>> Narrator: theCUBE's live coverage is made possible by funding from Dell Technologies. Creating technologies that drive human progress. (upbeat music) >> Hey, welcome back to the Fira in Barcelona. My name is Dave Vellante. I'm here with David Nicholson, day four of MWC '23. Show's winding down a little bit, but it's still pretty packed here. Lot of innovation, planes, trains, automobiles, and we're talking 5G all week, private networks, connected breweries. It's super exciting. Really happy to have Warren Jackson here as the Edge Gateway Product Technologist at Dell Technologies, and Scott Waller, the CTO of the 5G Open Innovation Lab. Folks, welcome to theCUBE. >> Good to be here. >> Really interesting stories that we're going to talk about. Let's start, Scott, with you, what is the Open Innovation Lab? >> So it was hatched three years ago. Ideated about a bunch of guys from Microsoft who ran startup ventures program, started the developers program over at Microsoft, if you're familiar with MSDN. And they came three years ago and said, how does CSPs working with someone like T-Mobile who's in our backyard, I'm from Seattle. How do they monetize the edge? You need a developer ecosystem of applications and use cases. That's always been the thing. The carriers are building the networks, but where's the ecosystem of startups? So we built a startup ecosystem that is sponsored by partners, Dell being one sponsor, Intel, Microsoft, VMware, Aspirant, you name it. The enterprise folks who are also in the connectivity business. And with that, we're not like a Y Combinator or a Techstars where it's investment first and it's all about funding. It's all about getting introductions from a startup who might have a VR or AI type of application or observability for 5G slicing, and bring that in front of the Microsoft's of the world, or the Intel's and the Dell's of the world that they might not have the capabilities to do it because they're still a small little startup with an MVP. So we really incubate. We're the connectors and build a network. We've had 101 startups over the last three years. They've raised over a billion dollars. And it's really valuable to our partners like T-Mobile and Dell, et cetera, where we're bringing in folks like Expedo and GenXComm and Firecell. Start up private companies that are around here they were cohorts from our program in the past. >> That's awesome because I've often, I mean, I've seen Dell get into this business and I'm like, wow, they've done a really good job of finding these guys. I wonder what the pipeline is. >> We're trying to create the pipeline for the entire industry, whether it's 5G on the edge for the CSPs, or it's for private enterprise networks. >> Warren, what's this cool little thing you got here? >> Yeah, so this is very unique in the Dell portfolio. So when people think of Dell, they think of servers laptops, et cetera. But what this does is it's designed to be deployed at the edge in harsh environments and it allows customers to do analytics, data collection at the edge. And what's unique about it is it's got an extended temperature range. There's no fan in this and there's lots of ports on it for data ingestion. So this is a smaller box Edge Gateway 3200. This is the product that we're using in the brewery. And then we have a bigger brother of this, the Edge Gateway 5200. So the value of it, you can scale depending on what your edge compute requirements are at the edge. >> So tell us about the brewery story. And you covered it, I know you were in the Dell booth, but it's basically an analog brewery. They're taking measurements and temperatures and then writing it down and then entering it in and somebody from your company saw it and said, "We can help you with this problem." Explain the story. >> Yeah, so Scott and I did a walkthrough of the brewery back in November timeframe. >> It's in Framingham, Mass. >> Framingham, Mass, correct. And basically, we talked to him, and we said, what keeps you guys up at night? What's a problem that we can solve? Very simple, a kind of a lower budget, didn't have a lot money to spend on it, but what problem can we solve that will realize great benefit for you? So we looked at their fermentation process, which was completely analog. Somebody was walking around with a clipboard looking at analog gauges. And what we did is we digitized that process. So what this did for them rather than being completely reactive, and by the time they realized there was something going wrong with the fermentation process, it's too late. A batch of scrap. This allowed them to be proactive. So anytime, anywhere on the tablet or a phone, they can see if that fermentation process is going out of range and do something about it before the batch gets scrapped. >> Okay. Amazing. And Scott, you got a picture of this workflow here? >> Yeah, actually this is the final product. >> Explain that. >> As Warren mentioned, the data is actually residing in the industrial side of the network So we wanted to keep the IT/OT separation, which is critical on the factory floor. And so all the data is brought in from the sensors via digital connection once it's converted and into the edge gateway. Then there's a snapshot of it using Telit deviceWISE, their dashboarding application, that is decoding all the digital readings, putting them in a nice dashboard. And then when we gave them, we realized another problem was they're using cheap little Chromebooks that they spill beer on once a week and throw them out. That's why they bought the cheap ones 'cause they go through them so fast. So we got a Dell Latitude Rugged notebook. This is a brand new tablet, but they have the dashboarding software. So no matter if they're out there on the floor, but because the data resides there on the factory they have access to be able to change the parameters. This one's in the maturation cycle. This one's in the crashing cycle where they're bringing the temperature back down, stopping the fermentation process, getting it ready to go to the canning side of the house. >> And they're doing all that from this dashboard. >> They're doing all from the dashboard. They also have a giant screen that we put up there that in the floor instead of walking a hundred yards back behind a whole bunch of machinery equipment from a safety perspective, now they just look up on the screen and go, "Oh, that's red. That's out of range." They're actually doing a bunch of cleaning and a bunch of other things right now, too. So this is real time from Boston. >> Dave: Oh okay. >> Scott: This is actually real time from Boston. >> I'm no hop master, but I'm looking at these things flashing at me and I'm thinking something's wrong with my beer. >> We literally just lit this up last week. So we're still tweaking a few things, but they're also learning around. This is a new capability they never had. Oh, we have the ability to alert and monitor at different processes with different batches, different brews, different yeast types. Then now they're also training and learning. And we're going to turn that into eventually a product that other breweries might be able to use. >> So back to the kind of nuts and bolts of the system. The device that you have here has essentially wifi antennas on the back. >> Warren: Correct. >> Pull that up again if you would, please. >> Now I've seen this, just so people are clear, there are also paddle 5G antennas that go on the other side. >> Correct. >> That's sort of the connection from the 5G network that then gets transmogrified, technical term guys, into wifi so the devices that are physically connected to the brew vats, don't know what they're called. >> Fermentation tanks. >> Fermentation tanks, thank you. Those are wifi. That's a wifi signal that's going into this. Is that correct? >> Scott: No. >> No, it's not. >> It's a hard wire. >> Okay, okay. >> But, you're right. This particular gateway. >> It could be wifi if it's hard wire. >> It could be, yes. Could be any technology really. >> This particular gateway is not outfitted with 5G, but something that was very important in this application was to isolate the IT network, which is on wifi and physically connected from the OT network, which is the 5G connection. So we're sending the data directly from the gateway up to the cloud. The two partners that we worked with on this project were ifm, big sensor manufacturer that actually did the wired sensors into an industrial network called IO-Link. So they're physically wired into the gateway and then in the gateway we have a solution from our partner Telit that has deviceWISE software that actually takes the data in, runs the analytics on it, the logic, and then visualizes that data locally on those panels and also up to their cloud, which is what we're looking at. So they can look at it locally, they're in the plant and then up in the cloud on a phone or a tablet, whatever, when they're at home. >> We're talking about a small business here. I don't know how many employees they have, but it's not thousands. And I love that you're talking about an IT network and an OT network. And so they wanted, it is very common when we talk about industrial internet of things use cases, but we're talking about a tiny business here. >> Warren: Correct. >> They wanted to separate those networks because of cost, because of contention. Explain why. >> Yeah, just because, I mean, they're running their ERP system, their payroll, all of their kind of the way they run their business on their IT network and you don't want to have the same traffic out on the factory floor on that network, so it was pretty important. And the other thing is we really, one of the things that we didn't want to do in this project is interrupt their production process at all. So we installed this entire system in two days. They didn't have to shut down, they didn't have to stop. We didn't have to interrupt their process at all. It was like we were invisible there and we spun the thing up and within two days, very simple, easy, but tremendous value for their business. >> Talk about new markets here. I mean, it's like any company that's analog that needs to go digital. It's like 99% of the companies on the planet. What are you guys seeing out there in terms of the types of examples beyond breweries? >> Yeah, I could talk to that. So I spent a lot of time over the last couple years running my own little IoT company and a lot of it being in agriculture. So like in Washington state, 70% of the world's hops is actually grown in Washington state. It's my hometown. But in the Ag producing regions, there's lack of connectivity. So there's interest in private networks because the carriers aren't necessarily deploying it. But because we have the vast amount of hops there's a lot of IPAs, a lot of hoppy IPAs that come out of Seattle. And with that, there's a ton of craft breweries that are about the same size, some are a little larger. Anheuser-Busch and InBev and Heineken they've got great IoT platforms. They've done it. They're mass scale, they have to digitize. But the smaller shops, they don't, when we talk about IT/OT separation, they're not aware of that. They think it's just, I get local broadband and I get wifi and one hotspot inside my facility and it works. So a little bit of it was the education. I have got years in IT/OT security in my background so that education and we come forward with a solution that actually does that for them. And now they're aware of it. So now when they're asking questions of other vendors that are trying to sell them some type of solution, they're inherently aware of what should be done so they're not vulnerable to ransomware attacks, et cetera. So it's known as the Purdue Model. >> Well, what should they do? >> We came in and keep it completely separated and educated them because in the end too we'll build a design guide and a starter kit out of this that other brewers can use. Because I've toured dozens of breweries in Washington, the exact same scenario, analog gauges, analog process, very manual. And in the end, when you ask the brewer, what do they want out of this? It keeps them up at night because if the temperature goes out of range, because the chiller fails, >> They ruined. >> That's $30,000 lost in beer. That's a lot to a small business. However, it's also once they start digitizing the data and to Warren's point, it's read-only. We're not changing any of the process. We augmented on top of their existing systems. We didn't change their process. But now they have the ability to look at the data and see batch to batch consistency. Quality doesn't always mean best, it means consistency from batch to batch. Every beer from exhibit A from yesterday to two months from now of the same style of beer should be the same taste, flavor, boldness, et cetera. This is giving them the insights on it. >> It's like St. Louis Buds, when we were kids. We would buy the St. Louis Buds 'cause they tasted better than the Merrimack Buds. And then Budweiser made them all the same. >> Must be an East coast thing. >> It's an old guy thing, Dave. You weren't born yet. >> I was in high school. Yeah, I was in high school. >> We like the hops. >> We weren't 21. Do me a favor, clarify OT versus IT. It's something we talk about all the time, but not everyone's familiar with that separation. Define OT for me. >> It's really the factory floor. You got IT systems that are ERP systems, billing, you're getting your emails, stuff like that. Where the ransomware usually gets infected in. The OT side is the industrial control network. >> David: What's the 'O' stand for? >> Operation. >> David: Operation? >> Yeah, the operations side. >> 'Cause some people will think objects 'cause we think internet of things. >> The industrial operations, think of it that way. >> But in a sense those are things that are connected. >> And you think of that as they are the safety systems as well. So a machine, if someone doesn't push the stop button, you'd think if there's a lot of traffic on that network, it isn't guaranteed that that stop button actually stops that blade from coming down, someone's going to lose their arm. So it's very tied to safety, reliability, low latency. It is crafted in design that it never touches the internet inherently without having to go through a security gateway which is what we did. >> You mentioned the large companies like InBev, et cetera. You're saying they're already there. Are they not part of your target market? Or are there ways that you can help them? Is this really more of a small to mid-size company? >> For this particular solution, I think so, yeah. Because the cost to entry is low. I mean, you talk about InBev, they have millions of dollars of budgets to spend on OT. So they're completely automated from top to bottom. But these little craft brewers, which they're everywhere in the US. Vermont, Washington state, they're completely manual. A lot of these guys just started in their garage. And they just scaled up and they got a cult kind of following around their beers. One thing that we found here this week, when you talk around edge and 5G and beer, those things get people excited. In our booth we're serving beer, and all these kind of topics, it brings people together. >> And it lets the little guy compete more effectively with the big giants. >> Correct. >> And how do you do more with less as the little guy is kind of the big thing and to Warren's point, we have folks come up and say, "Great, this is for beer, but what about wine? What about the fermentation process of wine?" Same materials in the end. A vessel of some sort, maybe it's stainless steel. The clamps are the same, the sensors are the same. The parameters like temperature are key in any type of fermentation. We had someone talking about olive oil and using that. It's the same sanitary beverage style equipment. We grabbed sensors that were off the shelf and then we integrated them in and used the set of platforms that we could. How do we rapidly enable these guys at the lowest possible cost with stuff that's at the shelf. And there's four different companies in the solution. >> We were having a conversation with T-Mobile a little earlier and she mentioned the idea of this sounding scary. And this is a great example of showing that in fact, at a relatively small scale, this technology makes a lot of sense. So from that perspective, of course you can implement private 5G networks at an industrial scale with tens of millions of dollars of investment. But what about all of the other things below? And that seems to be a perfect example. >> Yeah, correct. And it's one of the things with the gateway and having flexibility the way Dell did a great job of putting really good modems in it. It had a wide spectrum range of what bands they support. So being able to say, at a larger facility, I mean, if Heineken wants to deploy something like this, oh, heck yeah, they probably could do it. And they might have a private 5G network, but let's say T-Mobile offers a private offering on their public via a slice. It's easy to connect that radio to it. You just change the sims. >> Is that how the CSPs fit here? How are they monetized? >> Yeah, correct. So one of our partners is T-Mobile and so we're working with them. We've got other telco partners that are coming on board in our lab. And so we'll do the same thing. We're going to take this back and put it in the lab and offer it up as others because the baseline building blocks or Lego blocks per se can be used in a bunch of different industries. It's really that starter point of giving folks the idea of what's possible. >> So small manufacturing, agriculture you mentioned, any other sort of use cases we should tune into? >> I think it's environmental monitoring, all of that stuff, I see it in IoT deployments all over the world. Just the simple starter kits 'cause a farmer doesn't want to get sold a solution, a platform, where he's got to hire a bunch of coders and partner with the big carriers. He just wants something that works. >> Another use case that we see a lot, a high cost in a lot of these places is the cost of energy. And a lot of companies don't know what they're spending on electricity. So a very simple energy monitoring system like that, it's a really good ROI. I'm going to spend five or $10,000 on a system like this, but I'm going to save $20,000 over a year 'cause I'm able to see, have visibility into that data. That's a lot of what this story's about, just giving visibility into the process. >> It's very cool, and like you said, it gets people excited. Is it a big market? How do you size it? Is it a big TAM? >> Yeah, so one thing that Dell brings to the table in this space is people are buying their laptops, their servers and whatnot from Dell and companies are comfortable in doing business with Dell because of our model direct to customer and whatnot. So our ability to bring a device like this to the OT space and have them have that same user experience they have with laptops and our client products in a ruggedized solution like this and bring a lot of partners to the table makes it easy for our customers to implement this across all kinds of industries. >> So we're talking to billions, tens of billions. Do we know how big this market is? What's the TAM? I mean, come on, you work for Dell. You have to do a TAM analysis. >> Yes, no, yeah. I mean, it really is in the billions. The market is huge for this one. I think we just tapped into it. We're kind of focused in on the brewery piece of it and the liquor piece of it, but the possibilities are endless. >> Yeah, that's tip of the spear. Guys, great story. >> It's scalable. I think the biggest thing, just my final feedback is working and partnering with Dell is we got something as small as this edge gateway that I can run a Packet Core on and run a 5G standalone node and then have one of the small little 5G radios out there. And I've got these deployed in a farm. Give the farmer an idea of what's possible, give him a unit on his tractor, and now he can do something that, we're providing connectivity he had never had before. But as we scale up, we've got the big brother to this. When we scale up from that, we got the telco size units that we can put. So it's very scalable. It's just a great suite of offerings. >> Yeah, outstanding. Guys, thanks for sharing the story. Great to have you on theCUBE. >> Good to be with you today. >> Stop by for beer later. >> You know it. All right, Dave Vellante for Dave Nicholson and the entire CUBE team, we're here live at the Fira in Barcelona MWC '23 day four. Keep it right there. (upbeat music)

>>from the Cube Studios in Palo Alto and Boston. It's the Cube covering empowering the autonomous enterprise brought to you by Oracle Consulting. >>Welcome back to the Cube, everybody. This is a special digital presentation sponsored by Oracle Consulting. We go out to the events, we extract the signal from the noise and we're going to multiple locations to really try to understand better the rebirth of or consulting. Stephanie Trunzo is here. She's the head of transformation and offerings. North America. Stephanie, good to see >>you. Good to see you. >>Okay, so we talked about sort of the mission of Oracle Consulting. Now let's get into it and talk about what some of the customers we're seeing. There's this theme in the industry that Gartner brought about by motor. Like you guys are talking about Tri Motor like, Yeah. So what is that? All of the >>well, two wasn't good enough. >>So we had 1/3. >>So my model I t to speed I t The idea there is. A lot of modern enterprises are struggling with this challenge between the systems of record that they have that are have to be sources of truth. They're often slow to change. There's a lot of rigor around transfer, forming those systems of record. And then on the second side, on the bi model side, there are the systems of interaction or systems of engagement. They're sometimes called, and those systems are things like the applications where there's users, customers at the other end and they need to move at the speed of business. And so the idea of bi modal i t. And what a lot of our clients are struggling with currently is how do you serve both of those needs? At the same time, there's complications in the process is the tools and certainly in the budget. And at the same time, there's kind of looming out there This, you know, threat almost that if you aren't in ai ml data driven world yet, you're going to fall behind. And so our clients are struggling with the fact that they have not yet successfully addressed by motile I t but still have to figure out how to get into this ai space. So our third system hence try model I t is the systems of intelligence. >>The third piece obviously relates to machine intelligence Ai nml it seems like that type of capability would apply to both systems of record and systems of engagement. Is that is that how you're looking? >>Yes, and so the try motile i t concept is kind of three different systems and how they interlock and relate to one another. If you think about systems of record the currency, so to speak, for systems of record or processes. If you think about the currency for systems of interaction, it's the people. It's the users. It's the humans and the system. The currency for the system of intelligence is data to your point. So when you're talking about systems of intelligence, collecting and leveraging data from all three systems is going to be what fuels your system of intelligence going forward. >>And that's the common thread between all three, and it just seems to me that is ultimately the underpinning of modernization. I wonder what your customers how do they view and how do you view modernization? >>So the awesome thing about being at Oracle is data is our DNA. That's where Oracle started from. That's where we still are today is data underpins everything we dio all of the technology that we build is built on the understanding that it must be data driven. And so when we're looking at all three of those systems and you're looking at it from an Oracle perspective, data is at the heart of even systems of record of even systems of interaction, not only the systems of intelligence. When our clients are looking at modernization, they're trying to figure out a way to kind of leap frogged this story and get the whole way to a place where they're getting intelligence and insights out of their data. They're not just unlocking it. They're not just moving workloads in a lift and shift kind of model. They're doing it because they want to serve the ultimate outcome that they get smarter as a business >>club. Customers want to go from where they are today to some outcome, and I want to spend a $1,000,000,000 they don't want to disrupt their business. They have to make investments clearly. How do they get from point A to point B on that cloud journey? >>So we've built something called the Cloud Evolution Framework. That cloud evolution framework has several different phases and stages, and it's intended to be kind of a skeleton toe have that conversation with clients. Are you thinking about all of the things you need to consider to make a healthy decision that has a real road map behind it? To your point on budget? And this is part of the Tri Motility conversation is they're struggling. I've talked to so many CIOs who are struggling to figure out I right now I'm spending 90% of my spend is on maintenance of systems versus on innovation. So how do I shift that spending story to something that's actually going to move the needle on getting the business ahead? That's going to serve my stakeholders, who are the lines of business in a way that is not additive to my budget but actually a shift of the budget. And so we're looking at from a cloud perspective, helping our clients make that monetary shift. Make the shift of the budget where they're self financing their own innovation by getting smarter and faster on moving their workloads to the cloud. >>Because use this concept and others do as well of the autonomous enterprise, you have autonomous database drill into that get passed the buzzwords. What is the autonomous enterprise and what's Oracle's fit there? >>Yeah, I think one of the big misconceptions when people hear autonomous is that they think it means without people, and that's not right. So autonomous means that you're helping elevate all the parts of the system to their highest value, which means you don't need to worry about security patches. You don't need to worry about repairing things on the database. Those kinds of autonomous things is, is the technology helping heal and serve itself? That doesn't mean you don't need people anymore. What it means is two things you need the experts that can help make sure that you're optimizing the value you get out of the autonomous tooling. But it also means that the humans are now freed up to do different kinds of high value work. So an autonomous enterprise would be one where they're really sort of self actualized in the sense that their technology is feeding itself. It's getting smarter and they're getting insights out of that so that the people in their business are as valuable as they can be. Leveraging the insights from the technology, >>I can see how that trickles into I t. no question about it. You can get the autonomous I T organization trickle into the autonomous enterprise, and I know it's early days, but >>so these kinds of transformations, I believe, are fundamentally across the whole company. And this is true at Oracle as well we have. We have something called Oracle at Oracle, and it's about drinking our own champagne and applying our own technology in house. So it's not just in an I T organization capacity. It's across, you know, HR procurement, legal, every supporting function that you can imagine so that cultural change bleeds out across the entire body of the company. And I believe fully that if you're going after something like an AI mission or an autonomous enterprise, you know, state, which is an evolution that you need to involve everyone in the company in different roles. >>So what's that future state look like? >>I think the future state looks like, ah, place where you're not just getting incremental gains on business processes or task that already exist. Your fundamentally seeing shifts in the way the business runs itself as a result of the technology learning and getting smarter, and the people who were benefiting from that technology, changing the way they operate in the company as well. >>Try model. We watching Stephanie. Thanks so much. >>Absolutely Thanks. >>Thank you for watching you watching the Cube at the special digital presentation. We'll be right back right after this short break.

>>From the cube studios in Palo Alto in Boston. It's the cube covering empowering the autonomous enterprise brought to you by Oracle consulting. >>Welcome back to the cube everybody. This is a special digital presentation sponsored by Oracle consulting. We go out to the events, we extract the signal from the noise and we're going to multiple locations to really try to understand better. The rebirth of Oracle consulting. Stephanie Trunzo is here. She's the head of transformation and offerings at Oracle consulting North America. Stephanie, good to see you. Good to see you. Okay, so we talked about sort of the mission of Oracle consulting. Now let's get into it and talk about what some of the customers are seeing. There's this theme in the industry that Gardner brought up about bi-modal it. You guys are talking about try mode lights, so what is that all about? >>Well, two wasn't good enough, so we had to add a third. So bi-modal it, two-speed it. The idea there is a lot of modern enterprises are struggling with this challenge between the systems of record that they have that are have to be sources of truth. They're often slow to change. Um, there's a lot of rigor around transfer forming those systems of record. And then on the second side, on the bi-modal side, there are the systems of interaction or systems of engagement they're sometimes called. And those systems are things like the applications where there's um, users, customers at the other end and they need to move at the speed of business. And so the idea of bi-modal it and what a lot of our clients are struggling with currently is how do you serve both of those needs at the same time, there's complications in the processes, the tools, and certainly in the budget. And at the same time there's kind of looming out there this, you know, threat almost that if you aren't in the AI ML data-driven world yet you're going to fall behind. And so our clients were struggling with the fact that they have not yet successfully addressed by modal it, but still have to figure out how to get into this AI space. So our third system, hence trimodal it is the systems of intelligence. >>This is the third piece that obviously relates to machine intelligence, AI. And ML. It seems like that type of capability would apply to both systems of record and systems of engagement. Is that, is that how you're doing? >>Yes. And so the tri modal it concept is kind of three different systems and how they interlock and relate to one another. If you think about systems of record, the currency, so to speak, for systems of record or processes. If you think about the currency for systems of interaction, it's the people, it's the users, it's the humans and the cysts. The currency for the system of intelligence is data. To your point. So when you're talking about systems of intelligence collecting and leveraging data from all three systems is going to be what fuels your system of intelligence going forward. >>And that's the common thread between all three. And it just seems to me that is ultimately the underpinning of I wonder what do your customers, how do they view and how do you view modernization? >>So the awesome thing about being at Oracle is data is our DNA. That's where Oracle started from. That's where we still are today is data underpins everything we do. All of the technology that we build is built on the understanding that it must be data driven. And so when we're looking at all three of those systems and you're looking at it from an Oracle perspective, data is at the heart of even systems of record, of even systems of interaction, not only the systems of intelligence. When our clients are looking at modernization, they're trying to figure out a way to kind of leapfrog this story and get the whole way to a place where they're getting intelligence and insights out of their data. They're not just unlocking it, they're not just moving workloads in a lift and shift kind of model. They're doing it because they want to serve the ultimate outcome that they get smarter as a business. >>Talk about cloud. Customers want to go from where they are today to some outcome, some endpoint, and they don't want to spend a zillion dollars and they don't want to disrupt their business. They're going to have to make investments clearly. How do they get from point a to point B on that cloud journey? >>So we've built something called the cloud evolution framework. That cloud evolution framework has several different phases and stages and it's intended to be a kind of a skeleton to have that conversation with clients. Um, are you thinking about all of the things you need to consider to make a healthy decision that has a real roadmap behind it? To your point on budget, and this is part of the tri modal it conversation is they're struggling. I've talked to so many CEOs who are struggling to figure out, I, right now I'm spending, you know, 90% of my spend is on maintenance of systems versus on innovation. So how do I shift that spending story to something that's actually gonna move the needle on getting the business ahead that's going to serve my stakeholders? Who are the lines of business in a way that is, um, not additive to my budget, but actually a shift of the budget. And so we're looking at, from a cloud perspective, helping our clients make that monetary shift, make the shift of the budget where they're self financing their own innovation by getting smarter and faster on moving their workloads. To the, >>you guys use this concept and others do as well of the autonomous enterprise. You have autonomous database. I wonder if we could drill into that path, get past the buzzwords. What is the autonomous enterprise and what's the Oracle's fit there? >>Yeah, I think one of the big misconceptions when people hear autonomous is that they think it means without people. And that's not right. So autonomous means that you're helping elevate all the parts of the system to their highest value, which means you don't need to worry about security patches. You don't need to worry about repairing things on the database. Um, those kinds of autonomous things is, is the technology helping heal and itself? That doesn't mean you don't need people anymore. What it means is two things. You need the experts that can help make sure that you're optimizing the value you get out of the autonomous tooling. But it also means that the humans are now freed up to do different kinds of high value work. So an autonomous enterprise would be one where they're really sort of self actualized in the sense that their technology is feeding itself. It's getting smarter and they're getting insights out of that so that the people in their business are as valuable as they can be. Leveraging the insights from the technical. >>So I can see how that trickles into it. No question about it. Can, can the autonomous it organization trickle into the autonomous enterprise? And I mean, I know it's sort of early days, but how do you see that? >>So the, these kinds of transformations I believe are fundamentally across the whole company. And this is true at Oracle as well. We have, um, we have something called Oracle at Oracle and it's about drinking our own champagne and applying our own technology in house. So it's not just in an it organization capacity, it's across, you know, HR, procurement, legal, every supporting function that you can imagine. Um, so that cultural change bleeds out across the entire body of the company. And I, I believe fully that if you're going after something like an AI mission or an autonomous enterprise, you know, state which is an evolution that you need to involve everyone in the company in different roles. >>So what's that future state look like? >>I think the future state looks like a place where you're not just getting, um, incremental gains on business processes or tasks that already exist. You're fundamentally, um, seeing shifts in the way the business runs itself as a result of the technology learning and getting smarter and the people who are benefiting from that technology changing the way they operate in the company as well. >>Trimodal it will be watching, right. Stephanie, thanks so much. It's great. Thank you for watching. You're watching the cube at the special digital presentation. We'll be right back right after this short break.

(upbeat music) >> Thank you for coming to the HBCN AI Innovation Lab. So, I'm sure that you've heard a lot of excitement in the industry about what we can do with AI and machine learning and deep learning. And our team in our lab has been building solutions for this space. So, very similar to what we do with our other solutions, including high performance computing where we take servers, storage, networking, software, and put it all together to build and design targeted solutions for a particular use case and then bring in services and support along with that, so that we have a complete product. That's what we're doing for the AI space, as well. So, whether we're doing with machine learning, algorithms and whether your data, say for example in Hadoop, or whether your doing deep learning, convolution neural networks, R&M. And no matter what technology you're using, right? So, you have different choices for compute, that those compute choices can be CPUs, GPUs, FPGAs, custom ASICs. There's all sorts of different choices for compute. Similarly you have a lot of different choices for networking, for storage, and your actual use case. Right, are you doing image recognition, fraud detection, what are you trying to do? So our goal is multiple form. First, we want to bring in all these new technologies, all these different technologies, see how they work well together. Specifically in the AI space, we want to make sure that we have the right software framework. Because of a big piece of putting these solutions together is making sure that your MXNet and CAP B, and Tensorflow, and all these frameworks are working well together, along with all these different neural network models. So putting all these things together are making sure that we can run standard benchmark datasets so we can do comparisons across configurations, and then as a result of all that work, share best practices and tuning. Including the storage piece as well. Our top 500 cluster is over here, so multiple racks, this is a cluster that is more that 500 servers today, so around 560 servers. And on the latest top 500 list, which is a list that's published twice a year of the 500 fastest supercomputers in the world. We started with a smaller number of CPUs. We had 128 servers. And then we added more servers, we swapped over to the next generation of CPUs, then we added even more servers, and now we have the latest generation Intel CPUs in this cluster. One of the questions we've been getting more and more, is what do you see with liquid cooling? So, Dell has had the capability to do liquid cooled systems for a while now, but we recently added this capability into factory as well. So you can order systems that are direct contact liquid cooled directly from factory. Let's compare the two, right? Right over here, you have an air cooled rack. Here we have the exact same configuration, so the same compute infrastructure, but with liquid cool. The CPU has a cold plate on it, and that's cooled with facilities water. So these pipes actually have water flowing through them, and so each sled has two pipes coming out of it, for the water loop, and these pipes from each server, each sled, go into these rack manifolds, and at the bottom of the rack over there, is where we have our heat exchanger. In our early studies, we have seen that, your efficiency in terms of how much performance you get out of the server, should not matter whether you're air cooled or liquid cooled, if you're air cooling solution can provide enough cooling for your components. So, what they means is, if you have a well air cooled solution, it's not going to perform any worse than a liquid cooled solution. What the liquid cooling allows you to do is in the same rack space, put in a higher level configuration, higher TDP processors, more disks, a configuration that you say cannot adequately air cool, that configuration in the same space in your data center with the same air flow, you will be able to liquid cool. The biggest advantage of liquid cooling today, is to do with PUE ratios. So how much of your infrastructure power are you using for compute and your infrastructure versus for cooling and power. This is production, this is part of the cluster. What we are doing right now is we are running rack level studies, right? So we've done single chassis studies in our thermal lab along with our thermal engineers on the advantages of liquid cooling and what we can do and how it works for our particular workloads. But now we have a rack level solution, and so we are running different types of workloads, manufacturing workloads, weather simulation, some AI workloads, standard high performance, linpack benchmarks, on an entire rack of liquid cooled, an entire rack of air cooled, all these racks have metered PDUs, where we can measure power, so we're going to measure power consumption as well, and then we have sensors which will allow us to measure temperature, and then we can tell you the whole story. And of course, we have a really, you know, phenomenal group of people in our thermal team, our architects, and we also have the ability to come in and evaluate a data center to see, does liquid cooling make sense for you today. It's not a one size fits all, and liquid cooling is what everybody must do and you must do it today, no. It's a, and that's the value of this lab, right? Actual quantitative results, for liquid cooling, for all our technologies, for all our solutions, so that we can give you the right configuration, right optimizations, with the data backing it up for the right decision for you, instead of forcing you into the one solution that we do have. So now we're actually standing right in the middle of our Zenith super computers, so all the racks around you are Zenith. You can hear that the noise level is higher, that's because this is one cluster, it's running workload right now, both from our team and our engineers, as well as from customers who can get access into the lab and run their workload. So that noise level you hear, is an actual super computer, we have C6420 servers in here today, with the Intel Xeon scalable family processors, and that's what you see in these racks behind you and in front of you. And this cluster is interconnected using the Omnipath interconnect. There are thousands and thousands of applications in the HPC space, and over the years we've added more and more capability. So today in the lab we do a lot of work with manufacturing applications, that's computational fluid dynamic, CFDs, CAE, structural mechanics, you know, things like that. We do a lot of work with life sciences, that's next generation sequencing applications, molecular dynamics, cryogenic electron microscopy, we do weather simulation applications, and a whole bunch more. Quantum chromo dynamics, we do a whole bunch of benchmarking of subsystems. So tests, for compute, for network, for memory, for storage, we do a lot of parify systems, and I/O tests, and when I talk about application benchmarking, we're doing that across different compute, network, and storage to see what the full picture looks like. The list that I've given you, is not a complete list. This switch is an Dell Network H-Series switch, which supports the Omnipath fabric, the Omnipath interconnect, that today runs at a hundred gigabits per second. What you have is all the clusters, all the Zenith servers in the lab, are connected to this switch. Because we started with a few number of servers and then scaled, we knew we were going to grow. We chose to start with a director class switch, which allowed us to add leaf modules as we grew. So the servers, the racks, that are closest to the switch have copper cables, the ones that are coming from across the lab have our fiber cables. So, you know, this switch is what allows us to call this HPC cluster, where we have a high-speed interconnect for our parallel and distributed computations, and a lot of our current deep learning work is being done on this cluster as well on the Intel Xeon side. (upbeat music)

>> Narrator: Live from San Juan, Puerto Rico. It's theCUBE. Covering Blockchain Unbound. Brought to you by Blockchain Industries. >> Hello and welcome back to theCUBE's exclusive coverage in Puerto Rico for Blockchain Unbound. This is where global event from Silicon Valley, New York, all around the world, investors, entrepreneurs, all coming together to build this industry. A lot of great conversations, a lot of conversations around Puerto Rico as a place to domicile all these great investments and companies. Obviously post-hurricane, lot of action here, lot of interest. Blockchain for good, crypto for good, also for money making. Our next guest is Scott Mize, who's with Network Society Labs. Welcome to theCUBE. >> Scott: Thank you. >> John: Good to see you again. >> You, too. >> You have a knack for being in real inflection-point markets. When we first met, almost 15 years ago in Silicon Valley, nanotech was a field that was a great track, it's doing great work, has great impact. We see each other around. Hey birds of a feather flock together. You're doing crypto, doing some work. Take a minute to talk about what you're doing Scott. What's the work? Network Society Lab, what's that about? >> Right. I guess we're both living on the bleeding edge. I'm the C.E.O. of Network Society Lab, and we're a venture development firm, so we provide the same services as an incubator or accelerator, but primarily for the portfolio companies of Network Society Ventures, which is another company that's in the Network Society keiretsu, which is headed by David Orban, who's speaking here today. >> Is that a investment group? Or is that more of an advisory service? >> The fund is a seed stage venture capital fund. >> John: The deploy capital. >> Yeah, that focuses on exponential technologies in decentralized networks, companies that are driven by that. We work with those companies to help them be successful. >> Great, so two different groups. >> Scott: Two different-- >> The lab team is get down and dirty help advisory, accelerate the mission? >> Right. And in that same keiretsu there's also Network Society Research, which is a think tank, and Network Society Media, which is a media company. >> All right so what are the things you're working on? Give us a taste of the kind of ventures and projects you're working on right now. Most of the work we're doing right now is what we call token sale management, and that's basically taking responsibility for executing a token sale from beginning to end, all of the activities, and bringing together service providers that are world-class in each one of the responsibilities that you need to be executed, in order to have a successful token event. We manage them the same way a general contractor in a construction environment manages subcontractors. >> Is that because there's too many moving parts? There's a lot of lawyerly going on, you got tax advice. Is that the reason? Or-- >> Why we structure it that way? >> Well we want to keep a lean internal staff, so we don't want to have a huge head count, and also this allows us to work with world-class people, like for instance, on two of the projects we're doing now, Michael Turpin's the P.R. guy, so that automatically means that among the team, there's over 50 ICO's under the belt, and it's the same for every service provider. They've done some significant number of these, and the combined experience, the combined capability, is really the best team you could get together in the world. >> So talk about the global impact of this, cause we were talking last night, we were saying, "Hey, you know, killer app is money." And that's what Blockchain, cryptocurrency, essentially decentralized apps are all going to have flowing through them. >> Scott: Right. >> Value creation, value capture with money is the killer app. What kind of projects you working on that go outside the U.S? And is it a global phenomenon? And what's your take on that? >> I'll give you a specific example, one example, which is called Wealth Migrate, and they have a coin called the WealthE coin, wealth with a capital E on the end, and what they are is a fractional real estate ownership company. So if you're someone who's in the emerging developing world, and you want to begin to build wealth, and you'd like to own a piece of first-world real estate in the U.S. or Australia or UK, you can go to this website, and today the minimum is about $1,000, but by implementing the Blockchain further, they want to eventually get down to $1, you can buy a piece of real estate and enjoy the returns on that. So this is closing the wealth gap, it's giving people who are just getting into the middle class the ability to own real estate and build wealth. >> What's going on in Puerto Rico here? If folks couldn't make it here, what's the dynamic here? Obviously the hurricane pretty much crushed the island. It's well documented, but the entrepreneurial culture here is coming together with outside ecosystem communities. What are you seeing here in Puerto Rico? What's your observation? >> Well it's actually a pretty fascinating experiment. Michael Turpin of the Transform Group has been living in Puerto Rico for quite some time, and he was kind of the Pied Piper, evangelizing this place, and saying, "Hey, this is a great place to come live, it's got a favorable tax structure, etcetera." And I think it's fantastic that the crypto community is essentially adopting Puerto Rico, and also moving here. All this activity is really going to give a shot in the arm to the Puerto Rican economy, and people are doing that very intentionally, as a way to give back and help to rebuild the island. >> So what do you say to the folks out there that say, "Well it's not just Puerto Rico, there's other domicile digital nations out there." I mean today the U.K. announced, or yesterday announced, that they are going to convert to Fiat currency, with a faster payment system, with Coinbase. It's a significant, radical move. So can Puerto Rico maintain a position, and countries like Bahrain which Amazon works with, you got Armenia, you got China, you got all these, Estonia. You have people who are jockeying for similar positions. Is it going to be a new digital nation sovereignty structure? >> I think Puerto Rico has a particular advantage in this part of the United States, so if you're a U.S. citizen, then this is the only place where you can go and stay in the U.S. and get this special treatment. So I think it's always going to have a little bit of a niche there, but this is truly a competitive environment. It's global, it's very competitive. There are certain nations that are very anti-crypto, like the United States for instance, and there are certain nations that embrace it. The one that we like best, and we're doing a couple of token sale events or ICO's, is Malta. And Malta has a history of creating a regulatory environment that's very favorable to things like financial services and iGaming, so doing digital currency is something that's a natural for them, and the government and the regulatory agencies are all in. So they're a competitor, and there are many others as you said, but I think that's all good because competition will bring down prices, spur innovation, etcetera, and that's fantastic. >> John: But regulatory posture and policy will be the gating factor for competitiveness for nations. >> Yeah, that's one of the major factors, It wouldn't be the only one, but absolutely. When you've got a situation where the regulators are saying, "Our mission in life is to have a light touch. We want it to be regulated, we don't want a lot of fraud going on, but we want to make it easy for you guys to be doing these things." It makes a huge difference. >> So what do you say to the folks out there that would say, "Okay you know, Michael Turpin, he's got so many ICO's, he's just pumping and dumping these things, he's got so many ICO's." He's a promoter, basically. He's not really-- >> Yeah I mean he started out as a P.R. firm. >> Yes. >> John: He's a P.R. firm. You got a P.R. firm as a leader in the industry. Some people will say, "Hey, I want to see Goldman Sachs come in. I want to see real players come in, I want to see more validation." The P.R. messaging is not going well, look at Brock Pierce, he got taken down by John Oliver. New York Times wrapped it up-- >> Scott: Bad timing. >> So you have a lot of kind of thud out there. >> Yeah, yes. >> So what do you say to that? What do people say to that? I have my own opinion, but I'll share it after you share yours. >> I mean just one observation is, you can tell a lot about a person's personality type by what their initial reaction is to cryptocurrency. It's almost like a Meyers-Briggs, right? >> Explain that. >> Well just in my experience, I've introduced the idea of crypto, or now that I'm in the field, a lot of people have approached me, friends. >> John: Who want to learn. >> Who want to learn but they come into it with certain biases, and for some reason, crypto really pokes at people's biases, and some people can't get over the fact that well, "Why does it have any value?" And I go, "Well, why does the United States dollar have any value?" I mean you've got full faith in credit of the government that's in debt by 20 trillion dollars, is that a good idea? But they don't understand-- >> What are some of the reactions you get? across the board what's the spectrum of reactions? You've got the one end which is fraud, it's bad-- >> Scott: It's got to be a scam. >> John: The next revolution is here. >> It's the entire spectrum. Again like I said, it has a lot to do with what people's personalities, If people are very conservative and skeptical, they're going to be conservative and skeptical about it, and look for the negative. If they're very innovative and cutting-edge and open to new ideas, they're going to think it's cool and interesting, and is an agent for change. >> Well a lot of people I talk to, and here's my opinion, I personally believe that you can't P.R. your way to industry momentum. That's the old way, so I'm down on the whole press release model, just pump and dump, and you're seeing a lot of that, and it's not just the Transform Group, it's just P.R. in general. There's also people misrepresentation. So to me that's a communication vehicle, not primary. The key is value creation. Which companies are creating value? Which one's communities are endorsing? Who has real communities? Who doesn't? So I think as investors come in, the thing that I'm hearing is, smart money saying, "I want quality deals, and I got to peel away the promotional layer, and look at the core data." >> Scott: Right. >> That seems to be a flight-to-quality right now in this market. >> There's a major flight-to-quality. We're probably in the third or fourth era of ICO's, and there is a flight-to-quality because people realize, what I call these deals are vaporware or field of dreams. These are the ones where there's really nothing there and it's, "give me $30 million, and I'll build this, I'll boil the ocean for you." That's why we like to work with companies like Wealth Migrate, because what they've done is, on relatively small capital, proven a business model and started a business, and now what they need is money to scale that model, and those are the ones that we prefer, and that's when people can look and say, "I can see that this business model's working, and that's where a lot of the risk is factored out, and now it's just about making that a bigger business." >> The thing I tell people is when you look at selecting service providers or partners, whether it's P.R., strategy, advisory, it's not so much the function. I'm against a P.R. angle, but let's take Transform Group, They have a great social network, so the signaling is, if they are involved, so it's about the network you're choosing, right? So to me it's not so much the functional P.R., or the functional advisory, it's really who's bringing the network effect, investors to the table, partners to the table? >> And that's good and bad actually, because you're talking about hype. There's no more fertile hype environment than social media. One of the things I find to be really scary, is that a proxy for the quality of the ICO is how many telegram followers does the chat group have, which I think is just insane. >> John: You can game that. >> Yeah. >> Well Scott, what are you working on now? What's next for you? What's some of the things that you see happening in the next year? >> Well we're just staying heads down, executing several of these token sales or ICO's, and that's what we're going to do. We're also going to get back to the original knitting, which was our mission, which is expand our venture-development services, so have a full palette of things that the startups from Network Society Ventures can choose from, so that we can help them make successful. >> Token economics is a critical decision every company has to make, >> Scott: Yes. >> And having advisory help is great. Thanks for sharing your opinion here on theCUBE. I'm John Furrier. Puerto Rico, for theCUBE's exclusive coverage of BlockChain Unbound. Back with more coverage after the short break. Thanks for watching. (upbeat music)

(techno music) [Announcer] Live from Las Vegas, its the Cube! Covering Fortinet Accelerate 18. Brought to you buy Fortinet. >> Welcome back to the Cube's continuing coverage of Fortinet Accelerate 2018. I'm Lisa Martin joined by my cohost Peter Burris, and we have a very cozy set. Right now, I'd like to introduce you to our next guests, Daniel Bernard, the vice-president of business development for SentinelOne, and Basil Habib, you are the IT director at Tri City Foods. Gentleman, welcome to the Cube. >> Great to be here, thanks. >> We're excited to have you guys here. So first, Daniel first question to you. Tell us about SentinelOne, what's your role there, and how does SentinelOne partner with Fortinet? >> Sure, I run technologies integration and alliances. SentinelOne is a next generation endpoint protection platform company. Where we converge EPP and EDR into one agent that operates autonomously. So whether its connected to the internet or not, we don't rely on a cloud deliver solution. It works just as well online and offline. And we're there to disrupt the legacy AV players that have been in this market for 25 years with technology driven by artificial intelligence to map every part of the threat life cycle to specific AI capabilities, so we can stop attacks before they even occur. >> And your partnership with Fortinet, this is your first Accelerate, so talk to us about the duration of that partnership and what is differentiating-- >> Yeah. >> Lisa: For you. >> Its great to be here at Accelerate and also to work with Fortinet. We've been working with them for about a year and a half, and we're proud members of the Fortinet Security Fabric. What it means to us is that for enterprises, like Tri City Foods that we'll talk about, a defense and depth approach is really the way to go. Fortinet, leading edge, network security solutions. We have a very meaningful and exciting opportunity to work with Fortinet, given the breadth of our APIs. We have over 250 APIs, the most of any endpoint solution out there on the market. So the things we can enable within Fortinet's broad stack is really powerful. Fortinet has a lot of customers, a lot of endpoints in their environments to protect. So we're proud to partner with Fortinet to help go after those accounts together. To not only go into those accounts ourselves but also strengthen the security that Fortinet is able to offer their customers as well. >> If we can pivot on that for just a second. How do you-- how does SentinelOne help strengthen, for example, some of the announcements that came out from Fortinet this morning about the Security Fabric? How do you give an advantage to Fortinet? >> Sure. So where we come in, is we sit at the endpoint level and we're able to bring a lot of different pieces of intelligence to core and critical Fortinet assets. For example, with the Fortinet connector that we are going to be releasing tomorrow, so a little sneak peek on that right here on the Cube. The endpoint intelligence is actually through API to API connections able to go immediately into FortiSandbox and then be pushed to FortiGate. And that's in real time. So, whether an endpoint is inside of a network or running around somewhere in the world, whether its online or offline, a detection and a conviction we make through the SentinelOne client and the agent that actually sits on the endpoint, all the sudden is able to enrich and make every single endpoint inside of a Fortinet network much smarter and prone and also immune from attacks before they even occur. >> So as you think about that, how does it translate into a company like Tri City which has a large number of franchises, typically without a lot of expertise in those franchises, to do complex IT security but still very crucial data that has to be maintained and propagated. >> Well from Tri City's perspective, we look into security environment. And when you look into the Security Fabric between Fortinet and SentinelOne, that really helps us out a great deal. By looking into automating some of theses processes, mitigating some of these threats, that integration and the zero-day attack that can be prevented, that really helps us out day one. >> So tell us a little bit about Tri City. >> Well Tri City Foods is basically the second largest Franchisees for Burger King. We currently have approximately about 500 locations. Everybody thinks about Burger King as just the, you know, you go purchase Whopper. But nobody knows about all of the technology that goes in the back and in order to support that environment. You look into it, you got the Point of Sale, taking your credit card transaction, you got your digital menu board, you got all of the items in the back end, the drive-through. And we support all of those devices and we ensure that all of these are working properly, and operating efficiently. So if one of these devices is not functioning, that's all goes down. The other thing we do is basically we need to ensure that the security is up, most important for us. We're processing credit card transaction, we cannot afford to have any kind of issue to the environment. And this is, again, this is were SentinelOne comes into the picture where all of our devices down there are protected with the solution, as well as protecting the assets with Fortinet security. >> So I hear big environment complexity. Tell us about the evolution of security in your environment. You mention SentinelOne but how has that evolved as you have to, you said so many different endpoints that are vulnerable and there's personal information. Tell us about this evolution that you helped drive. >> The issue I put an end to when I first started on that is, we had the traditional antivirus. We had traditional antivirus, its just basically protecting what it knows about, it did not protect anything that is zero-day. We got in a head to a couple ransom wares. Which we are not willing to take any chances with the environment. That evolution came through as, no we cannot afford to have these type of system be taken down or be compromised. And we do like to assure the security of our clients. So this is, again, this is where we decided to go into the next gen and for protection. Ensuring the uptime and the security of the environment. >> But very importantly, you also don't have the opportunity to hire really, really expensive talent in the store to make sure that the store is digitally secure. Talk a little bit about what Daniel was talking about, relative to AI, automation, and some of the other features that you're looking for as you ensure security in those locations. >> The process to go down there is basically, we cannot expect everybody to understand security. So in order-- >> That's a good bet! (laughing) >> So in order to make-- >> While we're all here! >> That's right! >> So in order to make it easy for everybody to process the solutions, its best if we have to simplify as much as possible. We need to make sure its zero touch, we need to make sure that it works all the time, irrelevant to if you are on the network or off the network. We needed to make sure that its reliable and it works without any compromise. >> And very importantly, its multibonal right? It can be online, offline, you can have a variety of different operator characteristics, centralized, more regional. Is that all accurate? >> Multi-tenant, on-prem. >> Definitely. With every location, you got your local users, you have your managers, the district managers, they are mobile. These are mobile users that we have to protect. And in order to protect them we need to make sure that they are protected offline as well as online. And again, the SentinelOne client basically provided that security for us. It is always on, its available offline, and its preventing a lot of malware from coming in. >> Talk to us about, kind of the reduction in complexity and visibility. Cause I'm hearing that visibility is probably a key capability that you now have achieved across a pretty big environment. >> Correct. So, before with the traditional antivirus, you got on-prem solution. On-prem solution, in order to see that visibility, you have be logged in, you have to be able to access that solution, you have to be pushing application updates, signature updates, its very static. Moving into SentinelOne, its a successful solution. I don't have to touch anything, basically everything works in the background. We update the backend and just the clients get pushed, the updates get pushed, and its protected. I only have one engineer basically looking after the solution. Which is great in this environment. Because again, everywhere you go, up access is a big problem. So in order to reduce the cost, we need to make sure that we have that automation in place. We need to make sure that everything works with minimal intervention. That issues were mitigated dynamically without having any physical intervention to it. And this where the solution came in handy. >> So I'm hearing some really strong positive business outcomes. If we can kind of shift, Daniel, back to you. This is a great testimonial for how a business is continuing to evolve and grow at the speed and scale that consumers are demanding. Tell us a little bit on the SentinelOne side about some of the announcements that Fortinet has made today. For example, the Security Fabric, as well as what they announced with AI. How is that going to help your partnership and help companies like Tri City Foods and others achieve the visibility and the security that they need, at that scale and speed that they demand. >> Yeah I think Fortinet has very progressive approach when it comes to every part of their stack. What we see with the Fortinet Security Fabric is a real desire to work with best of breed vendors and bring in their capabilities so that customers can still utilize all the different pieces of what Fortinet offers, whether it be FortiGate, FortiSandbox, FortiMail, all these different fantastic products but compliment those products and enrich them with all these other great vendors here on the floor. And what we heard from Basil is what we hear from our other 2000 customers, these themes of we need something that's simple. With two people on the team, you can easily spend all your time just logging into every single console. Fortinet brings that light so seamlessly in their stack 20, 30 products that are able to be easily managed. But if you don't partner with a vendor like Fortinet or SentinelOne and your going into all these different products all day long, there's no time to actually do anything with that data. I think the problem in cyber security today is really one of data overload. What do you do with all this data? You need something that's going to be autonomous and work online and offline but also bring in this level of automation to connect all these different pieces of a security ecosystem together to make what Fortinet has very nicely labeled a Security Fabric. And that's what I believe is what's going inside Basil's environment, that's what we see in our 2000 customers and hopefully that's something that all of Fortinet's customers can benefit from. >> Basil, one of the many things that people think about is they associate digital transformation with larger businesses. Now, Tri City Food is not a small business, 500 Burger King franchises is a pretty sizable business, when you come right down to it. But how is SentinelOne, Fortinet facilitating changes in the in-store experience? Digital changes in the in-store experience? Are there things that you can now think about doing as a consequence of bringing this endpoint security into the store, in an automated, facile, simple way that you couldn't think about before? >> Actually yes, by using the Fortinet platform we deployed the FortiAPs. We have the FortiManager, we're looking into, basically, trying to manage and push all of the guest services, to provide guest services. Before we had to touch a lot of different devices, right now its just two click of a button and I'm able to provide that SSID to all of my stores. We're able to change the security settings with basically couple clicks. We don't have to go and manage 500 locations. I'm only managing a single platform and FortiManager, for instance, or FortiCloud. So this is very progressive for us. Again, when you're working with a small staff, the more automation and the more management you can do on the backend to simplify the environment, as well as providing the required security is a big plus for us. >> There's some key features that we've brought to market to help teams like Basil's. A couple ones that come to mind, our deep visibility capability where you can actually see into encrypted traffic directly from the endpoint, without any changes in network topography. That's something that's pretty groundbreaking. We're the only endpoint technology to actually do that, where you can actually threat hunt for IOCs and look around and see 70 percent of traffics encrypted today and that number is rising. You can actually see into all that traffic and look for specific data points. That's a really good example, where you can turn what you use to have to go to a very high level of SOC analyst and you can have anybody actually benefit from a tool like that. The other one that comes to mind is our rollback capability, where if something does get through or we're just operating in EDR mode, by customer choice, you can actually completely rollback a system to the previously noninfected, nonencrypted state directly from that central location. So whether that person is on an island or in Bermuda, or sitting in a store somewhere, if a system is compromise you don't need to re-image it anymore. You can just click rollback and within 90 seconds its back to where it was before. So, the time savings we can drive is really the key value proposition from a business outcome standpoint because you need all these different check boxes and more than check boxes, but frankly there's just not the people and the hours in the day to do it all. >> So, you said time savings affects maybe resource allocation. I'm wondering in terms of leveraging what you've established from a security standpoint as differentiation as Tri City is looking to grow and expand. Tell us a little bit about how this is a differentiator for your business, compared to your competition. >> I cannot speak to the competition. (all laughs) What I can speak to is, again, the differentiator for us as Daniel mentioned is basically, again, the automation pieces, the rollback features. The minimizing the threat analyses into the environment. All these features basically is going to make us more available for our customers, the environment is going to be secure and customers will be more than welcome to come into us and they know that their coming in their information is secure and their not going to be compromised. >> Well are you able to set up stores faster? Are you able to, as you've said, roll out changes faster? So you do get that common kind of view of things. >> We're at zero zero breach. >> We're at zero zero breach yes. So, basically, in order through a lot faster, we do it lock the source faster. We basically, with the zero touch deployment, that Fortinet is offering, basically send the device to the store, bring it online and its functional. We just push it out the door and its operational. With the SentinelOne platform, push the client to the store and set it and forget it. That is basically the best solution that we ever deployed. >> Set it and forget it. >> I like that. >> Set it and forget it. >> That's why you look so relaxed. (laughs) >> I can sleep at night. (all laugh) >> That's what we want to hear. >> Exactly. So Daniel, last question to you, this is your first Accelerate? >> It is our first Accelerate. >> Tell us about what excites you about being here? What are some of the things that you've heard and what are you excited about going forward in 2018 with this partnership? >> Yeah, well as we launch our Fortinet connector tomorrow, what really excites me about being here is the huge partner and customer base that Fortinet has built over the last 20 years. Customers and partners that have not only bought the first time, but they're in it to win it with Fortinet. And that's what we are too. I'm excited about the year ahead and enabling people like Basil to be able to sleep on the weekends because they can stitch they're security solutions together in a meaningful way with best of breed technologies and we're honored to be part of that Fortinet Security Fabric for that very reason. >> Well gentleman thank you both so much for taking the time to chat with us today and share your story at Accelerate 2018. >> Thanks a lot. >> Thank you. >> For this cozy panel up here, I'm Lisa Martin my cohost with the Cube is Peter Burris. You're watching us live at Fortinet Accelerate 2018. Stick around we will be right back. (techno music)

>> Announcer: Live from Las Vegas, it's the Cube, covering AWS Reinvent 2017, presented by AWS, Intel and our ecosystem of partners. (bright digital tones) >> Welcome back, here we are live on the Cube, the Fleischer Broadcaster SiliconANGLE media. It's a pleasure to be with you live here at Reinvent. Day two of our coverage with Stu Miniman. I'm John Walls and we're joined by David Gugick who is the senior, or vice president rather of product management at Cloudberry Lab. >> Cloudberry Lab, that's right. >> Good, good to see you. >> John: How you been? >> I am really good, it's been a great-- >> John: How's the show, how's this working for you? >> The show is great, these are our customers here, so everybody that walks by is, as you know we have something that can help them do the back up to the cloud. >> So first time, hey the Cloudberry guy's here. Come by and come see you. All right, let's talk about back up just in general. First off, I mean just the scene. Are people prepared, I mean are you seeing folks in whether it's enterprise or medium, small. Is everybody doing what they should be doing in terms of back up these days? >> I think most customers are moving in that direction. So there was some resistance years ago about using the cloud for back up. But as customers are getting really comfortable with the cloud, especially with Amazon S3, we see a lot of customers looking to start to move their back up architecture to the cloud. So they can de-invest in those old disk arrays and the old hardware that they have in their data centers that they're using for back up. And now they can leverage S3, which is great, because it helps with planning, they don't have to worry about their growth, because S3 can grow with them. They get built in disaster recovery because their back ups are now off site and they don't have to worry about some kind of disaster in their data center destroying their back ups along with their live data. So every year the business keeps growing and growing and growing as more of our customers start to embrace the cloud. >> You mentioned customers then I mean, so what are you hearing then from folks about if they've made this migration mentally at least and they're in the process of doing it within their own environments. What are you hearing from people about whether it's issues that they're now confronting or problems they want you to solve? >> That's a good question. I think we're hearing a lot this year unfortunately is ransom ware protection. Everybody sees all the ransom ware attacks that are going on and a lot of customers are very concerned about having their back ups in their own data centers. Where the ransom ware can actually see their back up files in addition to their live data. So what they really want to be able to do is have local back ups, but also have back ups in a place protected from any ransom ware attacks. The cloud is a perfect place for that. A majority of our customers use Amazon S3 for their back up storage and it kind of gives them exactly what they need, the protection they need. And that's actually something that we've added in the latest release of our Cloudberry back up product is built in ransom ware protection. So we can help customers detect when they're infected by this type of malware and protect their existing back up so they wouldn't get overwritten anyway, because of a ransom ware attempt. >> David, you mentioned customers trying to figure out where they put their data. Is they think something we've been, you know, looking out for a number of years, we hear Amazon talking about you know how they see a hybrid or multi-cloud world. Give your insight of what your customers, what they're seeing, how are they making that decision point is to where their data lives where their back ups live. We're a cloud agnostic back up vendor. So we have customers bring their cloud storage solution for back up to us. Now a majority of our customers are using Amazon AWS, not surprisingly, given the market share they have. But we don't provide the data center. And a lot of our customers love that, because they can leverage all of the regional access that's available for Amazon AWS. They can keep their EU assets in the EU, they can keep their US based assets in North America and the United States region. And that's important to them. And what they also want to know is that should they ever decide not to like us anymore, which we hope they won't, the back ups are in their own storage. They're theirs to keep. Now a lot of our customers are still backing up their own on prem data centers to the cloud. But a lot of our customers are now starting to migrate EC2, so that's what we hear from our customers. "Can you back up our EC2 assets "as easily as you're able to back up our assets "that are on premise." And of course the answer is yes. But we're happy to help those customers as well. >> Take us into that security discussion, you said ransom ware is a hot button. It's a challenging thing. There's lots of things that can trip people up. You know how does Cloudberry help that? >> Well we, what we do in the software without getting too technical, is we look for changes in encryption in the files. And if we detect a lot of files that are getting encrypted, that live data that's getting encrypted, we will make a note of it, notify the administrator and actually prevent any previous back ups from being deleted. Which could happen with normal retention settings. Customers may keep you know, three generations worth of back ups for 60 days, and then they may delete them. We want to make sure that those old back ups are protected if we encounter something. So we'll notify the admin and they'll get to review exactly what's going on. If they do have a problem, the back ups are already protected and they can do what's called the point in time restore to get all their live data back without any worry that it's gone. >> It's interesting as we have the transition to the cloud and as customers are doing SAS, you know you hear often it's security and things like back up, sometimes get, you know fall by the wayside. Or I think that my platform provider's going to take of that. Are we getting over that, are customers kind of, you know obviously you're doing well in the spectrum, yeah. >> I talk to those customers all the time and usually the bigger the customer the more resistant they are in moving their assets to the cloud. I think that's pretty much gone. I think they're all embracing it. They understand that security mechanisms are in place with the cloud vendors, especially AWS, that they can protect their assets. >> So I guess to clarify, like I wasn't saying that it was stopping them from going to the cloud. It sometimes, if they go to SAS or public cloud they say, "Oh, I don't need to worry about security "or back up, >> I see what you're saying. >> "Because won't the platform "just take care of that for me?" Which of course, it's like as we know, most of the people are often, "Oh I just put an instance in "a single zone of Amazon, oops. "I didn't, you know, spread it out, I didn't "architect it properly." I think we're gotten past >> I see a misconception. to that. >> Are customers today understanding that back up becomes critical even when I'm outside of my own data center? >> I think those customers are. I mean we do run into the occasional customer that says, "Why do I need to back up, I have a lot of durability "running my environment in this particular cloud? "Why do I need to back up?" And I think back up is something you need to be doing. There may be accidental deletions, data can get destroyed. There are any number of reasons that you want to roll back your SQL server database or your windows server, or just to get back those family photos that maybe you accidentally deleted locally and you know, you weren't backing up. So you know we serve managed server providers, businesses, and we have a huge consumer base. We are not abandoning consumers. We want to provide back up for them, so they can back up to their own private S3 accounts to make sure that their family pictures and videos and their music and all their important personal documents are protected as well. >> BYOD, right? >> Exactly. >> It brings a whole new. >> So how do you deal like cost? When I you know, if you have perpetual back up occurring, right? So a lot of money involved in that a lot of time being sucked up into that. How do you kind of parcel that out so that maybe certain operations are being done when they can be done and not interfering with other critical parts of a process? >> Well we have a couple different things. We have a SAS solution that runs in Amazon EC2. And that provides the administrative controls that you know the back up administrators need to manage large environments. But when it comes to things like backing up over the internet. You want to make sure you have good bandwidth controls in there. Because there's a limited internet bandwidth that most companies have available. So during business hours, you're not gonna want to use all that bandwidth for back up, but you may be able to do that at night. So you want to make sure you have a product like ours that can actually help you do the scheduling of bandwidth to make sure you use appropriate amounts during the day versus, you know at night when maybe you have more available. >> My understanding you work with a number of service providers also. >> We do. >> Can we talk about how that dynamics changing as to kind of you go to market, how customers are working with your solution. >> Yeah we have a very strong MSP solution, so the MSP's we work with can white label our product and rebrand it with their own company name, sell it to their own customers and select the storage vendor they want to do the back up. And manage it all in a very cost effective way. We're not really talking much about cost here, but we're a very cost effective solution, so we do a lot of volume business with a lot of companies, a lot of MSPs and a lot of consumers. >> Yeah, so you teed it up. Let's talk about cost because you know back up has been hot. You know for a number of years there's many players out there. What sets Cloudberry apart from a cost standpoint? >> So Cloudberry you get started for their managed service provider, you know our managed back up for MSPs or businesses who want sort of like an EC2 and client control panel for the administration control, starts at $4999 a year for file based back up, 59 for image based back up. We do a volume discounts which can bring the price down dramatically from there. And then you work with your storage vendor like Amazon and S3 and you work with them directly to pay them. And we also can help customers save a lot of money by plugging into Amazon's object life cycle policies. So we can intelligently move the data from S3 to Glacier after a certain amount of time for long term archival storage. >> And just the overall, we're talking so much about the creation of, you know this exponential increases of data in general these days. So what does that do to you in the back up world? 'Cause you're dealing with you know a factor of X off the charts more than you were maybe three quarters ago. >> Well that helps us. Because I mean if you've read the analysts reports from Gartner or IDC, they've been saying the same thing for probably the last eight years. That data is doubling in size, every 18 to 24 months. And it's not only data in the data center now it's laptops, it's your remote workers working on desktops from home, it's your mobile devices. There are more devices there. There's more disk available so storage is cheaper for your data centers that means you're just gonna collect more data. It's like having a big basement, right, or an attic in your house. You just tend to push a lot of stuff there. So you're not as diligent about cleaning out the old stuff. So as customers are seeing their data centers grow in size they are now increasingly looking at the cloud as a place to put all of those backups, because they just don't have the investment. They don't want to maintain all of the hardware, they don't want the personnel. And they certainly don't want to pay for the electricity to power all of these, you know older drive arrays just to store back ups in the same place where the live data exists. Which inherently can be somewhat dangerous for disaster. So that helps us, the more data that's out there the more customers want to come to us for solutions. >> John: It's like why do want to heat the closet? >> Right? >> Right. >> David thanks for the time. Good to have you here on the Cube, and continued success at Cloudberry Lab. >> All right, thanks guys. >> All right thank you. Back with more here, live from Las Vegas as we continue our coverage of Reinvent. We're coming to you with much more here on the Cube, right after this. (bright digital tones)

(upbeat music) >> We are back, approaching the finish line here at Supercomputing 22, our last interview of the day, our last interview of the show. And I have to say Dave Nicholson, my co-host, My name is Paul Gillin. I've been attending trade shows for 40 years Dave, I've never been to one like this. The type of people who are here, the type of problems they're solving, what they talk about, the trade shows are typically, they're so speeds and feeds. They're so financial, they're so ROI, they all sound the same after a while. This is truly a different event. Do you get that sense? >> A hundred percent. Now, I've been attending trade shows for 10 years since I was 19, in other words, so I don't have necessarily your depth. No, but seriously, Paul, totally, completely, completely different than any other conference. First of all, there's the absolute allure of looking at the latest and greatest, coolest stuff. I mean, when you have NASA lecturing on things when you have Lawrence Livermore Labs that we're going to be talking to here in a second it's a completely different story. You have all of the academics you have students who are in competition and also interviewing with organizations. It's phenomenal. I've had chills a lot this week. >> And I guess our last two guests sort of represent that cross section. Armando Acosta, director of HPC Solutions, High Performance Solutions at Dell. And Matt Leininger, who is the HPC Strategist at Lawrence Livermore National Laboratory. Now, there is perhaps, I don't know you can correct me on this, but perhaps no institution in the world that uses more computing cycles than Lawrence Livermore National Laboratory and is always on the leading edge of what's going on in Supercomputing. And so we want to talk to both of you about that. Thank you. Thank you for joining us today. >> Sure, glad to be here. >> For having us. >> Let's start with you, Armando. Well, let's talk about the juxtaposition of the two of you. I would not have thought of LLNL as being a Dell reference account in the past. Tell us about the background of your relationship and what you're providing to the laboratory. >> Yeah, so we're really excited to be working with Lawrence Livermore, working with Matt. But actually this process started about two years ago. So we started looking at essentially what was coming down the pipeline. You know, what were the customer requirements. What did we need in order to make Matt successful. And so the beauty of this project is that we've been talking about this for two years, and now it's finally coming to fruition. And now we're actually delivering systems and delivering racks of systems. But what I really appreciate is Matt coming to us, us working together for two years and really trying to understand what are the requirements, what's the schedule, what do we need to hit in order to make them successful >> At Lawrence Livermore, what drives your computing requirements I guess? You're working on some very, very big problems but a lot of very complex problems. How do you decide what you need to procure to address them? >> Well, that's a difficult challenge. I mean, our mission is a national security mission dealing with making sure that we do our part to provide the high performance computing capabilities to the US Department of Energy's National Nuclear Security Administration. We do that through the Advanced Simulation computing program. Its goal is to provide that computing power to make sure that the US nuclear rep of the stockpile is safe, secure, and effective. So how we go about doing that? There's a lot of work involved. We have multiple platform lines that we accomplish that goal with. One of them is the advanced technology systems. Those are the ones you've heard about a lot, they're pushing towards exit scale, the GPU technologies incorporated into those. We also have a second line, a platform line, called the Commodity Technology Systems. That's where right now we're partnering with Dell on the latest generation of those. Those systems are a little more conservative, they're right now CPU only driven but they're also intended to be the everyday work horses. So those are the first systems our users get on. It's very easy for them to get their applications up and running. They're the first things they use usually on a day to day basis. They run a lot of small to medium size jobs that you need to do to figure out how to most effectively use what workloads you need to move to the even larger systems to accomplish our mission goals. >> The workhorses. >> Yeah. >> What have you seen here these last few days of the show, what excites you? What are the most interesting things you've seen? >> There's all kinds of things that are interesting. Probably most interesting ones I can't talk about in public, unfortunately, 'cause of NDA agreements, of course. But it's always exciting to be here at Supercomputing. It's always exciting to see the products that we've been working with industry and co-designing with them on for, you know, several years before the public actually sees them. That's always an exciting part of the conference as well specifically with CTS-2, it's exciting. As was mentioned before, I've been working with Dell for nearly two years on this, but the systems first started being delivered this past August. And so we're just taking the initial deliveries of those. We've deployed, you know, roughly about 1600 nodes now but that'll ramp up to over 6,000 nodes over the next three or four months. >> So how does this work intersect with Sandia and Los Alamos? Explain to us the relationship there. >> Right, so those three laboratories are the laboratories under the National Nuclear Security Administration. We partner together on CTS. So the architectures, as you were asking, how do we define these things, it's the labs coming together. Those three laboratories we define what we need for that architecture. We have a joint procurement that is run out of Livermore but then the systems are deployed at all three laboratories. And then they serve the programs that I mentioned for each laboratory as well. >> I've worked in this space for a very long time you know I've worked with agencies where the closest I got to anything they were actually doing was the sort of guest suite outside the secure area. And sometimes there are challenges when you're communicating, it's like you have a partner like Dell who has all of these things to offer, all of these ideas. You have requirements, but maybe you can't share 100% of what you need to do. How do you navigate that? Who makes the decision about what can be revealed in these conversations? You talk about NDA in terms of what's been shared with you, you may be limited in terms of what you can share with vendors. Does that cause inefficiency? >> To some degree. I mean, we do a good job within the NSA of understanding what our applications need and then mapping that to technical requirements that we can talk about with vendors. We also have kind of in between that we've done this for many years. A recent example is of course with the exit scale computing program and some things it's doing creating proxy apps or mini apps that are smaller versions of some of the things that we are important to us. Some application areas are important to us, hydrodynamics, material science, things like that. And so we can collaborate with vendors on those proxy apps to co-design systems and tweak the architectures. In fact, we've done a little bit that with CTS-2, not as much in CTS as maybe in the ATS platforms but that kind of general idea of how we collaborate through these proxy applications is something we've used across platforms. >> Now is Dell one of your co-design partners? >> In CTS-2 absolutely, yep. >> And how, what aspects of CTS-2 are you working on with Dell? >> Well, the architecture itself was the first, you know thing we worked with them on, we had a procurement come out, you know they bid an architecture on that. We had worked with them, you know but previously on our requirements, understanding what our requirements are. But that architecture today is based on the fourth generation Intel Xeon that you've heard a lot about at the conference. We are one of the first customers to get those systems in. All the systems are interconnected together with the Cornell Network's Omni-Path Network that we've used before and are very excited about as well. And we build up from there. The systems get integrated in by the operations teams at the laboratory. They get integrated into our production computing environment. Dell is really responsible, you know for designing these systems and delivering to the laboratories. The laboratories then work with Dell. We have a software stack that we provide on top of that called TOSS, for Tri-Lab Operating System. It's based on Redhead Enterprise Linux. But the goal there is that it allows us, a common user environment, a common simulation environment across not only CTS-2, but maybe older systems we have and even the larger systems that we'll be deploying as well. So from a user perspective they see a common user interface, a common environment across all the different platforms that they use at Livermore and the other laboratories. >> And Armando, what does Dell get out of the co-design arrangement with the lab? >> Well, we get to make sure that they're successful. But the other big thing that we want to do, is typically when you think about Dell and HPC, a lot of people don't make that connection together. And so what we're trying to do is make sure that, you know they know that, hey, whether you're a work group customer at the smallest end or a super computer customer at the highest end, Dell wants to make sure that we have the right setup portfolio to match any needs across this. But what we were really excited about this, this is kind of our, you know big CTS-2 first thing we've done together. And so, you know, hopefully this has been successful. We've made Matt happy and we look forward to the future what we can do with bigger and bigger things. >> So will the labs be okay with Dell coming up with a marketing campaign that said something like, "We can't confirm that alien technology is being reverse engineered." >> Yeah, that would fly. >> I mean that would be right, right? And I have to ask you the question directly and the way you can answer it is by smiling like you're thinking, what a stupid question. Are you reverse engineering alien technology at the labs? >> Yeah, you'd have to suck the PR office. >> Okay, okay. (all laughing) >> Good answer. >> No, but it is fascinating because to a degree it's like you could say, yeah, we're working together but if you really want to dig into it, it's like, "Well I kind of can't tell you exactly how some of this stuff is." Do you consider anything that you do from a technology perspective, not what you're doing with it, but the actual stack, do you try to design proprietary things into the stack or do you say, "No, no, no, we're going to go with standards and then what we do with it is proprietary and secret."? >> Yeah, it's more the latter. >> Is the latter? Yeah, yeah, yeah. So you're not going to try to reverse engineer the industry? >> No, no. We want the solutions that we develop to enhance the industry to be able to apply to a broader market so that we can, you know, gain from the volume of that market, the lower cost that they would enable, right? If we go off and develop more and more customized solutions that can be extraordinarily expensive. And so we we're really looking to leverage the wider market, but do what we can to influence that, to develop key technologies that we and others need that can enable us in the high forms computing space. >> We were talking with Satish Iyer from Dell earlier about validated designs, Dell's reference designs for for pharma and for manufacturing, in HPC are you seeing that HPC, Armando, and is coming together traditionally and more of an academic research discipline beginning to come together with commercial applications? And are these two markets beginning to blend? >> Yeah, I mean so here's what's happening, is you have this convergence of HPC, AI and data analytics. And so when you have that combination of those three workloads they're applicable across many vertical markets, right? Whether it's financial services, whether it's life science, government and research. But what's interesting, and Matt won't brag about, but a lot of stuff that happens in the DoE labs trickles down to the enterprise space, trickles down to the commercial space because these guys know how to do it at scale, they know how to do it efficiently and they know how to hit the mark. And so a lot of customers say, "Hey we want what CTS-2 does," right? And so it's very interesting. The way I love it is their process the way they do the RFP process. Matt talked about the benchmarks and helping us understand, hey here's kind of the mark you have to hit. And then at the same time, you know if we make them successful then obviously it's better for all of us, right? You know, I want to secure nuclear stock pile so I hope everybody else does as well. >> The software stack you mentioned, I think Tia? >> TOSS. >> TOSS. >> Yeah. >> How did that come about? Why did you feel the need to develop your own software stack? >> It originated back, you know, even 20 years ago when we first started building Linux clusters when that was a crazy idea. Livermore and other laboratories were really the first to start doing that and then push them to larger and larger scales. And it was key to have Linux running on that at the time. And so we had the. >> So 20 years ago you knew you wanted to run on Linux? >> Was 20 years ago, yeah, yeah. And we started doing that but we needed a way to have a version of Linux that we could partner with someone on that would do, you know, the support, you know, just like you get from an EoS vendor, right? Security support and other things. But then layer on top of that, all the HPC stuff you need either to run the system, to set up the system, to support our user base. And that evolved into to TOSS which is the Tri-Lab Operating System. Now it's based on the latest version of Redhead Enterprise Linux, as I mentioned before, with all the other HPC magic, so to speak and all that HPC magic is open source things. It's not stuff, it may be things that we develop but it's nothing closed source. So all that's there we run it across all these different environments as I mentioned before. And it really originated back in the early days of, you know, Beowulf clusters, Linux clusters, as just needing something that we can use to run on multiple systems and start creating that common environment at Livermore and then eventually the other laboratories. >> How is a company like Dell, able to benefit from the open source work that's coming out of the labs? >> Well, when you look at the open source, I mean open source is good for everybody, right? Because if you make a open source tool available then people start essentially using that tool. And so if we can make that open source tool more robust and get more people using it, it gets more enterprise ready. And so with that, you know, we're all about open source we're all about standards and really about raising all boats 'cause that's what open source is all about. >> And with that, we are out of time. This is our 28th interview of SC22 and you're taking us out on a high note. Armando Acosta, director of HPC Solutions at Dell. Matt Leininger, HPC Strategist, Lawrence Livermore National Laboratories. Great discussion. Hopefully it was a good show for you. Fascinating show for us and thanks for being with us today. >> Thank you very much. >> Thank you for having us >> Dave it's been a pleasure. >> Absolutely. >> Hope we'll be back next year. >> Can't believe, went by fast. Absolutely at SC23. >> We hope you'll be back next year. This is Paul Gillin. That's a wrap, with Dave Nicholson for theCUBE. See here in next time. (soft upbear music)