>>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

>> live from San Francisco, celebrating 10 years of high tech coverage. It's the Cube covering Veum World 2019 brought to you by IBM Wear and its ecosystem partners. >> Welcome back to the Cube. It's the Emerald 2019 our 10th year water wall coverage. Three days, two sets, lots of content. Instrument of my co host is Justin Warren. And one of the big stories coming into the show is VM Wear actually went on an acquisition spree. A hold number of acquisitions. Boston based Carbon Black over $2 billion Pivotal brought back into the fold for also, you know, around that ballpark of money on Happy to Welcome to the program. One of those acquisitions, such and Conti, is sitting to my right. He's the co founder of Hana is also a professor at Stanford University. Thank you so much for joining us and joining us. Also for the segment. Shakeri Air, the executive vice president general manager of Telco Edge Cloud at VM Wear, Shaker said, Yes, there's a lot of acquisitions not to play favorites, but maybe this is his favorite. No question about it. All right. Eso such in, you know, boy, you know the Paolo Alto Stanford connection. We were thinking back, You know, the Founders Of'em where, of course, you know came from Stanford. Many acquisitions over the year, including the mega next era acquisition. You know, quite a few years ago, I came out of Stanford. Give us what was the genesis in the Why of Hana. >> It's actually interesting Stanford Connection to So I've been a faculty at Stanford for the last 10 years on dhe. I have seen the SD and moment very close on up front on one of the dirty secrets of S. T M says it makes the netbooks programmable, but someone still has to write the programs on. So that's usually a very complex task on the pieces beyond the company was, Can we use the eye to learn how to program the network rather than humans having to program the network to do management or optimization? So the division really waas can be built? A network that learned how to optimize itself learns how to manage itself on the technology we're building. Is this a pipeline that basically tries to deliver on that for mobile? >> It's great, Sachin, you know, my background is networking and it feels like forever. We've been hooking well. We need to get people from the cli over to the gooey. But we know in today's rightly complex world, whether it's a I or just automation, humans will not be able to keep up with it. And, you know, we know that that's where a lot of the errors would happen is when we entered humans into doing some of this. So what are some of the key drivers that make this solution possible today that, you know, it might not have been able to do done when when one train was first rolling out the first S t n? >> Yeah, talk about it in three dimensions. The one is, Why do we need it today? Right on. Then what is being what is happening that is enabling this today, right? So, apart from what I talked about Stu and I think the other big driver is, the way I like to think about it is that the Internet is going from a means of consumption to a means of control and interaction. So, increasingly, the application to BC driving the next big decade, our very way of controlling things remotely or the network like a self driving car, or be in interacting but very highly rich visual content like E. R. India. So the applications are becoming a lot more demanding on the Net. At the same time, the network is going through a phase off, opening up on becoming disaggregated network complexity is increasing significantly. So the motivation behind the company and why I thought that was the right time to start the company was these two friends are gonna collide with five coming along the applications that are driving five g and then at the complexity increasing our five. So that's why we started the company. What actually is enabling. This is the fact that we have seen a lot of progress with the eye over the last few years. It hasn't really. It hadn't really been applied at scale to networks and specifically mobile that book. So we definitely saw no, actually there, but increasingly, ah, lot of the infrastructure that is being deployed there was more and more telemetry available. There was more and more data becoming available and that also obviously feet this whole engine. So I think the availability of all of these Big Data Technologies Maur data coming in from the network and the need because of these applications and that complexity. I think there's a perfect confluence >> that there's lots of lots of II floating around at the moment, and there's different flavors of it as well. So this machine learning there's Aye aye, sir. When when you say that there's there's a I behind this What? What particular kind of machine learning or a Y you're using to drive these networks? >> This a few different techniques because the problems we solve our anomaly detection off. Then problems are happening in the network predicting how network conditions are going to evolve. For example, predicting what your devices throughput is gonna be the next 30 seconds. We're also learning how to control the knobs in the neck using AI ai techniques. So each of these has different classes of the eye techniques. So, for example, for control we're using reinforcement learning, which is the same technique that Google used to kind of been on alphago. How do you learn how to play a game basically, but area the game you're playing it optimizing the network. But for the others, it's a record of neural networks to do predictions on Time series data. So I think it's a combination of techniques I wouldn't get to wherever the techniques. It's ultimately. But what is the problem you're trying to solve? And then they picked the right technique to solve it, >> and so on that because the aye aye is actually kind of stupid in that it doesn't know what they wouldn't. What an optimized network looks like. We have to show it what that is. So what? How do you actually train these systems to understand? But what is an optimized network? What? How does how does that tell you? Define this is what my network optimal state should be. >> So that's a great question, because in networking like that, any other discipline that wants to use the eye. There's not a lot of label data. What is the state I want to end up at what is a problem state or what is a good state? All of this is labels that someone has to enter, and that's not available axe kid, and we're never gonna be able to get it at the scale we wanted. So one of our secret sauce is if you will, is semi supervised learning but basic ideas that we're taking a lot of domain knowledge on using that domain knowledge to figure out what should be the right features for these models so that we can actually train these models in a scalable fashion. If you just throw it a lot of data any I model, it just does not converge. Hardly constructive features on the other thing is, how do I actually define what are good kind of end state conditions? What's a good network? And that's coming from domain knowledge to That's how we're making I scale for the stomach. >> I mean, overall, I would say, as you look at that, some of the parameters in terms of what you want to achieve are actually quite obvious things like fewer dropped calls for a cellular network. You know, that's good. So figuring out what the metrics need to be and what the tuning needs before the network, that's where Hana comes in in terms of the right people. >> All right, so shake her. Give us a little bit of an understanding as to where this fits into the networking portfolio. You know, we heard no we heard from Patty or two ago. You know what would have strong push? Networking is on the NSX number. Speaks for itself is what's happening with that portfolio? >> No, absolutely. In fact, what we're doing here is actually broader than networking. It's sort off very pertinent to the network off a carrier. But that is a bulk off their business, if you will. I think if you sort of go back and look at the emirs of any any, any vision, this is the notion of having any cloud in any application land on any cloud and then any device connected to those applications on that any cloud side we are looking at particularly to cloud pools, one which we call the Telco cloud and the other is the edge cloud. And both of these fortuitously are now becoming sort of transforming the context of five G. So in one case, in the telco cloudy or looking at their core and access networks, the radio networks, all of this getting more cloud ified, which essentially leads toe greater agility in service deployment, and then the edge is a much more distributed architecture. Many points over which you can have compute storage network management and security deployed. So if you now think about the sort of thousands off nodes on dhe virtualized clouds, it is just impossible to manage this manual. So what you do need is greater. I mean, orders of magnitude, greater automation in the ability to go and manage and infrastructure like this. So, with our technology now enhanced by Johanna in that network portfolio in the Telco Edge Cloud portfolio, were able to go back to the carriers and tell them, Look, we're not just foundational infrastructure providers. We can also then help you automate help you get visibility into your networks and just help you overall manager networks better for better customer expedience and better performance. >> So what are some of the use coasters that you see is being enabled by five G? There's a lot of hype about five short the moment and not just five jail. So things like WiFi six. Yeah, it would appear to me that this kind of technique would work equally well for five g Your wife. I short a WiFi six. So what are some of the use cases? You see these thieves service providers with Toko Edge clouds using this for? Yeah, So I think overall, first of all, I'd >> say enterprise use cases are going to become a pretty prominent part off five, even though a lot off the buzz and hype ends up being about consumers and how much bandwidth and data they could get in or whether five chicken passing preys or not. But in fact, things like on premise radio on whether that is private. Lt it's 40 or five t. These are the kinds of Uschi cases that were actually quite excited about because these could be deployed literally today. I mean, sometimes they're not regulated. You can go in with, like, existing architectures. You don't need to wait for standardization to break open a radio architecture. You could actually do it, Um, and >> so this sort off going in and >> providing connectivity on an enterprise network that is an enhanced state off where it is today. We've already started that journey, for example, with yellow cloud and branch networking. Now, if we can take that toe a radio based architecture for enterprise networking, So we think, ah, use case like that would be very prominent. And then based on edge architectures distributed networks now becoming the next generation Cdn is an example. That's another application that we think would be very prominent. And then I think, for consumers just sort of getting things like gaming applications off on edge network. Those are all the kinds of applications that would consume this sort off high skill, reliability and performance. >> Can you give a little sketch of the company pre acquisition, you know, is the product all g eight? How many customers you? Can you say what you have there? Sure >> it does us roughly three years old. The company itself so relatively young. We were around 33 people total. We had a product that is already deployed with chairman Telcos. So it is in production deployment with Chairman Telco Ondas in production trials with a couple of other tier one telcos. So we built a platform to scale to the largest networks in the world on If I, if I were to summarize it, be basically can observe, makes sense or in real time about every user in the network, what their experiences like actually apply. I modeled on top of that to optimize each user's expedience because one of the vision bee had was the network today is optimized for the average. But as all off our web expedience personalized netbook experiences, not personalized can be build a network Very your experiences personalized for you for the applications, your running on it. And this was kind of a foundation for that. >> I mean, we In fact, as we've been deploying our telco Cloud and carrier networks, we've also been counting roughly how many subscribers are being served up. Today we have over 800 million subscribers, and in fact, I was talking to someone and we were talking about that does. Being over 10% off the population of the world is now running on the lack of memory infrastructure. And then along comes Johanna and they can actually fine tune the data right down to a single subscriber. Okay, so now you can see the sort of two ends of the scale problem and how we can do this using a I. It's pretty powerful. Excellent. >> So So if we have any problems with our our service fighters, b tech support and I love to hear from both of you, you know what this acquisition position means for the future of the places and obviously VM wear global footprint. A lot of customers and resource is. But you know what I mean to your team in your product. >> I mean, definitely accelerating how quickly we can now start deploying. This and the rest of the world be as a small company, have very focused on a few key customers to prove the technology we have done that on. I think now it's the face to scale it on. Repeat it across a lot of other customers, but I think it also gives us a broader canvas to play that right. So we were focused on one aspect of the problem which is around, if you will, intelligence and subscriber experience. But I think with the cloud on but the orchestration products that are coming out of the ember, we can now start to imagine a full stock that you could build a network of full carrier network code off using using remote technology. So I think it's a broad, more exciting, actually, for us to be able to integrate not just the network data but also other parts of the stock itself. And >> it strikes me that this probably isn't just limited to telcos, either. The service providers and carriers are one aspect of this bit particularly five G and things like deployments into factory automation. Yes, I can see a lot of enterprise is starting to become much in some ways a little bit like a tell go. And they would definitely benefit from this >> kind of thing. Yeah, I mean, in fact, that's the basis of our internal even bringing our telco and EJ and I ot together and a common infrastructure pool. And so we're looking at that. That's the capability for deploying this type of technology across that. So you're exactly right, >> Checker want to give you the last word, you know, Telco space, you know? And then, obviously the broader cloud has been, you know, a large growth area. What, you want people taking away from the emerald 2019 when it comes to your team? >> Yeah, I think. To me, Calico's have a tremendous opportunity to not just be the plumbing and networking providers that they can in fact, be both the clowns of tomorrow as well as the application providers of tomorrow. And I think we have the technology and both organically as well as through acquisitions like Ohana. Take them there. So I'm just super excited about the journey. Because I think while most of the people are talking about five D as this wave, that is just beginning for us, it's just a perfect coming together on many of these architectures that is going to take telcos into a new world. So we're super excited about taking them. >> Shaker. Thank you so much for joining against auction. Congratulations and good luck on the next phase of you and your team's journey along the way. Thank you. Thank you for Justin. Warren comes to Minutemen, Stay with us. Still a bit more to go for VM World 2019 and, as always, thank you for watching the Cube.

>> live from San Francisco, celebrating 10 years of high tech coverage. It's the Cube covering Veum World 2019 brought to you by VM Wear and its ecosystem partners. >> Welcome back here on the Cube, we continue our coverage. We're live in San Francisco. Mosconi, North Day to wrapping up Day two of our three days of coverage here, Veum. World 2019 day Volante. John Wall's glad to have you with us here on the Cube. And we're now joined by Kevin Schatz. Camera. Who's the Vice president of service provider Strategy and solutions. A deli. Um, See, Kevin. Good to see this afternoon. Thank you. You as well. And, uh, yeah, Tarazi, Who is the S v p and chief technical officer at Dell Technologies in the heart. Good to see you. Thanks for taking the time to be with us. A couple of telco guys and we've had a lot of telco on and talking about it in terms of progress that you made. This was an area that you got into with a major commitment, some probably three years ago. Kind of bitch market for me then for where you were there on on day one to where you are now today and the progress you've made and maybe the service is that you're about to provide. Yeah, >> sure. So I think if we look over the last three years, our opportunity that we defined early on telecommunications space was the virtual ization, and software to find everything was leaving the data center. And we would see the software to find architecture extend all the way from radio through the core network through the cloud over a period of time. And it started with technologies like network function virtualization. So if we flash back three years ago, where our entire strategy was built on the premise that relationships with the network equipment providers like Nokia and Ericsson, where our primary path to market our primary opportunity, I think what we've realized is we've emerged in this space to a greater detail is that our expertise, our expertise and experience in building I T Networks and Building Cloud has led to the first wave of conversations in the telecommunications industry directly not through the network equipment providers, but that carriers want to engage directly with Delhi emcee for the lessons learned and how did to play. I tr detectors. And now, as we extend towards the edge that they want to engage directly with Del Technologies in terms of how we build cloud architectures. We've had a number of big announcements. Over the last several years. We've announced partnerships and engagements with NTT. We've announced partnerships and engagements with China Unicom. Just in the last three months, we've announced partnerships with our rounds around network EJ out of France and then most recently with 18 C on the automation of EJ infrastructure related to their airship project. I think from a benchmark perspective, it's just been a continued growth opportunity for us and recognition that the more we engaged in, the more we contribute as a productive member of what is a very complex and changing and transforming industry, the more success in relationships that will build, and the more it will translate into opportunity to sell to >> when you think about you have the the modernization of N F. E. For example, as a former technologist inside a large telco, Um, what were some of the challenges? Is it? It's taken a long time. Obviously, when you talk to some of the telcos, they say, Well, you know it affects our infrastructure, but we still get this application mass. I mean, maybe you could add some color and describe for our audience why it's been so challenging. >> Yeah, I think that's an excellent question. Um, going back to my days at Telco on data centers, even S d n and the software defined tools were just beginning to show up. So the biggest challenges where you were basically having toe work with predefined operating system. But he defined hardware. The hardware was not exposed for for GAM ability, the ability to take advantage of it. And then you had to interrogate multiple players of technology in a way where it took significant time, too, not only for software development, but for product development and user experience. Since then, many of those walls have come down, and some of them have come down very hard. When you look at what we're doing, Adele here and we lead for the open networking. Not only do you have the choice of operating system were also pushing hard. Don't new open operating systems for networking like Sonic with Microsoft and bade calm. And then we're taking industry leading steps to expose the silicon chips themselves for four GAM ability. These are all the components that are critical. When you talk about five G, for example, do you really have to have those capabilities? I also would say that the software evolution have made it to infrastructure. The Dev ops and the modern applications we talk about here is also available for infrastructure, which means you really can develop a capability in weeks instead of years and months. Five people can do in amazing parkas. All of this was not possible before, >> so we talked to Shekhar about this in the earlier segment challenges in the telco business. I mean, the one hand you got these quasi monopolies in some cases real monopolies that just chug along and do pretty well. But the same time you got the cost for a bit dramatically coming down, you've got the data growth doing this. You got over the top providers taking advantage of the those those networks, and so new infrastructure allows them to be more more agile. But there's a workforce component to that, and there's a skill set, and that's how they got to transform. I wonder if you could maybe talk about that a little bit. Kevin. >> Yeah, I think that's exactly right. I think when we work within this industry, it's not just a technology conversation. It's the ability to consume an operationalized technology. And I think that comes down to a number of different things, comes down to the processes that exist when it comes down to the skill sets that exists to be able to build these new processes around. And I think if we flash back several years ago, the model of how we build networks was that the team that operated it needed to understand networking. Right now, if you look at the team that needs to operate it, they need to understand networking. They need to understand, compute. They need to understand virtualization. They need to understand AP eyes. They need to be able to script and program. They need to understand some level of data science that they can close a loop in the operational models eventually with a I and machine learning technologies. So I think that the teams that are getting built look very different than the single soul capabilities that they've had in the past, right? These air smaller teams they're more agile teams that can develop and have their own more unique processes in each part of the network. Right? And even if we think about the organizational structures, we've always built vertical organizations. Right? When I had an appliance, that was an e p. C. I had an operations team that was focused on an e p. C. And I even broke that into an S gateway P Gateway and Emma, me et cetera. If we look at the world now, that s Gateway P Gateway. Mm E consists of a server consists of the networking that connects at server consists of a virtual ization layer. It consists of a stack of a software application, and all of those need to be automated, orchestrated program toe work as any PC does. So I think that the skill sets have just really expanded in terms of what's expected, >> and this is really important because the process is used to be pretty well known and hardened, so the infrastructure could be hard, and now it's of every every months, the more the market changes right. What kind of what kind of challenges is that bring to the telco provider? But also to the infrastructure provider. >> Yeah, I actually I have a really good way to describe what I think is happening. We heard it from a lot of our customers and not just tell cause but enterprises. I would say the last 5 to 10 years everybody's been dealing with Hybrid Cloud. The Move to Cloud Waas. The Big Challenge. While this remains a key challenge, a new challenge showed up, which is how to succeed in this new modern software development model. You know, are you able to do to move at that speed, which means you have full stack engineers? Can you develop the app beginning to end? It's not a nightie model anymore. Also, you no longer have an operations team. You really have to have saris who, able with software and also the customer service, changed to a softwood Devyn. So we're starting to hear from a lot of our customers. That's the next journey they really need help with. If you think of infrastructure, those challenges are even bigger, and this is where it's important to lean on technology partners who can help you with that, >> and you hit on five G a little bit ago. You have in your initial statement and we've kind of touched on the impact that it can have in terms of you understanding there. They're going to a transformative time, right? I mean, telcos are with new capabilities, and new opportunities in this whole edge is gonna be crazy. So you've got to you've got I would say some learning to do, but you have. You've got to get up to speed on what their new fundamentals are going to be, right? Yeah, I think that's >> true. I think where you know, we we've understood >> their fundamentals because it's the same transition that the IittIe world's gone through. And to a large degree, that cloud world has gone through. I think that the challenge we've we've been working to break through collectively as an industry is the paralysis at the rate of adoption of new technologies because they're so much change so quickly because we talk about virtualization. And then we're talking about kubernetes. We're talking about cloud native we're talking about Ah, bare Metal Service's. We continue to talk about Micro Micro Service's architectures. We see this progression of technology that's happening so fast in various segments of the industry. I think that the telecommunications industry has been somewhat paralyzed in terms of where do they jump in and which do they adopt and how fast they migrate between them. And which of them can be capable of being hardened to be telco grade and fit into their requirements. That they have for being able to offer regulated service >> is paralyzed because it's just too fast. It's too fast for a big amazed, a big decision to make for big. But but things are evolving too quickly. That's that's It's evolving >> too quickly. And they also sometimes have a concern that they get stuck on a dead end path, right, Because things change so quickly it's Do I jump here? Then here, then here, then here, Then here. Where do I follow a logical path and what we tend to find when we work with the telecommunications industry is that, yes, del technologies can define a strategy. Certainly VM wear and L E. M. C can define our individual strategies. Are operators can define their strategies. But there's just not one strategy for this industry. Reality is, is that when you get when you get together with an ecosystem of partners, and you work at a particular telecommunications company. That is a strategy, and you start from scratch when you go to the next right because they're their ability to consume technology. It's just so different the end game, maybe the same across the board. But the path to get there will look different, >> so every customer's different Get that. But clearly some patterns must be emerging. So my question is, where do you start your sitting down with What are you seeing in terms of common starting points and advice you'd give Thio? >> I think that to Maine has everybody starting with First of all, the physical infrastructure. Compute storage Networking is moving to X 86 model of some sort, which means many, many parts of their infrastructure today that is not based on X 86 needs to transition. So what? Seeing big art piece significant discussions of how you take compute and this new programmable networking and put it everywhere like in thousands of locations. So infrastructure wise, that is a known specific thing to be solved at early stages and given you know, that capability he's we've delivered toward enterprises. We have a lot of tools and capabilities to give them, and the 2nd 1 is that a lot of people are approaching this as a network issue. In reality, it's a cloud decision, not a network. You hurt Shaker, talk about it so the tools capabilities you need to build a cloud is completely different. This cloud may not be genetic cloud it needs to be. It needs to support the defense specific platforms under for they want Cloud, and they needed to support the specific capabilities. So that's the two. A year ago, nobody even could articulate. That was the challenge they were facing. But I would say that's what we are today. >> I would add to that that as we kind of think about the infrastructure and then that cloud decision that there's abstractions that exist between those right at the infrastructure layer, there is the need tohave, an automation system that has the ability to support multiple different cloud platforms that sit on top of it. And that's work that we're doing in the deli in seaside and then secondary to that at the cloud layer. It's the ability to support a multi virtualization environment. Virtual machines do exist and will continue to exist. Kubernetes and cloud native containerized applications do exist and will continue to exist. And the challenge becomes. How do I orchestrate an environment that allows those two exist simultaneously and be layered on top of a common building block of infrastructure? And I think that's really the power that the broader Del Technologies has is that we have all of these entities and capabilities in house. >> How long does this take? A telco toe transform is this decade. Is it? Is it Maur can Obviously certain parts can happen faster. But when when you sit down with with customers and they put together their plans, I mean, what what what's their time horizon? >> So I would argue that we define the first NFI standards and 2012. And if we look globally and even within the vast majority of the Indus story and carriers were somewhere in the 10 to 15% range, yeah, >> yeah, that too compelling. Uh, hey, is that enough? Maybe be a forcing function for making some of those decisions. Are the economics on moving toe X 86 are very compelling. It's 10 times the speed to deploy, and it's a massive order of magnitude and costs. Therefore, it's not something that you could wait on as you continue to build capacity. So that's is forcing the infrastructure decision. The second forcing function is that what five G's starting to look like is not network and wireless, independent from enterprise solutions, you really have to collapse. The single infrastructure you know to offer service is and why it lists embedded on That's another forcing function in terms of enterprises is starting to ask for those capabilities. >> You know, you mentioned X 86 couple times and when you think about the Telco Cloud generically what we're talking about here in the in the commercial cloud not to tell ghost no commercial but the mainstream cloud you're getting a lot of offload, you know, hardware offload alternative processing arm uh, GP use F p g a Z even, you know, custom, a six coming back. You've seen the same thing in the Telco club >> for sure, I think I think if if you look at what we've done over the last several years, we've seen this dramatic shift in almost a pendulum swing away from a six and proprietary hardware towards everything on X 86 I think what we've learned over the last several years at X 86 is a platform that has its value. But it's just not for every work with So we've seen things like network slicing and control, user plane separation and technologies that her first moving user playing very high Io applications back onto smart nicks and F PJs and eventually onto merchant silicon with programmable silicate in the network switches. But I think that even if you look at what's happening in in Public Cloud with things like GPU virtualization, they're still largely virtualized in the time domain, which means that they're used by a particular application for a period of time and then the next application scheduled it in the next application schedule. Is it that doesn't work for network workloads? So I think that what we're finding is we go to this Toko Cloud model, especially with offload in the virtual ization of Acceleration Technologies, is that it's an entire set of problems that just aren't solved in public cloud yet. >> Yeah, I would say, based on experience, the vast majority of network workloads have to be x 86 I definitely think arm cores and GPO offloads will play all at some point in the future. But they that's not the heavy duty that you need to offload those functions because most of these network applications were it. And for custom, a sick. That's very high performance that you know, it has high throughput. Security, built in ability to build service is directly into the silicon. So that kind of transition over time you'll feed. You see a lot of distributed applications, it and container formats all the way at the edge. But that transition to that kind of distributed model from what we are today is probably not possible. And I would argue you'll always have their mics off high performance, high throughput. I mean, think about it. If you're trying to activate 20,000 I ot devices instantly, you really need a high core density, you know, x 86 chip with significant memory. You really worry about the data plane and how much data you can put. So it's better >> we didn't even hit I ot dead. Wait, wait Another day, Another conversation. Hey, thanks for the time. We certainly appreciate it. Been a good show I for you all to write for, sir? Good. Good energy. Good vibes and good business. Thanks for the time We appreciate it. >> Thank you, guys. Thank >> you very much for your time. >> Watching the Cube live coverage Here it Veum World 2019 in San Francisco. Thank you.

>> Live from San Diego, California It's the queue covering Sisqo live US 2019 Tio by Cisco and its ecosystem. Barker's >> Welcome Back to San Diego. The Cube has been live here at Cisco Life for the last three days. Student a man with meat, Lisa Martin wrapping things up and we're pleased to welcome to the Cube for the first time James Slay me, the cofounder and had a product for Double James. Welcome to the Cube >> very much. >> All right, So, Deborah, before we get into who you guys are, why you started this company stew. Thought maybe this had to do with your love of dub. Step the name >> way do like that step. But it really wasn't the reason May my co founders were involved with telecommunications and the industry, and we thought the cloud was coming quite fast. And we thought, you know, we started an opportunity that as much as the telcos we're trying to move service. It's a cloud that was value weds they need to provide. And there wasn't really a quality solution for recording for uncle's. >> So came from dubbing tape to tape back in the day. For those here is can remember when we had >> the tapes the name came from. That's how I remember we came, came about The name is that we're thinking, you know, I like to set because it was dubbing and then, you know, double came out of that was available. >> So tell us our audience about call cloud based call recording tell us a little bit about that. But why? What was the impetus for you saying? You know what? There's a gap in the market. We gotta solve it. >> Yeah, So everything think traditional providers were all in on premise Catholics based servers licensing all that traditionally no software model with the transition to cloud for telephony. So unified communications or anything like that Theo ability to have a platform that could record content. Really, By switching it on where that was, we partnered with Toko. So I say, I say tacos and Australian Server that Carrie is also provided tell they want to hear about what they called connect to their network and then offer it at scale so they could switch on one user or actually switch on 100,000 users instantly. And we managed the back into that and they get to go to the service. >> Yeah, it's interesting. So Lisa and I were at the Enterprise Connect show this year, and one of the themes we got out of the week of doing that show is Well, there's always the cool new technologies were doing video, and you know, there's the E R. And you know, people use Chatbots Airways do their voices still critical. Yeah, So maybe talk about you know, your customer base and you know, the role that you're playing to help them. And, you know, still, that that voice is is such an important decent of how we communicate. Yeah, it's really interesting, >> Like way still. Look at that. The important things that I done via voice. If you've got an important customer, you know, discussion, we have you going to send him an email you're probably gonna have followed up with a phone call or initiate with a phone call on most of time. That daughter is is lost. So you know things we discuss and you don't get them back. And, you know, generally call recording. If you're looking at that, people think contact center and regulatory reasons like financial services and that's our bread and butter. But now we're seeing with exposed the more cloud based options. That is, this is a study talk to expand that used case across outside of that traditional reason and not just call recording, you know, eyes that you know, becoming more prevalent as well. >> So how are you guys infusing a I into what you're doing? And also with Sisko to not only be able to apply intelligence to the data that you're gathered from reported calls, but also Dustan, the way that also facilitates security and privacy? >> Yeah, so Security's calling way couldn't have a platform that's use it is connected. Tio, You know, 18 See's Network way got over 100 telco or carrying their ways connected globally at the moment. That's all across Europe, America, Canada and then Asia as well. And now you know, we've been chosen by Sisko for their broad cloud platform, which I recently acquired way. What we see is that because we can capture content at scale way, then can actually easily then produce transcriptions, sentiment tone from the best of the three providers around the world with my be asked. But, you know, we could use any other third party provider that customer might want to use. Use case. Then Khun B. Go towards a small business in my you know, I'll say it's more reasonable and I'll explain on enterprise in a small business, theirselves person might be speeding, made the main customer 1,000,000 customer brings up. It is not happy, and we're going to tell the boss or the team leader they could automate, literally as easy automation, saying notifications Conor, a team leader. You should call this customer back. Without that, they lose the potential of retaining that customer now that previously that's only really the large business or the only has the technology to do that, all the ability to actually get it to market with us and because we connected to the network or even on, you know easily on ah, call manager solution through Cisco, that's any size of business. Large business. We're seeing also a bank as an example there, looking to capture everything across their whole business, not just contact center and start looking for key words that I said it's a credit card or home loan, and they make sure that their agent or their employee is disclosing that product correctly to the customer to make sure they're compliant Now that they're not talking about that across the of the whole business, not just always example. 4,000 seats in a context enter but 40,000 across their whole business on any phone, they using the moment without a mobile cellular or a despondent. >> Okay, so bring us inside your customers. Is that you know you mentioned call centers? Is that the primary use case? Do you go into different verticals? You know what? What does your customer base look like? >> Way definitely go like a safe contact centers for sure on DH. That's it's it's been there for a long time. That requirement to record phone calls and do it well, uh, financial services knock. It's throughout throughout the world, in the U. S. As well in the Europe because of me fit and all those requirements compliant. But as said way are now expanding that use case because of a A and requirement access data. Also, our platform is an open, open platform if that makes sense, but everything we record or capture is encrypted. But it isn't a format that Thean customer can use a CZ that won't apply themselves. They're all looking at using a I. You know, there are other other data sources in the company because it's available. They can use it with other. Well, >> yeah, actually, I just wanted to poke it that because one of the challenges we have out there is there's a lot of data, but how do I actually extract value out of that? So is this now a way for your customers to really unlock something that historically you just you you might have kept it for compliance. Reason to work, you know, to review some kind of training. But it was a little bit tough to get in and leverage the information that was in >> there. Yeah, you know, cos today I really they're they're assessing, You know, anything in a written format today they already losing. I want to do that Previously has been really hard to do that with voice now, because we can capture again captured at scale there. Now I can look at it and say, Can we use the same tools? Were looking for everything else in our business. I looked down and saw that the voice >> so walk us through an example of where double is integrated into an organization. If we think of a bank and you mentioned, you know, use case is one of them piqued my interest about Okay, sentiment. If there is an issue that needs to be escalated and somebody in the organization needs to call a customer, what's been recorded is indicating that is never able to integrate with, like marketing automation serum tools that that data is then pulled in a map back to that account and how it's being managed. >> Yeah, correct. Good, really good question, probably explained that way are a global platform. So we deployed everywhere in the world. So Australia's I'm from a trailer again, but U S Canada, Singapore, Japan, London, Ireland and the UK way recording that in that country we store in the country. But it is a scale. Little platform is a service, which means that way run a product, eyes a p I to open a p I, whether we've integrated with their application or the customer then can say we never want to log into doubles applications. Were you present all the daughter and our own complications already? That's already practiced today. It's available today is in ample. If they wanted to use South forces a serum looking today. Look at the contacts. You can see all the holes, All the transcriptions directly in South Force. >> That's cool. So they get that visibility in a way that that works for them? >> Yeah. Yeah, not precious. We look at ourselves a platform first, and we provide applications. We know users. Did you call recording as they expect to use it, like with permission based access team management. But in reality, we're trying to make it fit in the way that you they'll write their own business and more insights. >> Alright. So, James, we're here at Cisco Live. So explain to us how you tie into what's going on here at the show. You know, we're here in the definite zone. Curious If you talked about being an open platform, Do you know I did in the development pieces here? Yeah, >> we've We've had some really good conversations in the last three days. It's interesting to see people talk about, you know, they come up and they start talking about cool recording and way Explain what we just discussed. Relations open and they can access via Pio, and they start thinking they can see their mind. Figure out how they could apply that their own business. We've always wave always work the Cisco Way Boys work with broad Soft, which they've now acquired, and they now make that part of the business. But you know where that's called Manager. Wait. Have now announced they're doing whether it's calling, you know, we're talking to customers about cool recording through double on whether it's calling now. So if businesses you know, having a plan, Teo moved there from the UN Prem to cloud that Cisco way, make a second unified solution for them and they could make a road map for that with him. So it's a really good conversation we're having here. >> So in the development of the go to market strategy, or so I already have an established Francisco. >> Now where do you have a stress ready? We're day of Ah, we're partners, Cisco. Already we've got over 100 carries who used this go in. Their networks were really connected to them. I'm already recording in capturing content on those networks were pretty tight with this guy for sure, but you look at the enterprise that its president, although cloud yet they're really moving to that. So if they want to have a core recording solution or a solution on for him, and they might want to move to cloud future in the future, we have that in the future. So I'm doing it now is probably maintain the same service right through. >> So can you give us an example, a customer success that is leveraging Debra with Cisco whether you, you, Khun Anonymous eyes it or if you can name it? Great. But I would love to see how it's really working in action to drug business results. >> Yeah, it's going Good question. I'm trying to be the best one to give you. At the moment, I could think of a customer of ours with, you know, in the UK they're spread it costs. I think around 100 locations they're currently recording with double and using transcription to transcribe their calls are looking for patterns across the whole business and the using Cisco for the late telephony on then, looking at that and I've actually found things that just decided to save money, they've been losing some money in certain locations, and they've used the transcription. Seem patents actually implemented changes to actually sell a say that >> Awesome. So in terms of the last three days of Sisqo live, some of the announcements that have come out Cisco has been on this transition here on the hardware company network here, back in the day to now introducing AP eyes across the product portfolio, which he'd been two years ago. They didn't have to this pivot towards a software focus for a company like double born in the cloud. What does that signify to you guys? >> Uh, so you see what a sight it was. >> Yeah, what does that signify to double >> wellit's great for us, and it's really important for us to make sure we're along into that. We've already have always been an A P I first company on, you know, accessing the contents. But it's a challenge may, sometimes for businesses to embrace that way, need to make sure that we're way we're looking at Cisco and understand how they want to use Ap eyes and aligning ourselves on DH. Hopefully push him along because we're doing it for a while, eh? So we released, you know five years ago. It was cloud based, and it's good for everyone. Started talking about a pee eyes and employing them. >> Awesome. Well, James Splint. Pleasure to have you on the Cube this afternoon with stew in me. Thanks for stopping Mind sharing what Debra's doing with Cisco and to really help transform enterprises from any industry. We appreciate your time, all right. And we can't close the queue. But Sisqo live in San Diego without saying this one thing, which we're all going to do together. You ready, guys? On my count. 321 Classy. San Diego for soon. Minuteman II. Lisa. Bart, you've been watching the Cube. Thanks so much for watching. We'll see you next time.

>> Narrator: Live from Madrid, Spain it's theCube, covering HPE Discover Madrid 2017. Brought to you by Hewlitt Packard Enterprise. >> Welcome back to Madrid everybody. This is theCube, the leader in live tech coverage. My name is Dave Vellante and I'm here with my co-host for the week, Peter Burris, otherwise known as Mr. Universe. This is HPE Discover Madrid 2017. Flynn Maloy is here as the Vice President of Marketing the HP Point Next. >> Hi guys. >> And John Treadway is here as the Senior Vice President of Strategy and Portfolio at Cloud Technology Partners, an HPE company. Gentlemen, great to see you again. Welcome to theCube. >> Great to see you. >> It's been a good week. We were just talking about the clarity that's coming to light with HPE, the portfolio, some of the cool acquisitions. You and I, Flynn, were at this event last year in London. You had the Cheshire Cat smile on your face. You said something big is coming. I can't really tell you about it partly because I can't tell you about it. The other part is we're still shaping it. Then Point Next came out of it. How are you feeling? Give us the update. >> It's been a really exciting year for services. This time last year we knew as Antonio announced, we're going to be bringing our services together after we announced that we're spinning out our outsourcing business. We're bringing technology services at the time forward. We had a new brand coming. We purchased Cloud Cruiser in February so we're investing in the business. We also invested in services back in the engine room all year long to really build up to our announcement this week with Green Lake which takes our consumption services to the next level. Then of course in September we continue to invest and acquire Cloud Technology Partners and by the way brought on our new leadership team with Ana Pinczuk and Parvesh Sethi. For us here at HP it's really been a banner year for services. It's really been transformative for the company and we're excited to lead it going into FY '18. >> John, Cloud Technology Partners specializing, deep technology expertise. You've got an affinity for AWS, you've got a bunch of guys that reinvent this week in close partnership with them. Interesting acquisition from your perspective coming into HPE. What's it been like? What has HP brought you and what have you brought HP? >> That's a fantastic question. We have really found that everything about this experience has exceeded our expectations across the board. When you go into these things you're kind of hoping for the best outcome, which is we're here because we want to be able to grow our business and scale it and HP gives us that scale. We also think that we have a lot of value to add to the credibility around public cloud and the capabilities we bring. You hope that those things turn out to be true. The level of engagement that we're getting across the business with the sellers, with the customers, with the partners is way beyond expectations. I like to say that we're about six months ahead of where we thought we'd be in terms of integration, in terms of capability and expertise. Really bringing that public cloud expertise, not just to AWS, we do a lot of Azure work, we do a lot of Google work as well, really does allow the HPE teams to be able to go into their clients and have a new conversation that they couldn't have a year ago. >> What is that new conversation? >> The new conversation is really about, and we like to use the term "the right mix." I.T. is not just one mode. You're gonna have internal I.T., you're gonna have private clouds. Public cloud is a reality. AWS is the fastest growing company in tech history ever. If you think about that it's a reality for our clients, HPE clients, that public cloud is there. That new capability that we could bring, that credibility is that we have done this for the last seven years with large enterprises across all sorts of industries and domains: Toko, healthcare, financial services in particular. We bring that to the table, combine that with the scale and operational capability of HPE and now we have something that's actually pretty special. >> Just to add, it is about the customers at the end of the day. It's about where do those workloads want to land? Public cloud, private cloud, traditional, those are all tools in your toolbox. What customers want to know is what is the right mix? There are workloads that are ideal for going to the public cloud. There are workloads that are ideal for staying on prem. Finding that right mix, especially by bringing in the capabilities of what needs to go to public cloud that really rounds out our portfolio for hybrid I.T. >> I'm starting to buy the story. The upstarts, the fastest growing company in the world would say old guard trying to hang onto the past. I like the way you framed it as look, we know our customers want to go to the cloud. They want certain workloads to be on prem. We want them to succeed. We're open, we're giving them choice. Maybe two years ago it sounded like bromide. But you're actually putting it into action acquiring a company like CTP. It's interesting what you were saying, John, about well no not just AWS, it's Google, it's Azure. You've got independent perspective on what should go where or on prem. >> We always have so even as a company that derived most of our revenue from public cloud over the last few years, we've never, ever been the company that said everything should go to public cloud. Toss it all, go to Amazon, toss it all, go to Azure. Never been our perspective. We've had methodology for looking through the application portfolio and helping determine where things should go. Very often a large percentage of the portfolio we say it's good where it is, don't move it. Don't move it right away. >> But in the past that's where it ended. You said okay, hey, go figure out, go talk to HPE. >> That's actually a funny thing because we've had this conversation. Literally when we would say okay we'll take care of this part for the public cloud, but you're on your own for the private cloud stuff, in the past HP would do the reverse. We'll help you with the private cloud stuff, and we think this could go to public cloud. But you're kind of on your own with that. Not that there wasn't any capability, but it wasn't really well developed. Now we can say this should go to private cloud, this should go to public cloud and guess what? We can do both. >> Dave: So now you've got a lean-in strategy. >> Absolutely right, as John said the funnels and the response from our customers have been outstanding. As you can imagine, Mike, all of our top customers are saying fantastic, come talk to us, come talk to us. They're having to prioritize where they go over the last few months. We are well ahead of where we were. >> We strongly believe over the years that the goal is not to bring your business to the cloud. It's to bring the cloud to your business. That ultimately means that public cloud will be a subset of the total although Amazon's done a wonderful job of putting forward the new mental model for the future of computing. Can you guys reliably through things like Green Lake and other, can you present yourselves as a cloud company that just doesn't have a public cloud component? >> Let me approach the response to that question in a slightly different way. When you look at our strategy around making hybrid I.T. simple it's not necessarily which cloud is the right cloud? It's not really about that. It's about where should the workloads land? We do believe that the pragmatic answer is you need to be a little bit above all of those choices. They're all in the toolbox. If you look at, for example, our announcement with One Sphere this week that's a perfect example of what customers are asking the industry to do which is to look across all of it. The reality is it's hybrid, it's multi-cloud and speaking at that length. >> But you're saying it's a super set of tools that each are chosen based on the characteristics of workloads, data, whatever it might be, that's right. So John look, as human beings we all get good at stuff. We say I know that person I can stereotype him. I can stereotype that. What's the euristic that your team is using to very quickly look at a workload? Give our audience, our clients a clue here so that they can walk away a little bit and say well that workload naturally probably is going to go here. And that workload's naturally going to go there. What's it like 30 second where you're able to generally get it right 80% of the time? >> It really comes down to a set of factors, right? One factor is just technical fit. Will it work at all? We can knock out a lot of workloads because they're on old Unix or just kind of generally the technical fit isn't there, right? Second thing is from a business case. Does it make sense? Is there gonna be any operational saving against the cost of doing the migration? Because migrating something isn't free right? It's never free. Third is what is the security and governance constraint within which I'm living? If I have a data residency requirement in a country and there's no hyper-scale public cloud presence in that country then that workload needs to stay in that country, right? It's those types of high-level factors we can very quickly go from the list of here's your entire list down to already these are candidates for further evaluation. Then we start to get into sort of deeper analysis. But the top level screen can happen very, very quickly. >> You do that across the, you take an application view, obviously. A workload view. Then how do avoid sort of boiling the ocean? Or do you boil the ocean? You have tools to help do that. >> We do, I mean we've invested a lot in IP, both service IP and software IP in both Point Next also comes with some strong IP in this as well that we've been able to merge in with. Our application assessment methodology is backed by a tool called Aura. Aura is a tool for taking that data, collecting it, and help providing individualization in reporting and decisioning at the high level on these items. Then every application that looks like a great candidate for something that I'm gonna invest in migration, we need to do a deeper analysis. Because it isn't lifting and shifting. It doesn't work for 90% of the applications, or 80%, or 70. It's certainly not anywhere near 50% of the applications. They require a little bit of work, sometimes a lot of work, to be able to have operational scale in a public cloud environment because they're expecting a certain performance and operational characteristic of their internal infrastructure and it's not there. It's a different model in the public cloud. >> A lot of organizations like yours would have a challenge presenting that to a customer because they can't get the attention of the senior leaders. How is it that you guys are able to do that? You were talking I think, off-camera, talking about 20-plus years of experience on average for each of your professionals. Is that one of the secrets to how you've succeeded? >> This is a big thing and why this integration's working so well is that the people, the early team all the way through today of CTP are all seasoned I.T. professionals. We're not kids straight out of school that have only known how to do I.T. in an Amazon way. We have CIOs of banks that are in our executive team, or in our architecture team that have that empathy and understanding of what it means to be in the shoes. Not having this arrogant approach of everything must be a certain way because that's what we believe. That doesn't work. The clients are all different. Every application is a snowflake and needs to be treated as such, needs to be treated like an individual, like a human. You want to be treated like an individual, not like -- >> Stalker! (laughing) >> Gezunheit. (laughing) >> Okay, so now the challenge is how you scale that. How you replicate that globally and scale it and get the word out. Talk about that challenge. >> That's right and one of the big things we're really excited to see is the merger of the IP that comes from CTP along with everything that we have inside of Point Next and then rolling that out to the 5,000 plus consultants that we've got inside of HP and our partners. That's really where we're expecting a lot of the magic to come from is once we really expose the integrated set of what those capabilities are we think, and Ana has said it on stage. We had heard from a couple of analysts that we believe that together we have the largest cloud advisory in the industry today. >> It was interesting we actually had, we've had challenges in the past where we've gone into clients and were starting to get into some pretty serious level of work. We were a younger company, didn't have the scale, and scope, and capability of HPE. Now we're being brought in to these opportunities and the clients are saying HP, you're right here. We can do that. We have the scale to now start doing the larger transformation programs and projects with these clients that we didn't have before. Now we're being invited back in, right? In addition to that being invited in because now we have the cloud competency that we can bring to the table. >> You know what, I kind of want to go back to the point you made earlier about how it's all cloud. That resonates with me. I think it is all cloud depending on where you want to land the various pieces. If that's what you want to call that umbrella I think it makes a ton of sense. You know, a lot of what we've announced this week with Green Lake is about trying to bridge the benefits gap with public cloud as the benchmark for the experience today for what needs to stay on prem. When you sit down and for all those reasons you outlined, whether it's ready, whether it isn't ready, where the data has to sit, or whether or not. There's gonna be x-workloads that need to stay on prem. We've been working hard in the engine room to really build out an experience that can feel to the customer a lot like what you get from the public cloud. That's gonna continue to be an investment area for us. >> If the goal is success for the business then you don't measure success by whether you got to Amazon. >> That's correct. >> The goal of success is the business. You measure success by whether or not the business successfully adopts the technology where the data requires. What's interesting about the change we're experiencing is in many respects for the first time the way of thinking about problems in this industry is going through a radical transformation. Let's credit AWS for catalyzing a lot of that change. >> Absolutely, setting that benchmark. I mean it really is a catalyst. >> But you look at this show, HP has adopted the thought process, it's adopted it. It's no longer in our position to say fine, you want to think this way, we'll help. >> Imagine this, as One Sphere comes up and as we really can manage multi-clouds and as we'll eventually be able to move workloads between the various clouds, manage the whole estate, view the whole estate and everything under it whether it's off-prem or on-prem is all consumption. I mean, how does that change central I.T.? Central I.T. radically changes. If everything's consumed, wherever it is and you've got a visibility to the whole estate and you can move stuff depending on what the right mix is, that's a fundamental change and we're not there yet as an industry. But that's a fundamental change to the role of Central I.T. >> But your CIOs are thinking along those lines. We can verify they are thinking along those lines. >> Again the strategy's coming into focus for me personally. I think us generally. We talked to Ana about services-led, outcome-led. And if it's big chewy outcome like kind of IBM talks well you've got partners to help you do that. Deloitte, we had PWC on. They're big, world-class organizations with deep expertise in retail and manufacturing and oil and gas. You're happy to work with those guys. If it is service-led or outcome-led you can make money whether you're going to Amazon, whether you're staying on prem, whether you're doing some kind of hybrid in between and you're happy to do that as an agnostic, independent player. Now yeah, of course you'd like to sell HP hardware and software, why not? >> I think that's really an important point. When it comes to the infrastructure itself we do believe we have the best infrastructure in the industry, but we play well with others and we always said HPE plays well with others. When it comes to the app layer we are app agnostic. A lot of our biggest competitors are not. When you go out and talk to CIOs today that's really, this is my app, this is my baby. This is the one that I want. They're not really looking for alternatives for that in many cases. When you're thinking agnostic that's really where we think partner, being agnostic, working with all the ad vendors, working with all the SIs, we think that's where the future-- >> And it's a key thing. You guys are younger, but you remember Unix is snake oil. I mean-- >> Designing is a Russian Trump. >> Unix is snake oil and then two years later it's like here our Unix. >> Flynn: It's the best thing ever. >> So you now are in a position to say great, wherever you wanna go we'll take you there. That's powerful because it can be genuine and it can be lucrative. >> What's unlocking here is the ability to actually execute a digital transformation program within the enterprise. One of the big things the public cloud providers brought to us and that HPE's now bringing in through the internal infrastructure is that agility and speed of innovation of the users. Their ability to actually get things done very quickly and reduce the cycle time of innovation. That frankly has always been the core benefit of the public cloud model, that pay-as-you-go, start with what you need, use the platform services as they grow. That model has been there since the beginning and it's over 11 years of AWS at this point. Now with enterprise technology adopting similar models of pay for it when you consume it, we'll provision it in advance, we'll get things going for you, we're giving that model. It's about unlocking the ability for the enterprise to do innovation at scale. >> I wanna end if I can on met Jonathan Buma last night, J.P., J.B., sorry. You're J.T. >> It's confusing. >> But one of the things I learned, a small organization, 200-250 people roughly when you got acquired, but you've got this thing called Doppler, right? Is that what it's called, Doppler? Explain that, explain the thought leadership angles that you guys have. >> Actually from the very beginning. >> The marketing team loves this, it's fantastic. >> So follow up with how. >> From day one there's a few things that we said were core principles, the way that we were going to grow and run the business. I'll talk about one other thing first which was that we were gonna be technology-enabled, technology-enabled services company. That we were gonna invest in IP both at the service level but as the technology level to accelerate the delivery of what we do. The second thing as a core principle is that we were going to lead through thought leadership. So we have been the most prolific producers of independent cloud content as a services firm bar none. Yeah, there's newspapers, magazines, analyst firms like yourself producing a lot of content. The stuff that we're producing is based on direct experience of implementing these solutions in the cloud with our clients so we can bring best practices. We're not talking about our services. We're talking about what is the best practice for any enterprise that wants to get to the cloud. How do you do security? How do you do organizational change? That has a very large following of Doppler both online where we have an email newsletter. But we also do printed publication of our quarterly Dopplers that goes out to a lot of our clients, the CIOs and key partners. That kind of thought leadership has really set us apart from all of the rest of the, even the born in cloud consultancies who never put that investment in. >> Flynn, you're a content guy. >> Absolutely. >> So you've got to really appreciate this. >> That's a dream, it's an absolute dream. One of the things, another proof point as a way to end, services first strategy is what we're doing in the market community at HP more money, energy, content, time is going into how we're talking, thought leadership and services than anything else in the company. We've got not just branding for Point Next and Green Lake, but bringing Doppler forward, bringing those great case studies forward. Putting that kind of content at the tip of the HPE sphere. It's not something you've seen from our company in the past. I think keep your eyes out over the next year. We'll have this conversation in six months and you'll see a lot more from us on that topic. >> Great stuff, congratulations on the process, the exit, the future. Good luck, exciting. >> Thanks guys. >> Really appreciate it. Keep it right there everybody, we'll be back right after this short break. Dave Vallente for Peter Burris from HPE Discover Madrid. This is theCube. (upbeat instrumental music)