>>with me or three amazing guest Panelists. One of the things that we can do today with data that we say weren't able to do maybe five years ago. >>Yes, certainly. Um, I think there's lots of things that we can integrate specific actions. But if you were to zoom out and look at the big picture, our ability to reason through data to inform our choices to data with data is bigger than ever before. There are still many companies have to decide to sample data or to throw away older data, or they don't have the right data from from external companies to put their decisions and actions in context. Now we have the technology and the platforms toe, bring all that data together, tear down silos and look 3 60 of a customer or entire action. So I think it's reasoning through data that has increased the capability of organizations dramatically in the last few years. >>So, Milan, when I was a young pup at I D. C. I started the storage program there many, many moons ago, and and so I always pay attention to what's going on storage back in my mind. And as three people forget. Sometimes that was actually the very first cloud product announced by a W s, which really ushered in the cloud era. And that was 2006 and fundamentally changed the way we think about storing data. I wonder if you could explain how s three specifically and an object storage generally, you know, with get put really transform storage from a blocker to an enabler of some of these new workloads that we're seeing. >>Absolutely. I think it has been transformational for many companies in every industry. And the reason for that is because in s three you can consolidate all the different data sets that today are scattered around so many companies, different data centers. And so if you think about it, s three gives the ability to put on structure data, which are video recordings and images. It puts semi structured data, which is your CSP file, which every company has lots of. And it has also support for structure data types like parquet files which drive a lot of the business decisions that every company has to make today. And so if you think about S three, which launched on Pi Day in March of 2000 and six s three started off as an object store, but it has evolved into so much more than that where companies all over the world, in every industry are taking those different data sets. They're putting it in s three. They're growing their data and then they're growing the value that they capture on top of that data. And that is the separation we see that snowflake talks about. And many of the pioneers across different industries talk about which is a separation of the growth of storage and the growth of your computer applications. And what's happening is that when you have a place to put your data like s three, which is secure by default and has the availability in the durability of the operational profile, you know, and can trust, then the innovation of the application developers really take over. And you know, one example of that is where we have a customer and the financial sector, and they started to use us three to put their customer care recordings, and they were just using it for storage because that obviously data set grows very quickly, and then somebody in their fraud department got the idea of doing machine learning on top of those customer care recordings. And when they did that, they found really interesting data that they could then feed into their fraud detection models. And so you get this kind of alchemy of innovation that that happens when you take the data sets of today and yesterday and tomorrow you put them all in one place, which is dust free and the innovation of your application. Developers just takes over and builds not just what you need today, but what you need in the future as well. >>Thank you for that Mark. I want to bring you into this panel. It's it's great to have you here, so so thank you. I mean, Tableau has been a game changer for organizations. I remember my first by tableau conference, passionate, uh, customers and and really bringing cloud like agility and simplicity. Thio visualization just totally change the way people thought about data and met with massive data volumes and simplified access. And now we're seeing new workloads that are developing on top of data and snowflake data in the cloud. Can you talk about how your customers are really telling stories and bringing toe life those stories with data on top of things like, that's three, which my mom was just talking about. >>Yeah, for sure. Building on what Christian male I have already said you are. Our mission tableau has always been to help people see and understand data. And you look at the amazing advances they're happening in storage and data processing and now you, when you that the data that you can see and play with this so amazing, right? Like at this point in time, yeah, it's really nothing short of a new microscope or a new telescope that really lets you understand patterns. They were always there in the world, but you literally couldn't see them because of the limitations of the amount of data that you could bring into the picture because of the amount of processing power in the amount of sharing of data that you could bring into the picture. And now, like you said, these three things are coming together. This amazing ability to see and tell stories with your data, combined with the fact that you've got so much more data at your fingertips, the fact that you can now process that data. Look at that data. Share that data in ways that was never possible. Again, I'll go back to that analogy. It feels like the invention of a new microscope, a new telescope, a new way to look at the world and tell stories and get thio. Insights that were just were never possible before. >>So thank you for that. And Christian, I want to come back to this notion of the data cloud, and, you know, it's a very powerful concept, and of course it's good marketing. But But I wonder if you could add some additional color for the audience. I mean, what more can you tell us about the data cloud, how you're seeing it, it evolving and maybe building on some of the things that Mark was just talking about just in terms of bringing this vision into reality? >>Certainly. Yeah, Data Cloud, for sure, is bigger and more concrete than than just the marketing value of it. The big insight behind our vision for the data cloud is that just a technology capability, just a cloud data platform is not what gets organizations to be able to be, uh, data driven to be ableto make great use of data or be um, highly capable in terms of data ability. Uh, the other element beyond technology is the access and availability off Data toe put their own data in context or enrich, based on the no literal data from other third parties. So the data cloud the way to think about it is is a combination of both technology, which for snowflake is our cloud data platform and all. The work loves the ability to do data warehousing, enquiries and speeds and feeds fit in there and data engineering, etcetera. But it's also how do we make it easier for our customers to have access to the data they need? Or they could benefit to improve the decisions for for their own organizations? Think of the analogy off a set top box. I can give you a great, technically set top box, but if there's no content on the other side, it makes it difficult for you to get value out of it. That's how we should all be thinking about the data cloud. It's technology, but it's also seamless access to data >>in my life. Can >>you give us >>a sense of the scope And what kind of scale are you seeing with snowflake on on AWS? >>Well, Snowflake has always driven as Christian. That was a very high transaction rate, the S three. And in fact, when Chris and I were talking, uh, just yesterday we were talking about some of the things that have really been, um, been remarkable about the long partnership that we've had over the years. And so I'll give you an example of of how that evolution has really worked. So, as you know, as three has eyes, you know, the first a W s services launched, and we have customers who have petabytes hundreds of petabytes and exabytes of storage in history. And so, from the ground up, s three has been built for scale. And so when we have customers like Snowflake that have very high transaction rates for requests for ESRI storage, we put our customer hat on and we asked, we asked customers like like, Snowflake, how do you think about performance? Not just what performance do you need, but how do you think about performance? And you know, when Christians team were walking through the demands of making requests? Two, there s three data. They were talking about some pretty high spikes over time and just a lot of volume. And so when we built improvements into our performance over time, we put that hat on for work. You know, Snowflake was telling us what they needed, and then we built our performance model not around a bucket or an account. We built it around a request rate per prefix, because that's what Snowflake and other customers told us they need it. And so when you think about how we scale our performance, we Skillet based on a prefix and not a popular account, which other cloud providers dio, we do it in this unique way because 90% of our customer roadmap across AWS comes from customer request. And that's what Snowflake and other customers were saying is that Hey, I think about my performance based on a prefix of an object and not some, you know, arbitrary semantic of how I happened to organize my buckets. I think the other thing I would also throw out there for scale is, as you might imagine, s Tree is a very large distributed system. And again, if I go back to how we architected for our performance improvements. We architected in such a way that a customer like snowflake could come in and they could take advantage of horizontally scaling. They can do parallel data retrievals and puts in gets for your data. And when they do that, they can get tens of thousands of requests for second because they're taking advantage of the scale of s tree. And so you know when when when we think about scale, it's not just scale, which is the growth of your storage, which every customer needs. I D. C says that digital data is growing at 40% year over year, and so every customer needs a place to put all of those storage sets that are growing. But the way we also to have worked together for many years is this. How can we think about how snowflake and other customers are driving these patterns of access on top of the data, not just elasticity of the storage, but the access. And then how can we architect, often very uniquely, as I talked about with our request rate in such a way that they can achieve what they need to do? Not just today but in the future, >>I don't know you. Three companies here there don't often take their customer hats off. Mark, I wonder if you could come to you. You know, during the Data Cloud Summit, we've been exploring this notion that innovation in technology is really evolved from point products. You know, the next generation of server or software tool toe platforms that made infrastructure simpler, uh, are called functions. And now it's evolving into leveraging ecosystems. You know, the power of many versus the resource is have one. So my question is, you know, how are you all collaborating and creating innovations that your customers could leverage? >>Yeah, for sure. So certainly, you know, tableau and snowflake, you know, kind of were dropped that natural partners from the beginning, right? Like putting that visualization engine on top of snowflake thio. You know, combine that that processing power on data and the ability to visualize it was obvious as you talk about the larger ecosystem. Now, of course, tableau is part of salesforce. Um and so there's a much more interesting story now to be told across the three companies. 1, 2.5, maybe a zoo. We talk about tableau and salesforce combined together of really having this full circle of salesforce. You know, with this amazing set of business APS that so much value for customers and getting the data that comes out of their salesforce applications, putting it into snowflakes so that you can combine that share, that you process it, combine it with data not just for across salesforce, but from your other APS in the way that you want and then put tableau on top of it. Now you're talking about this amazing platform ecosystem of data, you know, coming from your most valuable business applications in the world with the most, you know, sales opportunity, objects, marketing service, all of that information flowing into this flexible data platform, and then this amazing visualization platform on top of it. And there's really no end of the things that our customers can do with that combination. >>Christian, we're out of time. But I wonder if you could bring us home and I want to end with, you know, let's say, you know, people. Some people here, maybe they don't Maybe they're still struggling with cumbersome nature of let's say they're on Prem data warehouses. You know the kids just unplug them because they rely on them for certain things, like reporting. But But let's say they want to raise the bar on their data and analytics. What would you advise for the next step? For them? >>I think the first part or first step to take is around. Embrace the cloud and they promise and the abilities of cloud technology. There's many studies where relative to peers, companies that embracing data are coming out ahead and outperforming their peers and with traditional technology on print technology. You ended up with a proliferation of silos and copies of data, and a lot of energy went into managing those on PREM systems and making copies and data governance and security and cloud technology. And the type of platform the best snowflake has brought to market enables organizations to focus on the data, the data model, data insights and not necessarily on managing the infrastructure. So I think that with the first recommended recommendation from from our end embraced cloud, get into a modern cloud data platform, make sure you're spending your time on data not managing infrastructure and seeing what the infrastructure lets you dio. >>Okay, this is Dave, Volunteer for the Cube. Thank you for watching. Keep it right there with mortgage rate content coming your way.

>>Live from Las Vegas. It's the cube covering UI path forward Americas 2019. Brought to you by UI path. >>We're back. You're watching the cube, the leader in live tech coverage. We go out to the events. This has been a great event. UI path forward three, the third North American event, and this is day two. We're just wrapping up. Brandon nod is here as a senior vice president with UI path and Kadar. Danny, who's the vice president of global accounts at UI path. So you guys got a store? >>Yeah, yeah, yeah, we do. Britta, what's the story you guys, one was a customer and customer that is to first customer. Um, so three years ago, something like that when you iPod, we just started out with a global expansion. We'd got our seed funding round in 2015 we started expanding and building our global sales team when he's 16. I joined in the UK, responsible globally for the banking financial services industry. And one, one fine day, I get a communication, an email from a prospective customer that, Hey, I want to talk to you about your platform. And it was a Brandon over here. Brandon, do you want to tell it? Tell them what a, how you found out about your iPad. >>Yeah, you bet. I was interviewing a couple of partners and looking at the different platforms and found that yeah, you, I've had really had what I was looking for, which is the openness of the platform, the ability to do training online and start my journey kind of on my terms. And so when I reached out to it was very much how can you help me get started? I've already made the business case internally, I'm ready to go. What year was this? 2016 and it's interesting, >>Daniel Donnez last night and his keynote said, you know, we really appreciate you guys who joined us in 2016 cause you know, the product didn't have all the features that we wanted. You know, it wasn't fully baked. This was my interpretation. That's right. But, but I, but I was saying earlier in the cube, the right move, that UI path made as you bet on simplicity. And he said, okay, let's get to market fast. Yeah. Simple. And that. And you said on your terms, what do you mean by that? >>So one of the things that I love about UI path is early on there was a principle of openness. Let people download the software. Don't be afraid, don't tease people, and then say, come to our site and we'll give you a call. Right? They said, come to our site, download, try it yourself. Here's what there's free training. And as UI path has grown, that principle is, is still very much precedent. You can go online right now and download, take free courses online. So what I wanted as a customer at that time was the ability to see it for myself. I wanted to make it real before I've made the investment. That was our experience. When Bobby Patrick first started, I said, you iPad today? He goes, go to the download a >>copy of our software, start building automations. I'm like, huh, yeah to it. And then go to automation anywhere, which by the way is the sponsor of ours. We love, we're an arms dealer. We love everybody. You know, go to blue prism, get their software too. So we tried, but we couldn't, you know, it was called the reseller will do pro what's your need? We just want to play with it, you know, so, so that's what you mean by bad on your terms and so yeah, that, that's worked pretty well for you guys, hasn't it? has and uh, you know, when we started off, right, community has always been a pillar within, within UI paths, you know, kind of strategy to to make sure that RPA is available to everyone. We call it democratization of, of automation and hence, you know, availability of the community edition. >>Uh, we go to the universities, students are able to download and use it for free and now we've tied up with certain universities to expand the education system with uh, getting, um, you know, when graduates pass out they come out ready knowing you want found RPA. Yeah, we had a, the college of William and Mary on and Tom Clancy, they were talking about that. Now I did my little review of the predictions in the morning. Guys predictions. He said that the students that come out of college, you're gonna force RPA on their companies. Most college kids don't know what RPA is. I got hit, I said it's gonna take a couple of cycles here, but, but so, okay, so run. Why did you join UI path? How did that all, you know, what drove you to say, okay, this is it. I'm going to have instead of applying the technology to make my existing company better, I'm gonna. >>So I ran operations for a mortgage company and we had already automated everything that we could using the classic tools and we are winning awards. And it was, you know, people were looking at the work that we are doing and they were impressed, but I still couldn't get past a certain point in my automations. So bringing in UI path allowed me to continue that journey to keep automating. And after a while, the more that I was working with you, I path weird, uh, I was a guest of, of them at conferences, speaking with guy Kirkwood and any number of folks. I looked at the culture of the company and thought this is a place that I want to be. And I looked at the roadmap and where the product was going and what I was able to do with it as a customer. And I thought, I want to help other people do this. I want to help them on their journey, get to this next level of automation that they're currently there. They're being kept at. >>Yeah, well a lot of people hop on the bandwagon. I saw folks from AWS, you know, have joined a gentlemen I know from Google, let's join them in these early leading companies and correct. So how are you guys spending your time these days? Special >> as I, my, my title suggests, you know, I'm responsible for the global account portfolio and I'm spending most of my time with our customers trying to help them on their automation journey. So these are some of the largest >>global customers, uh, big insurance companies, uh, automobile industry, uh, you know, Titans in that industry and they've all been our customers now for the last two years, in three years with a plan to kind of change the way they, uh, they run their business right. And RPA and you wipe out basically the automation platform that we have now with our new release come out as well, is giving these customers and end Duan a transformation engine. So it is our responsibility now to make them, uh, you know, more knowledgeable on how to apply that technology and get them successful with their plans for a, you know, transformation and automation of their business processes. Right. >>How are you spending your time, bro? I'm in product and in my focus is attended automation. So classically people are implementing unintended automation. This, this was the first big wave of RPA was really robots just working on a server somewhere. You don't, you don't interact with them. They just do their thing 24 hours a day. Now there's a huge push into attended automation, which is having a, a robot on your computer and the two of you working together, collaborating in real time throughout your day. So we're looking to save time to take out the the wasteful and small processes that nobody wants to do as well as creating an entirely new opportunities for value based on what the two of you can do together. How are you guys thinking about the way in which a user or worker interacts with that? That bot? Yeah, I think it's, it's more like a dance and and less like a task manager, right? >>So you might think in classic automation, you know, click a button, go do this thing, click a button, go do that thing that the automation is happening when you want it to. The way that our platform has written, the robot can listen to what you're doing. It can monitor for when you click on a specific button or for when you move files to a folder. So think about it less like a conscious effort to, to guide the robot and more as a collaborative effort where, where the robot is seeing what you're doing and taking action to help you and do things on your behalf and then letting you know when they're done. So it's the paradigm is changing for work and when you have a robot on your computer, it's going to open up a new way of doing your, your daily content. And the enabler there is what machine learning machine intelligence. >>It's a combination of things. So think about machine learning and AI as just one tool that that robot has to use both CR as well. You know, we did a demo earlier this week where we took receipts, moved him to a folder, the robot sees that you've moved receipts into a folder, can bounce it off and end point that and break apart those receipts using OCR, load that all into Excel and help you with your expense report. So think about things like this, you, things you need to do. You do what you would normally do, put receipts in a folder and the robot takes care of the rest. What, what things can, um, humans do that machines can't? Yeah, the ability to make on the fly judgment for complex cognitive tasks is very, very hard to replicate in, in AI right now because typically models are built on a set of specific information. >>We build our, our receipt and our invoice model off a ton of receipts and invoices. Therefore the robot can make quick work of those receipts way, way faster than we can, but present an unstructured problem or an open ended problem in an AI model might really struggle. Whereas a human can instantly make a judgment on that. So we want computers to do that. Those, those compiled activities and with the AI models that make sense for what they're doing and want humans to be thinking at higher levels, at creative levels, higher cognitive, cognitive and decision making levels. So this is as Daniel and others had mentioned, elevating the humanity when you think about it, >>but you definitely see some of your customers are certainly talking about this. This is robots taking action systems of agencies. Some people call it on behalf of the human and having to essentially make certain decisions. But you're saying those decisions are well understood and safe essentially. >>Absolutely. When you deploy a robot you don't, you don't just kind of hope for the best. Right? You have a very specific use case and you've coated the robot for that use case. I love it when when people say, you know, our compliance team is worried about the robots going wild or you know, we can have it gone the system, but he can't do anything that you haven't consciously told it to do, haven't written it to do. So it turns out it's actually even more compliant because it can throw off logs and a paper trail is as complex as you want it. So if I were a compliance officer, I would say get robots in immediately because I want more visibility into what's being done. >>So where do you see your customers going? So our customers say few. As Brandon was saying earlier, you know, customers started with this unattended robots first because everyone was trying to get an efficiency in their back office. We got a Y and that that is actually the core foundation for what comes next, which is the attended automation, the robot for every person vision that we have, we have fought for the, for the entire global customer community of ours. I mean the number of use cases where a human agent would with a robot. Now with having a robot on every desktop, I mean simple things like expense reports, time sheets or even simple things like downloading emails and reports on a daily basis. You don't need to engage with multiple systems. As a, as a human agent, you can get the robot to go ahead and do that for you. And as Brandon was saying, you know, you have much better control with the robot doing it. Then a human being who has a mind who could potentially, you know, cause certain security or compliance related issues because a human agent could go easily off track, do something different. Where as the robot has a certain set of parameters within which they work. >>Well guys, we've got to wrap, but so I'm going to ask each of you, give us the bumper sticker on UI path forward three a. When the trucks are pulling away from the Bellagio, what's the bumper sticker? Safe running. Try and keep up. >>Yeah, go, go big. Go big and go big now. >>Yeah, go bigger or go home. It's kind of seems to be the theme here. Well guys, thanks very much for. Congratulations on all the success you guys got a lot of work to do still for sure and best of luck. Thank you very much. Very welcome and thank you for watching everybody. It's a wrap from a UI path forward. You watching the cube, go to siliconangle.com check out all the news. We've got a bunch of in depth coverage of this show, RPA in general. We have five shows this week, so check that out and of course go to the cube.net to see what will be next week. Another big week. October has become the new may. So thank you for watching everyone. This is Dave Volante for the cube. Thanks guys. Great job today. We'll see you next time.

>> Cisco, extracting the signal from the noise. It's theCUBE, covering vmworld 2015, brought to you by VMware and its ecosystems sponsors. Now your hosts, John Furrier and Dave Vallante. >> Okay, welcome back everyone. We are live here in San Francisco at Moscone North Lobby. This is SiliconANGLE's theCUBE, our flagship program. We go out to the events and extract the signal from the noise. I'm John Furrier with my co-host Dave Vallante. And our next guest is Jayshree Ullal, The President of, CEO of Arista Networks. Welcome back to theCUBE. We haven't seen you in couple years, welcome back. You look great. >> Good to be here, John, Dave. I see you don't put me in the middle anymore. (laughter) >> I know, we want to stare right at you and get all the data from out of your head, and get it, share it with the audience. Well, first thing I want to say is last time we spoke, you were a private company, now you've gone public, IPO. Congratulations. What's it like? What's it like from private company to public company? Share the experience. >> It's definitely different, for starters we're not Arista Networks, we're ANET. We are a four-letter symbol, I guess. So abbreviate everything. And then people just track us a whole lot more. And, you know, there's an automatic branding, an awareness of the company, and anything we do, every time we sneeze, we get written about. Good, bad, or not. >> You guys are pacing the market, and I remember, Dave and I, when we first started theCUBE, we were in the Cloudera office, and then when we first chatted, we'd see the boxes of Arista coming in. You guys made a great mark early on around people doing large scale, lot of networking. But the market's changed. SDN has exploded, VMware bought Nicira, SDN's the hot thing. NSX is doing well, as Pat Gelsinger said. What's going on? You guys have done some things. SDN certainly is, takes the market to where you guys had originally had your vision. What's the update with that whole SDN and how does Arista play into that? >> I think if you step back and look at SDN in the beginning, there was a lot of confusion. And my favorite acronym for SDN is Still Don't Know. But I actually think we still do know now, and we've gone from it being a marketing hype to really about openness, programmability, and building an infrastructure to do network management correctly. Software clearly drives our industry, and more importantly drives capxn OPX reduction. And what's really happening is there's a lot of change where it's not just devices and users and traditional applications, but really it's about workloads and workflows. And if you can realize there's so many different types of workloads that need control, and so many different types of workflows that need telemetry, that fundamentally is the essence of SDN in my view, and it takes a whole village. Arista can't do it alone. We're doing a lot of things on programatizing our stack and making network more open and programmable, but we work with a whole slew of vendors to really make it possible. >> During the early days, open flow was the buzzword, came out of a lot of academic stuff that was being what the geeks were working on. What do people get right? And there was lot of missteps early on with open flow, and only because it's early on. What did SDN get right, or did they get it wrong? And how did you guys see that 'cause you guys were already out shipping product when this hit. So what's your observation of what went right, what didn't go right, what's going right now, can you share your insight? >> Yeah, I think, you know, our founder Ken Duda would say this very well, which is when you look at open flow, it's a little bit of a technology searching for a problem. When you look at what Arista did with our extensible operating system, we built a state-oriented, publish subscribe model to solve a problem. And the fundamental problem we were solving was, we saw the industry building monolithic enterprise stacks when everybody was moving to the cloud. What are the three attributes a cloud meets? You got to be always on, you got to have scale, right, and you have to have tremendous agility. You got to move across your workloads fast. And that, to me, is the trick behind SDN not latching onto a technology, but whether it's open stack or big data analytics or new cloud applications or bringing the LAN and the WAN together, or places in the network converging, fundamentally, we were cloudifying everything whether it's public, private, or hybrid. >> So I got to ask you, I know you're going to see Pat Gelsinger shortly after this interview. Two themes that are coming on the queue over the past year around networking has been resiliency and agile, agility. Those two factors 'cause you have vertical and now horizontally scalable things going on. What's your take on that? As someone who's been in the industry, you've seen kind of the old generation now transition to the new generation, cloudification, API-ification, these are are new dynamics that are table stakes now in cloud. >> No, they are. And yet, if you look at the, both problems are hard problems. They cannot be solved by sprinkling some pixie dust. And what I mean by that is when you look at something like high availability, in the past in networking, you had two of everything, two supervisors, two operating systems. You had something called in server software upgrade, so that you'd bring one down and then bring the other. But today, there's no tolerance for two of everything. You know, no customer wants to pay for two of everything even if the vendors want it, right. So what you really need is smart system upgrade where you're doing everything real time. You know, at the colonel level, you need to automatically repair your faults. Software has memory leaks. Software has faults. It's how quickly you diagnose them, troubleshoot them, trap them and recover from them. And then if you look at hitless upgrades, you got to do them real time, you can't wait to have an enterprise window and bring it down and bring it up. Your boot time, your convergence time has to move from minutes to seconds, and the biggest thing you have to do is, let's look at simple command like copy paste. We do this over and over and over again. Change control has to improve. Rather than doing it every time, a hundred times, wouldn't it be nice if you could just press one command and it happens across the entire switch, across all the ports, across the entire network. So I think the definition of high availability has completely changed where it's really about network rollback, time stamping, real time recovery, and not just two or three of everything. >> So, it's, tight time here with you. John mentioned a public company, you guys have beat five quarters in a row, of course, you know, you get on that slope and the pressures go. But you can't fight the whims of the market. You just have to execute, and you guys are executing very well. Great growth, you're clearly gaining share. Partnerships. You announced a deal with HP in converged infrastructure. Just saw this week, or maybe it was late last week, that HP is OEMing NSX. So now it's got a really interesting converged play with Arista against Cisco. I want to talk about the competition and that partnership. >> Well, it's not so much against Cisco. It's following the trends. And I think there are two major trends, right? And they're actually C letters, too. Cloud and converged. So if you look at what Arista's really doing, we're serving a big public crowd trend. We're in six out of the seven major cloud operators. And there's no doubt that the cloud is happening, it's not just a buzzword. >> You call 'em cloud titans. >> They're called the cloud titans. You've done your homework. Good job. And hopefully, I'll be able to come back to the theCUBE and say we're in seven out of seven, but today we're in six out of seven. >> And the cloud titan is the big hyperscale guys, is that right? >> Absolutely, and we're just in a very early inning with them. Everybody thinks we're already saturated. We're just beginning. How many innings are there in a baseball game? >> Nine. >> Nine, in cricket there are only two. >> What inning are we in? >> No, we're in the first. Of two in cricket, a long way to go. (laughter) >> Cloud Native's right around the corner. What do you think of Cloud Native? What does Cloud Native mean to you? >> So, the Cloud Native really means bringing the cloud experience to public, private, or the hybrid. So you talked about the HP partnership. And over there, it's not really building a public cloud. It's about bringing a private cloud where you bring in the compute, the storage, the virtualization, and the network as a converged experience. Now, that one we can't do alone. And I couldn't think of two strong partners, better partners or stronger partners than VMware and HP to help do that for us. >> Well, you said it's not against Cisco, but that's a great alternative for the leading products in the number one marketshare. >> Absolutely, I think the enterprise companies have to have a wake up call. They need to understand that the one neck to choke or one lock in that's all proprietary is a thing of the past. And really, it's about building best of breed building blocks. >> So I want to ask you, just on some current events, and I'll see buzzwords that get recycled in every trend, is QOS policy-based fill in the blank. Everything's policy-based now, so that makes a lot of sense, I get that. Apple just announced a deal with Cisco where they are throttling, I shouldn't say throttling, or deep packet inspection, I won't say those two things. (laughter) Giving iOS users a preferred fast lane with Cisco gear, so it brings up this notion that workloads are driving infrastructure or devops, if you will. What's your take on all that? Are we going to see more things like that? Are we going to see more customization around prioritization? >> Well, I think QOS and especially policy are definitely overused words. First step, I don't think you'd apply policy to an application to make your network better. What you really have to do is make your workloads and workflows go better and have some control for them. So I'm not a big fan of tweaking every application of the policy 'cause the applications are changing, right? But if you look at what Apple's doing, I think this is a great thing for Apple because what they're really doing is consumerizing and enterprising their systems and devices, right. You're seeing the convergence of consumer and enterprise coming together. So I see this is really about improving all of our iPhone experiences across the enterprise. >> We got to wrap up 'cause you got to go see Pat Gelsinger. But I want to ask you one final question. You're an inspiration to the industry. You've been around a long time, you know a lot and you're leading a public company. What are the opportunities that you see for folks out there, boys and girls, men and women, in science and technology and in entrepreneurial opportunities? >> Yeah, I'm glad you ask this question because I think it's too easy with everything being hot for everybody to want to go straight to the top rung of the ladder. And I was telling Dave and you before, one step at a time. First you have to build your foundation on education. Boys and girls, education is important. Follow your heart, follow your dreams with math and science. You know, my dad started the IITs and he pushed me in engineering, and I didn't like it then but I realized you can be a cool engineer, and before Moscone got started, I actually went into the manhole of every PG&E circuit to make sure that the electrical circuits were okay for this now fantastic convention center. >> Can you help with the wifi? >> Back in those days, there was no wifi. That's the next step. So I definitely say, build your foundation, follow your dreams, but go one step at a time. Don't expect to be at the top rung right away. >> I know you're a parent. We are friends on Facebook. What's your advice to the younger generation in terms of opportunities that they could pursue in science and math? There's a lot more opportunities, interdisciplinary, not just computer science or electrical engineering, like it used to be when we were growing up, but now it's much broader. What are some of the things that you get excited about? >> I get excited about science. I think when you look at engineering, it's about applying science. You know, know your fundamental math, science, you know, physics, chemistry, bio, whatever turns you on. And don't make an assumption that it's tough or hard til you've been through it. You know, I had seven years of physics in high school. I don't recommend seven for everybody, but, you know, but I didn't really care for biology. So I would say never shy away from trying something til you know. And then, of course, there's applied science, whether it's computers or programming or media arts or visualization that you can add on top of that. So you're very right. I think there's the cake, which is your foundation, and then there's the icing where you can build on top of it. >> And will they find their passion? >> Absolutely, find your aptitude and passion. You know, you don't try to do drawing or needlework if you're not good at it. I wasn't. And I know my mom despaired about that, but you go, follow both what you're good at and what you're passionate about. >> Jayshree, thanks so much for spending time. I know you're super busy. Congratulations on your successes. >> Thanks for having me here, it's always a lot of fun. >> And we got to get you back on. This is theCUBE, bringing you more signal here all the data here in the theCUBE. We'll be right back, more live from San Francisco after this short break.