had an immensely long runway. You think the whole conversation about pure for years and years was Oh, yeah, yeah, they're making loads of revenue, but they lose 80 cents every time they get 50. That was the conversation for years and years. I know they've now turned that corner, and I think the difference. Actually, the more I think about it, yes. You can talk about product. Yes, you can talk about the experience. I think those things are both part of it. But the other companies you named had cool things too. They all had cool products you had. What was it? The autopilot thing with compelling. And they had lots of people cheering. Actually, in this building, I think three part was yellow and kind of cool in a different part of the market. and disruptive. But they were both trying to get to the exit fast. Whether the exit was being bought or whether it was going under. I don't know it was gonna be one or the other, and for both of them, they got bought. I don't think pure had that same intention, and it's certainly got funding and backers that allowed it to take longer. So that's a really good point. I think there's a There's a new Silicon Valley playbook. You saw it with service. Now, with Frank's limits like the Silicon Valley Mafia's Sweetman Dietzen, Bush re at Work Day, they all raised a boatload of cash and a sacrifice profits for for growth. I mean, I remember Dave Scott telling me, you know, when he came on, the board was saying, Hey, we're ready to you know, we're prepared to raise 30 million. He said, I need 80 eighties chump change today compared to what these guys were raising. Well, I mean, I think I mean, they pretty quickly raised hundreds of millions, didn't they? They weren't scraping by on 50 or 80 million, which which is what you see. You sort of want one more thought just this escape velocity idea, I think is interesting because the other thing about escape velocity is partly how long you take runway orbit, whatever. But it's the payload on, you know, The more the payload, the longer it takes the take off the ground or the more thrust you need thrust in this case, his money again. But if you think about it, this is another thing where he and I gotta say, we've been doing this a long time. The storage industry over decades has been one of the easiest industries to enter on one of the hardest to actually do well. Why is that? Because the payload is heavy. It's easy to make a box that works fast, big whatever you want in your garage. Two men on one application working for a day. It's really hard to be interoperable with every app, every other system, operational needs and so on and so forth. And so the payload to be successful. I think they understood that, too. So, you know, they didn't let ourselves get distracted by like the initial shiny, glittery we need to get out of this business. >> I love the parallels with payloads and Rockets. Because, of course, we had Leland Melvin inner keynote this morning. I'm a former NASA geek. Talk to us about your thoughts on their cloud strategy, the evolution of the partnership with a W s. We talked about that yesterday. Sort of this customers bringing this forcing function together, but being able to sort of simplify and give customers this pure management playing the software layer wherever their data is your thoughts on how their position themselves for multi cloud hybrid world. >> Okay, two thoughts, one cloud. Then you also used the word simplicity. So I want to talk about both of those things if I can, Um I don't know. I'm sorry. This is not a very good answer. I think it's the truth. I mean, you can't exist in this world if you haven't got a cloud story, and it better be hybrid or pub. Oh, are multi, whichever you prefer. I think those have very distinct meanings, by the way, but we would be here for an hour and 1/2. It'll be a cube special to really get into that. However, So you've got to do this. I mean, there is just, you know, none of the clients they're dealing with. Almost none. That's not research. I'll talk research in a second but glib statement. Everyone's got a cloud strategy. It doesn't matter which analyst company you put up the data, we'll do it. I want to talk about a cup, some research we've done in a second. But everyone will tell you a high number of people who have a cloud first strategy, whether that's overall or just the new applications or whatever. So they've got to do it. What's crucial to whether or not they succeed is not the AWS branding, because everyone's got a W s branding me people that they don't work with or will not work within the next year or two. I mean, I'm sure there's one God you look like you're anxious, you're on a roll. But simplicity is really important. So David knows we do a lot of research early yesterday, one of our cornerstone piece of researchers think all the spending intentions we do every year. One of the questions this year's Bean for a couple of years now is basically saying simple question Excuse. The overuse of the word is how much more complex is I t you know, in your experience, more or less complex. And it was two years ago. I t broadly and you know that I love this question. You know the answer on dhe. 66% of people say it is more complex now than it was two years ago. People don't want complexity. We all know that there's not enough skills around the research to back that up. A swell on dso Simplicity is really important cause who was sitting in this seat before May I think I will say that the company here was founded on simplicity. That was the point. They were to be the apple of storage. I think that's why people love them. They were just very easy to use on dso coming finally back to your question. If they can do this and keep it simple, then they have a better chance of success than others. But how do you define successful them isn't keeping their customers are getting new ones. That's a challenge. >> They do have a very high retention rate. I want to say like 140% but things like we have our dinner for two U percent attention. Yes. How did >> you do? So? So this is is interesting. It's actually 100 and 50% renewal rate. Oh, by the Mike Scarpelli CFO Math of renewal rates on a dollar value on net dollar value renewal rate subscriptions. Mike Scarpelli was the CFO of service. Now invented this model and service now had, like, 100 and whatever 1500 whatever 27. And so it's a revenue based renewal. Makes sense. Sorry for one second you're retaining more people than you >> go. 101 100 >> 50% is insane. 105 >> percent is great. Yeah, 150% is interrupted. Your question. >> Well, I'm just saying >> it's good. Good nuance, >> Yes, Thanks for clarifying its. You know, companies can say whether it's one. Appears customers are pure themselves or competitors. We are cloud. First, we have a cloud for strategy, and a company like pure can say we deliver simplicity, those air marketing terms until they're actually put in the field and delivered. So in your perspective, how does pure take what I T professionals are saying? Things are so much more complex these days? How does a pure commit and say simple, seamless, sustainable, like Charlie, Giancarlo said yesterday. And actually make that a reality. Well, I >> mean, obviously, that's their challenge, and that's what they have work to do to some degree. And this comes back to what I was saying that to some degree it becomes self fulfilling because your that's why your customers come back with more money because they bought into this on. So as long as they're kept happy, they're probably not going to go and look at 20 other people. I'm not saying they never had any of that simplicity to start off with, but it's very interesting if you go to a pure event, their customers and this might be sacrilege sitting in this environment don't talk about the product. They talk about the company, >> right? >> The experience There's that word again, off being appear customer yes on So they're into it. They brought into whatever this is, and as long as the product, please do not strike me down is good enough. I'm not saying that's all it is. I think it's a lot better that, but as long as it's good enough, but you're really well looked after a few minutes ago, when I'm saying that's why I think this market is about so much more than just how fast can you make the box? How big can you make the box? How smart can you make the box? All of those are interesting, But ultimately, I'm only looking at Dave because he's so old. Ultimately, technology is a leapfrog game. Yeah, branding is not >> Beaver >> s O. So that's a good point. But we've not seen the competitors be able to leap frog pure or be able to neutralize them the way, for example, that DMC was able to somewhat neutralize three par by saying, Oh, yeah, we have virtual ization, too, you know, are thin provisioning. Rather. Yeah. And even though they had a thin provisioning bolt on, it was it was good enough. Yes, they did the check box. You haven't seen the competitors be able to do that here? I'm not saying they won't, but are they? I think, um, I was going to say basically this on my MBA, but I don't have one, so I can't say that, but, you know, I've read that. Read the books. If you look at Harvard Business School cases, I think the mistake made by the competition was to assume that Pierre would go away, that they would each try it or that it would fail on will make fun of the fact they don't make any money for the first few years on dhe. You know, the people going to them, we're gonna be sadly mistaken when they can't handle these features, whether that be cloud or whether that be analytics or fresh blades or whatever else again to add on. They thought they would just go away that there are great parallels in history when you let competition in and you just keep thinking at each point they're going to go away. Spot the accent. British motorcycle industry. When the Japanese came in, they literally said, Well, let them. There are records. We'll let them have the 50 cc market because we don't really care about that. But we'll make the big bikes Well, Okay, well, let them have 152 100 cc because really, that doesn't matter. And 10 years later, there was no industry well, and I think what happened with the emcee in particular because, let's face it, pure hired a bunch of DMC wraps. They took your product and, as I've said before, they drove a truck to the the symmetric V n X install base Emcee responded by buying X extreme io and they said, You know what? We're sick of losing the pure. We're gonna go really aggressive into our own accounts and we're gonna keep them with flash. And then what happened is their accounts. It Hey, we're good. We don't actually really need more stores because the emcee tried to keep it is trying to keep both lines alive. And now they're conflicted, pure. You know, I had a what? We're mission. >> You thought not up a great point. Sorry. Just just because I think >> thing about that is if you look at how e. M. C using my words accurately usedto act, I think you said that, too. So I'm not criticizing Adele is they were exceptional organized marketing organization. We go that way. And if you're not going that way, you got a big problem both as a custom, Miranda's UN employees. But the problem with that is also is that way would sometimes become that way, and then it become that way on the product depending what was doing well. So, for example, they had, you know, tens of thousands of feet, all marching to the extreme. I owe beat for a few quarters, and then they would go off on to the next product pure. Just carried on, marching to its beat down that runway escape velocity question >> appoint you brought up a minute ago before we wrap her. That I think is really interesting is that you write your customers talk about the experience. I think we were talking with a customer yesterday. Dave was asking, Well, what technologies are you think he started talking about workloads? So when we're at other events, you hear other names of boxes brought up here to your point. It is all about the experience so interesting and how they're Can you continuing to just be different, but to wrap things up since they're in my ear, we're almost that time. I just wanna take a minute to ask you kind of upcoming research. What are some of the things that you're working on? Their really intriguing you and SG land. I think right >> now, from my perspective, I mean, as a company would continue to do 27,000 different things because there's so much going on in the market. So whether that's security is massive area of focus right now, even improvements in networking. So it's not just the regular run of the mill, you know, Bigger, faster, cheaper. Which is always there s o A. I, of course, in all these again, you may both know you will now doesn't mean we're always looking at buying intentions rather than counting boxes. So it's really where people are moving over the next few years. That said to May. I think what's really interesting is to other things. Number one is to what extent can. I don't think we can really measure this easily. But to what extent can we get people talking about pure again to acknowledge that emotions, attitudes, experiences are an important part of this business? I'm old enough that I'm not scared of saying it, and I think pure is a company is not scared of saying it, you know, I think a lot of companies don't want to admit that Andi all know that they have different corporate cultures and mantras and views on their customers reflect that two on The other thing just generally is the future of I t. As a whole. I know that. So, I mean, I'm doing this because none of us really know what that is, but, you know, clearly way gotta stop talking about the cloud At some point. It's just part of I t. It's not a thing as such. It's just another resource that you bring to bear. I don't know that we're yet at that point, but that's >> got to happen. >> Interesting. Thanks for looking. I'm imagine this was a crystal ball. But Mark, I wish we had more time because I know we could keep talking. But it's been a pleasure to have you >> got the whole multi cloud hybrid cloud for an hour and 1/2. >> We come back, we'll have that discussion. Like what I'll means and yeah, back anytime. >> Excellent. Thank you for joining David. Me. Thank you for David. Dante. I'm Lisa Martin. You were watching the Cube from pure accelerate 19

>> from Austin, Texas. It's Theo Cube, covering your storage. Accelerate 2019. Brought to you by pure storage. >> Welcome back to the Q B. All the leader in live tech coverage. I'm Lisa Martin with David Dante. Couple of gents back on the Cube we have on Stuart the VP of technology for pure von. Welcome back. >> It's great to be here. Thanks for being accelerate. >> Were accepted severe. And we've got Carrie Stanton, VP of Global Biz Dev and corporate development from Theme Carrie, Welcome back. Thank you very much. I'm in the rain. I love the love it planned. Of course. Thank you. Very good branding here. Lots going on with theme and pure. Let's secure. Let's go ahead and start with you. Talk to us about the nature of the V Impure partnership. I'm assuming better together, but give us the breakdown. Sure, >> we've had a relationship for many years, but over the past three years we've seen it. You know, this year, counting this year, like the scale out is just unbelievable. We're growing at triple digits on our Cosell winds in the field, all of its writing, all of the predominantly being driven from the flash blade success that we've had in the marketplace, Our customers are buying into the performance that they have. Our our relationship is growing through joint innovation and joint development. And so what we've seen is raising them to a global partner, on having dedicated resources on it, as only amplified our success. We have. So yeah, it's fantastic. >> And then one from your perspective, what are some of the things that you are hearing? Are you guys being brought in? Maur from team customers is being being brought in more from pure side. What's that mixed like >> we've had? We've had a strong set of channel partners that I think promoting our joint solution on our products kind of a top of their line card. Of course, there's always the customer requested to get pulled in, and I think customers who have experienced either one of our products look at their satisfaction. They look extremely it, like NPS scores right and say, you know, if I'm a pure customer, there's a data protection company. That's gotta nps very similar years, you know, tell us more about what you're doing with with theme. If you look at kind of our common ethos. Right simplicity in the model right co innovation Help Dr Scale. Whether it's been through joint A P I integration with the universal adaptor or tryingto lean into next generation architectures like Flash to flash the cloud. It's just been a very easy progressive partnership to drive and bring in a market. >> Talk more about that joint development. Um, there's a start in the field. No engineering resource is I'd love to Have you had some color to that? >> I think I think I think it's >> a combination of. So we'll start with a universal adapter that was beams initiative to help add scale to the back of process to as you're putting virtue machines into backup mode along, you know, leverage these the storage controller snapshots so that you could come in and out of that back about very quick. V, invisible to production operations, offload a bunch of data processing and in time, out of the equation that just helps scale right back up, more virtual machines faster. That's a program that they initiated that we were one of the founding partners on one of the first partners to publish ah Universal adaptor, or R A p i for it. The >> results have been The results are pure is by far the number one partner for downloads for a customer downloads that we have across our partner Rico system. So we have a vote 15 partner Rico Systems that have written to the universal FBI on. So just last week, you know, over 3000 downloads surpassed over 3000 downloads. Here is 6500 customers. I'll let you do the math. All right, so it's it's great that we see such strong adoption from their customer base. Almost 50% of their customers are team customers on. Then that >> contusion. That's hi, >> It's very high. >> Wow. So give me your favorite customer example that really articulates the value that pure brings the value that being brings. >> We've got a lot going on in the financial space in the healthcare space. >> Butler Health is a joint customer that we have a customer reference win that they've published in that we've published on dhe obviously many, many more, but especially in the people, customers in the financial health care that are looking for performance on Dhe. Looking to that flash blade, a za landing zone that's going to give them more than just a backup target. It's going to give them the ability to leverage it for a I and ML and many other factors, which is again, one of the reasons why we've seen such strong adoption. >> You talk about health care, we're talking about patient data, lives at stake. Give me some of the meat about what this customer, for example, is achieving at the business. Subtle and the human lives level >> Well, I think what they're seeing is of what they were used. It's not so much the exact stats that I could give you down to how money they're getting per second, but it's what they were using before, which is one of the legacy competitors that we have, which we call. You know, some of these donors that they give to market share that we take away day in and day out with without saying names. But there was a reform replace that we came in and taking a second generation solution from a legacy hardware appliance that was being used previously in a secondary storage. >> Yeah, allow me to elaborate a bit, right? So you asked about the technology we kind of talked about the universal adapter for the off load where we've really seen growth has been in this notion of flash to flash the cloud and peers introduced this notion of rapid restore. So again, how do we grow our businesses together? Growing amore mission critical or patient? Critical deployments has been this notion of not just backing up the data faster. That's kind >> of the the >> daily repetitive task that no organization wants to to deal with. Where the rubber meets the road is Can you put the data back? And we've seen this explosion in the increase of of the capacity of data, set sizes and the pressure they put on restoring that data. When you happen to have, ah, harbor failure, a data center go off line or a power issue and this goes so you go back to patient records gotta be online when everything fails and there's an issue with a chair, whatever. Maybe how quickly can we get the data? And we're orders of magnitude faster, then the legacy >> platform. So having an integrated appliance is part of that key and co engineering. Is that right? I mean, you guys pure software no pun intended, right? You don't want to be >> No, no, it sze taking the they wrote to our a p I right So the work that they did on the FBI and then continue to innovate and iterated against it right and coming out with the next version that they just come out with it is, is just differentiating themselves in the marketplace. And that's really what we're seeing. And we're seeing that success that the enterprise today, from what we have without even looking forward to our upcoming V 10 which is gonna have some high end enterprise feature sets. >> And we want to get into that. But something that mom that you were just saying It's almost as if data protection is no longer just an insurance policy. It's an asset. We have to be able to get it back. >> Absolutely fuel, We believe if you look at the legacy backup appliances, they were designed and optimized for short backup windows and are proving to be a challenge at restoring the data, which is actually where the value in the architecture is. We've talked about rapid restore in bringing, flashing that space. We worked with team engineering on V 10 actually double that performance so that customers, as they upgrade their code line, can again bring those mission critical workloads back online even faster than in the past. In addition to that, we've worked through some of the VM integrations for customs who want to mind that data who want to clone those workloads and bring them up on online and ADM or analytics or searching the metadata of that data. So there's a lot going on besides just your backup and recovery. >> So you guys are saying, Chuck, the appliance don't need the appliance. You've got a better model. Is that what I'm hearing? Or >> we win against appliances day in and day out? So absolutely software. Best of breed software. Best of breed storage hardware. >> What should we expect for V 10 adoption there? You guys announced in the spring? >> Yes, and it will shift in Q four. Dave, honestly, this is gonna be Anton is gonna shit >> a good track record. They're gonna go out there. >> No, but we have some key features that will differentiate us in the marketplace, especially as we go to the enterprise with pier storage, such as immune ability right, So that's a feature that we've talked about. You know, we've been hyping because we believe in it that what it's gonna bring for the protection of ransom, where malware and it's it's gonna be a game changer. We believe in the marketplace and our famous now, as they were finally gonna support now support for their enterprise customer base. So, I mean, those two keep features in and of itself. So again, I talked about the scale that we're having today in the marketplace without these key enterprise features and then having those chip, you know, in the next 90 days are again we believe just gonna continue to elevate our business. >> We're talking to Charlie earlier today about just a CZ. Part of his job is tam expansion and data protection is an obvious area for that. You could have chosen to go buy a small software company, certainly have the cash on your balance sheet and compete. We have chosen to partner talk about the opportunity that you guys jointly see in terms of the market you can penetrate. >> I think it is such a Our ecosystem is so comprised today of partnerships that are based on. On one hand, you're partnering, and on the other hand, you're competing that it is. It is really refreshing to find a partnership like Veen, where we've got very clear lines of what our product offerings are, where they come together and no competitive obstacles. It makes partying in the field the easiest, right? We've got great partnerships across the board somewhere. Appliance vendors. Sometimes those partnerships work fast. Sometimes they running hurdles. We never run into a hurdle together, so it's worked very well. I think our partners, our channel partners, have preferences around the server side that they like to go to market with. We give them the freedom together to pick and choose. So they put invested class software with best class storage to to meet the needs. They put the rest together based on what fits their business model or their current agreements go forward. So >> clear, clear swim lanes, Big market. You guys showed some data at V Mon. I want to say Danny's data, maybe $15 billion Tim man larger. You guys get a piece of that, you get a piece of that >> on a savant said. It's just there's no there's no friction in the marketplace is going out and doing the work we need to do to win. But we never get it that Oh, we can introduce this because it's gonna compete with, even if it's only 2% of what they have, there's there's looting. No, they do not have data protection. And we don't do as, you know. We don't do hardware in storage. So again invested breeds. And I >> think those numbers maybe even conservative because, you know, as you were pointing out, the traditional backup products were designed to deal with the biggest problem, which was back up window, which, by the way, 60% of times the backup didn't work anyway. But you have to get inside of, you know, Yeah, we backed it up check. But backup is One thing is my friend Fred Morris. Recovery is everything. So things are shifting in a digital business recovery. You know, it is tantamount. You know, ever you can't ever not be without your data. So it's an imperative. Yeah, >> it's, um, when you're and the flashlight business unit first came up with the construct of a rapid restore. I mean, admittedly, I was sitting in the corner. I'm just saying there's no way. There's no way that a customer would look to pay a premium for Flash for their backup. And then you meet the customers and it's just one after the other. And there's these stories around. We had to stop production. We couldn't get the AARP back online. Right Way couldn't take transactions because the processing database of the purchasing database was off line and you're just sitting there going. These are really world right issues that impact revenue for organizations. And so we are going through an evolution about rethinking around data protection and what it means into in today's day and age. >> It's security. Such top of mind carry today on the CEO's mind and data protection is part of that. Backup is a key part of that. You think about Ransomware, right? You guys get solutions there. I mean, it all fits together. It's not these sort of bespoke, you know, ideas anymore. It's really one big mosaic so that people can drive their digital transformations. I mean, that's really what they care about. >> I think the themes, old slogan, it just works right. It continues to evolve and that you talked about backup not working in the first place, right? So we have our core fundamental foundations. That theme has right is that it will trust that the customer will know that it will be online. We have the shortest r p o r t o is right in the marketplace, and then you take that and the's enterprise class features again. That's why marrying it with Piers route to market and there go to market strategy is having the success we're having in the marketplace. >> You're hearing a lot from customers. Flash Flash MacLeod. This is There is a very strong need for this. Some of the things that were announced today terms up some more firsts that piers delivering to the market. What are some of the things that you guys were? You maybe Carrie. We'll start with you from themes partnership perspective like a flash Teresi, for example, or starting to be able to deliver. I saw Blake smiles, uh, be ableto bring the cost down so that customers could look at putting a spectrum of workloads, even backups on flash. What is themes? Reaction? Well, smiles. I tend to >> do with Lisa, but I mean, to be honest with you. We sit back and love everything that piers doing from innovation. And so if they're going to come out with a broader set of target solutions for secondary storage, then we're going to be there partner there as we are with flashlights. So we're sitting back and loving the innovation that they're bringing to the market place and to their customers. >> I saw that Cheshire cat grin von >> s o for the audience who may be missed. We had a number of product announcements this morning taking the flash ray from a single product line into a portfolio going to that two year zero workload with the direct memory cache acceleration powered by Intel's often products as we go into a chair to economic space but still keeping all the Tier one features and availability we not flash or a C, which is leveraging QSC is a storage medium. Uh, while we have a design, do expand our tam and find new workloads. We have not looked at backup for the flash rate. See, at this point the flash, the flash, the cloud powered by the data hub in the rapid restore is going strong, so you want to kind of keep the team focused on that? And we've got other markets that we have yet to penetrate that have been more price sensitive where we think the flash racy is a better alignment. Now again, maybe over time I'll be found wrong and we'll change our tune. But you know, I'll give an example. Go back to Ransomware. Ransomware is a top three question in terms of any storage conversation. When you deal with a financial institution today to the point where not only are they asking about, what are you doing in your products? What are you doing across your partner ecosystem? Some of the modern proof of concepts required it to go through a ransomware recovery procedure because you know these financial institutions, they're worried about getting not just locked out, but locked out on your H a sight because you just replicated the ransomware over. So this this ability have immutable, immutable image to bill to bring it back online fast a rapid restored somewhere. You could see what these technologies start to line up in a comprehensive solution for the customers, and so flash racy is great. It has nowhere. The band with a flash blade. So we're gonna try to keep those a separate products in different markets at the time. But at least for time being, >> thanks for clarifying >> that cloud. I gotta ask the quad cloud question. It's interesting you guys have both embraced. Cloud is you're seeing it. In the old days, I was saying, I think I'm saying Charlie again. Executives were like, No, don't do that. It's gonna kill us. But now it's okay. It's not a zero sum game. That trend is your friend. You gotta embrace it. How are you making cloud each of you a tailwind versus the You know what all the analysts expect ahead, What else gets going? Zero sum game is going to steal from a to B. >> Well, I mean, Dave, you can imagine from my vantage point, it's easy to say that we're looking at Cloud is just, you know, expanding the TAM, expanding the ecosystem features we have today at the archive here. The success we're having with both Microsoft Azure and eight of us are phenomenal. Growing 40% month over month, right, the adoption with all the new innovations that Danny and Antonio have talked on the show that were coming out with envy. 10 are only gonna amplify that. But it all starts back with our partners ships today that we have one private clouds and as customers are looking to evolve to the cloud So we work with our partners like peer to ensure that we're working with them today. And as customers want to embrace the cloud they can. But predominantly, those primary workloads are still remaining on Prem and they're looking on how they're going to support the cloud. And we're doing that today and we'll be doing that. Maura's we go forward >> block storage announcement you guys made today was quite interesting way now spinning up East End shoes and s threes And what >> So this morning we announced general availability for pure Claude Block store on AWS and plans, as we are currently in beta and development for other clouds. But the folks today is this AWS and you pair Claude Block store, which is basically the software of a flash ray architect for the hardware inside of a W s so that you have the same functionality and service that you have on Prem and you pair that with pure is a service, which is our op X moderate could pay as you consume and the flexibility of sign a 12 month contracts. You want 90% on Prem today in 10% of cloud two months from now, you want it 50 50 like used the utility model to consume wherever you want, so you can meet the requirements of your infrastructure, whether it's on Prem in the cloud or some hybrid combination. >> But the interesting thing to me was your doing a lot of the heavy lifting for the customers with regard to the architecture. What you architect in the club that I wonder. Is there an opportunity to do something like that with backup? Or is that just, you know, not economical, deep, deep archive, things like that? I mean, >> I'm pretty sure we're told not to make any news right now because >> stay tuned. I've already said >> too much, so I'm probably a >> good thing. We're live >> in big trouble. >> Wow, guys. So the 1st 10 years of pure, tremendous amount of innovation is, Charlie said, an overnight success in 10 years, so much more coming down. We've already heard about a tremendous amount of innovation and evolution today. So we can't wait to have you guys back on to the next event in here. Get our neck braces on for the whiplash of news that's gonna be coming at us. All right. We are like your day Volante. I'm Lester Martin. Go pats. >> You're sorry. And Bruce. Carrie and I were crazy >> sports fans. Let's just be very PC. Go, everybody. Everybody gets participation. Trophies just coming anyway. You're watching the Cube. Lisa Martin for day, Volante. Thanks for watching.