>> Narrator: Live from Las Vegas, it's theCUBE. Covering HPE Discover 2017. Brought to you by Hewlett-Packard Enterprise. >> Okay, welcome back everyone. We are here live in Las Vegas for SiliconANGLE Media's, theCUBE's exclusive coverage for three days for HPE Discover 2017. We're on day three, down to the wire here. I'm John Furrier with SiliconANGLE with my co-host Dave Vellante, my partner in crime with Wikibon. Our next guest, Ric Lewis. Software Defined Cloud Senior Vice President, President and GM of HPE, welcome back to theCUBE. >> Thank you. >> And Kate Swanborg, Senior Vice-President Tech Communications and Strategic Alliances, DreamWorks Animation. Welcome back as well. >> Thank you. >> John: Great to have you guys back. >> It's good to be here. >> So obviously DreamWorks, you guys are a big customer, Ric you are now leading up the team for Software Defined infrastructure, as we call it programmable infrastructure, a lot of great things. >> Ric: Yeah. >> Synergy we talked heavily about last year. >> Ric: Yeah. >> I kind of was geeking out with you on that in terms of all that programming ability and automation. Meg story this week was simplifying hybrid IT, which is the key part of where Software's coming in. >> That's exactly right. >> And so we got DreamWorks here, what's your vision in how that's going to happen? How do you take that simple message and put it into practice? >> Yeah so, we're completely about making hybrid IT simple, and we have three primary vectors that we're driving in order to make that happen. The first is our hyperconverged appliances that we deliver, and the second is HPE Synergy, our composable, and the third is our hybrid IT management stacked software that we have. And we've got momentum across all of those. In Hyper Converged, you guys know we acquired SimpliVity, it closed in February. Got a lot of customers on that. We had Red Bull on-stage here at Discover talking about their use case of that in their racing. It was a packed house, people completely interested in all the things we're doing in hybrid IT. That's SimpliVity. Synergy, we now have almost 400 customers that have adopted Synergy. We started shipping in volume in December, and DreamWorks Animation is one of those customers, and real excited for you to hear a little bit about how they're using it, but we had, I think we had around 10 customers from Synergy across all kinds of verticals and use cases, including service providers that were on-stage here. And the final thing is our hybrid IT management stack, a program that we introduced here at Discover called Project New Stack. So, that's what's going on in Software Defined & Cloud, it's a lot right now. >> And we had a SimpliVity customer on by the way, they were really glowing. >> Yeah. >> Great to see that happen. >> That was a great story. >> Great story, Kate, so DreamWorks, you guys have a business, you've got to put a product out there and so you got to look at technology, make it work for you, and sometimes you got to get in the weeds, there's pieces and pieces, at the end of the day you got a product to deliver. How are you guys taking some of the things that are coming out at HPE and putting them into action? What are some of the things you're doing? >> Well, I think one of the things that is often surprising to people is just how much technology we consume to make a CG feature animated film. These films take 80 million compute hours to render the images, petabytes of storage and we're typically working on five or six active films in production because they take us four or five years to make. And so we want to be able to have the capability of releasing two or three films a year, we must have simultaneous production. But of course, not all of the productions are exactly the same, and we've also got other media opportunities, whether it's television or theme park. And so, what's critical to us is that we're actually able to provision the right amount of digital resource to the right project quickly and easily so that as those creative inspirations are growing and burgeoning at the studio, we've got the resource behind it in an effortless fashion. >> And how are you making that happen with the Synergy for example, because last year we were looking at thinking well this has got a lot of potential. I mean you can do it through the orchestration, making the management work kind of takes that, abstracts away a lot of the complexity. How are you guys dealing with that, I mean how have you put that into action? >> Well, we've been working within a hybrid environment for years now, so the idea of a hybrid environment isn't new to us. The key however, is that it's labor intensive. It's time-consuming. In order to get all of the right configurations of the networking and the storage, the compute to actually work in a realtime environment for our artists, that has taken us an enormous amount of effort over the years. What we're looking for in the Synergy deployment is to reduce those weeks down to days and those days down to hours. Once we're able to do that, our engineers can go off and focus on the niche technology solutions that actually matter to the artists. And that's where we want to get the business benefit. >> And with Synergy, compute, storage and fabric all managed under the same management domain. >> That's right. >> Single API that you can get access to all those resources, so it makes it super easy. It's the world's easiest way to do infrastructure as a service, it's built into the platform natively. >> That's right, and one of the things that's been so impressive to us is that we've been working with the Pointnext team to come in and actually configure this for our environment. Everybody uses a high-performance compute environment, but nobody's is exactly the same. The configure ability of this and the customability of this to our environment has been critical, and we've seen incredible benefits from that. >> So Ric, we kind of pushed you in theCUBE last year, cause you were saying "there's nothing like this in the marketplace". We said, okay define what's different. (John laughs) One of the things you touched on was the fluid pools of infrastructure. >> Yes. >> And Kate, what you just described is bringing technology to different digital teams. >> The dynamicism if you will. >> Absolutely. >> Being able to dynamically configure the thing, yes. >> So, let's test it. I mean, it sounds like that's exactly what you're doing, and how is this different than the infrastructure that you used to have? >> So, the reason that it's different is that we've got, we've got a simply said, a single infrastructure. We've got a compute farm, we've got storage, and historically what we had to do was actually partition off certain pieces of that for certain productions in order to protect their resources. The problem with that is that any given day, particularly in a creative environment, maybe they're using all of it, maybe they need more, maybe they need less. The challenge is is that historically if they needed less we can't reprovision that to another production in order to take advantage of their inspiration and their business motivations. Now we can. Now we have the opportunity to actually have the infrastructure be as dynamic as our creative environment, and that's saying a lot. >> And you can reconfigure those resources three clicks, five minutes, you literally can deprovision -- >> Kate: That's it. >> So the old way they're like bitchin and moanin, where's the servers? >> Absolutely. >> Right. >> And running around scrambling. >> They're on order. (all laugh) >> Six weeks. No this what we're talking about. >> Yeah. >> This is about speed, right? I mean this is -- >> It absolutely is. >> Alright, so I want to ask you a question about the HPE event. You mentioned you're here. So, a lot of people go to these events and they try and extract all the action. You've heard a lot of firsts, last year was Synergy first, big claim there. We're hearing some security stuff with servers here. >> Ric: Yeah. >> As a practitioner that comes to these shows, what's your strategy when you come to an event like HPE Discover, and obviously the schmooze is going on and getting wined and dined by HP, a big customer, but like when you go in there, what are you looking for, how do you connect the dots, what tea leaves do you read, what's your strategy? >> Well, I'll tell you, one of the things that really interests me about Discover is we've got a deep partnership with Hewlett-Packard Enterprise. We're talking to Hewlett-Packard Enterprise all the time. So we might actually think that we know what's going on. It's not true, there's so much innovation happening that when we bring our team to this show, we learn things that could really help our business. I'll give you a great example, so we learned this week about SimpliVity. Now, we had sort of heard about it, but we had not taken our time out of our schedules to really understand how that could help our VM environment. Our team's sitting in one of the panels this week, and he's texting other engineers on our team going "We have got to look at this next week at DreamWorks Animation". That's the kind of environment this is. I'll tell you something else, New Stack, we're going to lean heavy into New Stack because we believe that the innovation that we're seeing in that space is really, finally going to deliver on this promise of cloud that's been out there. >> What specifically about New Stack do you like? I want to just double down on that. Is it the rule of your own, is it the flexibility, what's the big thing there? >> Well, again this is one of those things where our team today is actually writing code and creating architectures that are sort of New Stack-like, but we're having to do it, we're having to invest our own time. It's trial and error, some of the things work some of the things don't, and that time is not being spent focused on our animation productions. The fact of the matter is, here's Hewlett-Packard actually doubling down and making sure that there is going to be a robust solution that works, that we can bring into our environment. >> We're in enterprises across the world every day. We're having these conversations, and most enterprises are doing kind of a roll-your-own cloud kind've thing. >> That's right. >> They're playing with OpenStack, they're playing with Kubernetes, they're playing with all these tools, they got a bunch of custom code, but we're really what we're trying to do with New Stack is take the best of what they're all trying to do, constrain that down, take our standard Software Defined infrastructure as the base, put a stack on top of that that they can count on to do a private cloud with bridge-to-hybrid capabilities, that's standard, that ships, that delivers and has updates, so that they're not messing around with it. Their developers don't want to spend time doing that, they just want to have a private cloud installation that has hybrid capabilites and have it installed. >> This is super relevant, this is super relevant, and we call you a tech athlete because you want to go out there and deliver value to your group and actually build products, right? >> That's right. >> The film. But Dave's team just put out the True Private Cloud Report which shows on PRAM, cloud-like environment, $260 billion dollar TAM, but the notable thing is that the labor costs were non-differentiated spend is going up by a $150 billion shifting in 10 years. >> Yeah. >> That's exactly the point here that you're talking about, is my guy's aren't working on the product that they need to be building. They're doing the R&D, so the OpenStack and all these things you're talking about, they're doing the R&D. Here, you're doing the R&D, delivering the product to the customer. >> Well and when we deliver that, we're still going to leverage all of those technologies. OpenStack is a key part of New Stack. Kubernetes is a key part of New Stack, but what we're doing is pulling that together so that they don't have to curate their own private cloud. >> Kate: That's right. >> We create that, deliver it in a way that's an appliance-like way, just like we deliver Hyper Converged today, in a controlled plane that manages that hybrid IT estate and gives them visibility into public cloud uses and private cloud, and it's really going to help them a lot, and it's going to help a whole lot of other customers cause we're making it standard and easily deployable. >> Well, we've seen this story unfold over this decade, where the corner office has said I don't want to spend money on that caching and provisioning. Okay, so go to the cloud. And then IT said, well, eh, we can't do that. (laughs) Okay, and so they get in with Hewlett-Packard Enterprise and others say what's the answer? Okay, but what you've described is this horizontal infrastructure capability that you can throw any workload at. >> That's right. >> And so my question is, what does it mean for the business? Does it mean you can do things faster, you have happier animators, you can do more movies, what does it mean? >> I think it means a couple of things. First of all, opportunity cost. In our business, a new opportunity for a creative endeavor, that comes up all the time, and the key is is that you want to be able to explore that as quickly as possible. Creative ideas work out sometimes, sometimes they don't, but they key is is that if takes you time and effort and money to just explore it, you've got an opportunity cost you don't want. >> Yeah, yep. >> Something like Synergy will allow us to provision resources to new ideas and new potentials quickly enough, easily enough, and at a cost-effective measure, so that we can actually determine which creative endeavors are going to work more quickly in our environment. That's a huge deal. >> So you were missing opportunities because of the infrastructure limitations, is that right? >> That's -- >> The mockups and everything have to get done. >> That's right! >> All the CG work. >> Again, when our filmmakers have a new idea for a new sequence, a new character, those types of characters, they take tremendous amounts of resources. I often talk about the dragon in Shrek. Back in 2001 we released Shrek, and it had this beautiful, huge pink dragon in it. And she was fantastic, but frankly she was so complex and so computationally heavy, we actually had to cut her out of parts of the film because we couldn't produce the shots she was in. Fast forward a few years, and we decide to make a movie called How to Train Your Dragon that's nothing but dragons. The key is is that we never want to be in a position again where we're tabling a great creative idea because we can't resource for it. And solutions like SimpliVity and Synergy and particularly where we're going with New Stack and the ability to actually harness the cloud without having to do all the work ourselves, that's going to bring that potential to reality. >> John: And then you know, your application in this opportunity cost is for your business. Other companies have apps, right? So their opportunity costs are very similar. >> That's right. >> John: This is the classic how shadow IT was born. >> Oh, yes! >> And people want to experiment, show proof of concept. Not a PowerPoint, an actual demo of real working product. It may not have the scale there, but you get to that point of where it's workable. >> Look, every business is facing some element of this right now, and I will tell you the other reason of the two reasons that I think that this is going to make a difference. It's future-proofing our environment. >> Ric: Yeah. >> The world is so dynamic right now, things are changing so quickly. Even in our environment with media and entertainment, the world of what people want to consume and how they want to consume it and the nature of how we're looking at innovation in both filmmaking techniques, as well as new media opportunities, the key in all of that is is that we have to be dynamic in order to be future-proofed. These types of solutions give us the confidence that we're actually putting the money in the right place. It's an investment in our future. >> Earlier you mentioned Pointnext services, and the narrative from Hewlett-Packard Enterprise is my inference is it's more cloud-like. Do different types of business models. Are you seeing that? I mean, is it more than just a new name, a new brand, are you starting to see an evolution of the way in which you engage with Hewlett-Packard services? >> We absolutely are, and it's one thing to talk about strategy, but at the end of the day, you don't call up your technology and have a conversation with it, you call up people. And what we're seeing is that Hewlett-Packard Enterprise is investing in a level of expertise within the Pointnext services organization that is unparalleled. That is a massive change over the course of the last five, six, 10 years. These folks are coming into our environment now and we're finding that we are inspired by their strategies. We're not having to teach them about our business, they're actually coming in with all of these other learnings that they've gotten from all of these corporations and they're looking at our ambitions and going hey, we think we've got some ideas here. I'll tell you, our engineers are hard to impress. >> That's the truth. >> They are used to, what was your phrase, rolling it on their own. >> Yeah. >> They are used to being responsible, and they have very little tolerance for actually giving other people time within our organization. Pointnext has blown them away. We could not be doing the work that we're doing on Synergy as quickly and as effectively, installation and strategy around that without the Pointnext team. >> Well, that's the proof, that is the proof in the pudding in my opinion when your people who are, I won't say cocky, but they're kind of, sounds like they're pretty cocky. (laughs) >> Ric: Confident. >> But that you're in a, you're in media entertainment. It is one of the most disruptive, being disrupted markets right now. Smart Cities, IoT, media entertainment it's, you're the leading trend in IT right now, media entertainment. >> And in our team, there's simply no tolerance at DreamWorks Animation for technology getting in the way of the business. The fact of the matter is technology always has to be enabling the storytellers, enabling the filmmakers, enabling the business and ambition. And the key is is that our engineering team, they feel responsible to that. One of the things that we're finding with the new Hewlett-Packard Enterprise, the Pointnext team, Ric's team with the Synergy deployments, is that we actually feel like we've got a partner that can up our own game. >> John: Good. >> And we do deep beta programs with them on everything that we're doing to make sure that we're meeting that next generation of what they need. It's a fantastic partnership. >> Well Ric, congratulations on the success, and Kate thanks for sharing all the great stories and your experience DreamWorks Animation. Great to see that trend, again media entertainment, you guys are doing great stuff. We're doing our share with digital TV here, we're not a, we live on the edge of the network with theCUBE here at HP Discover. With DreamWorks Animation, I'm John Furrier, Dave Vellante, stay with us for more day three coverage here in Las Vegas at HP Discover. We'll be right back. (tech music)

>> Narrator: Live from Las Vegas, it's the CUBE covering HPE Discover 2017. Brought to you by Hewlett Packard Enterprise. >> Okay, welcome back everyone. We are live here in Las Vegas for SiliconANGLE Media's theCUBE's three-day exclusive coverage of Hewlett Packard Enterprise, HPE Discover 2017. I'm John Furrier with my co-host, Dave Vellante. Our seven-years covering HPE, and we have our next guest whose been on the job for seven weeks, Parvesh Sethi, Senior Vice-President of HPE Pointnext Consulting. Industry veteran of cloud. You understand what's going on. Appreciate you coming in and sharing-- >> Thank you for having me. >> Your talking points with seven weeks on the job, but you're new to HPE, welcome to theCUBE. So fresh in to HPE, got a fresh eye. You've been around the industry for a while. What is the hybrid journey for HP? Because you were just in the Q&A with Meg and Antonio with the press and the analysts, and still people are trying to put it together. Like, with no cloud, how do you guys fit in this? So, hybrid cloud, simplifying hybrid IT. They're not saying simplifying hybrid cloud, simplifying hybrid IT, which implies cloud. >> Exactly, I think the approach that I would take is if you look at the role of the IT, it's really changing. I mean, you can consider IT to be the strategic sourcer now. It's no longer we built it, we own it, we run it, because now they're really managing a supply chain. So, you're looking at the private cloud, public cloud, and people having the highly-automated infrastructure, or software-defined infrastructure, and legacy b-spoke systems. The job of the IT is really getting very complex. When you heard Meg talked about making hybrid IT simple, so for Pointnext Consulting standpoint, it's really working with the clients about making that journey much more simpler, and making sure it's not just simple, but the speed is there. Also we'll ask that we are focused on the workloads to really moving the workload securely. Because, at the end of the day, the whole journey is really centered around the workload-side of the house. >> And your role is, am I correct, is tip-of-the-spear consultant? Is that right, and strategy consulting? >> That's correct. It includes the consulting and the professional service portfolio. >> So, help us understand, because when EDS went to CSE with the spin-merge, all of the sudden you're seeing Accenture, Deloitte, and others come out of the woodworks. And this is their wheelhouse, in strategic consulting, so where do you pick up, and how do you relate to those guys? >> Yeah, no, it's a great question. In fact, it's with the spinoffs, it's also given us a great opportunity to really work with number of the SIs, and so we're have a close work relationship with number of them, and the way I look at the strategic consulting, where we add value is really more around the technology consulting piece of it. And because that's where we feel that we can really add differentiation. And partnering with some of our SIs, that's where they can help us from the verticalization piece of it, the business process side of it, because that's not really our core strength. Our core strength is really around the technology consulting, and also being around, and dealing with, and doing 11,0000 plus engagements every year. From Pointnext perspective, that's lot of experience that we bring to the table partnering with the ecosystem, we truly bring some of these outcome-based solutions that we keep referring to. >> Dave's team at Wikibon has put out some pretty seminal research. I think it's very unique. I don't think any other research firm has actually documented this, even captured the numbers. But, they just did a report called The True Private Cloud Report, go to wikibon.com for the folks watching, but really what it illustrates is that IT is not declining, it's only increasing in its capabilities. So, yes, server shipments might be declining, but, at the end of the day, IT is changing and growing with cloud. But one of the points in that survey is the TAM is 260 billion plus in true private cloud. And that doesn't include hybrid. But, the other statistic besides the TAM is the fact that the labor costs are undifferentiated, and being automated away with cloud, which is a good opportunity. And then the shifting of those resources to differentiated apps or services is the focus. That's business transformation. That's what you guys are doing. Share with us your thoughts, and how you guys look at that. Obviously, you're only seven weeks in from an HP perspective but you been in the industry. How are you guys going to attack that trend, and ride that wave of shifting that to differentiated capabilities? >> Yeah, I think so one of the things you always hear about from a technology standpoint, lot of folks focus on just the technology piece of it. What we're finding is when we engage with the clients, it's really taking a look at, even before the technology, it's what is the strategic framework. Why do so many digital transformation projects stall, or fail? Because there's no interned alignment in terms of business, IT, and OT side of the house, so what you're seeing is from the consulting side of the house is kind of making sure that we bring these things together. And we have a methodology called Unified Transformational Framework, UTF, which has seven key domains, and one of the first things we do when we engage with the client, we bring them together, business side of it, the IT side of it, and we assess where they're at today in each one of those domains, and assess the gaps. We actually put together a strategic framework with them in terms of what is the desired state where they want to be, where they're at today, and how do we map out that cloud journey together with them. And, more importantly, what are the key outcomes they are really seeking. And so if they are looking at focusing on achieving certain cost-efficiency, or launching new services faster, or securing information network, or from an IOT perspective, what are the specific use cases, like for oil and gas, you may have heard some of the examples here with Tech Smart on refinery of the future. What are some of the outcomes they're looking for, and then kind of working backwards to make sure that we can take them on that journey roadmap, and accelerate that whole journey. It's the time to value equation. >> So it would seem like the hybrid IT message that you guys provide is the foundational infrastructure for a digital transformation. Okay, sounds good, now, let's peel that back a little bit. Because, if I'm an executive in a board, I'm saying, "Okay, great, how do we get started, "how do we pay for it?" You come in with your maturity model, here's where you guys are at. How much of that conversation is around the data? And data, data value, how to monetize data, how it contributes to whatever objective, raise revenue, cut costs, et cetera. How much of the conversation do you anticipate is going to be around that data? >> No, it actually is quite a bit of floor discussion on the data as well. So, I'll take it in steps of there's two main types that come up. One is really around the workloads as to enterprises have hundreds, thousands of applications running but not every application, not every workload needs to move to a public cloud or private cloud. Some of them may be more suited towards just a dedicated infrastructure that they already have. One of the first things we focusing on through the tool, we do an inventory, as well as through the interviews. Because one path doesn't give you all the information that you seek. Synthesizing the two really gives you the full picture. And, then on top of it, more and more data is getting generated at the edge, and so in terms of what do you do with the data, how can you help them drive a real-time action, and then what can you do to monetize on that data, just like the example with the M1GD team that's been showcased here, that's not just change the fan experience, it's also helping them taking the look at the data, the loyalty, and everything else, and then increasing opportunities to drive top-end growth from the revenues in the concession stand, or promotional material, your absolutely right, the focus is more about not just guarding the data, the data production, data consumption, it's how do you monetize on that piece of it. >> And does HPE focus more on the IT transformation, and your partners like the big SIs on the business transformation, or no, is it not that simple, it's not that clear? >> Yeah, I mean, it's hardly just kind of say, okay, those are in their silos because there's that intersection point that really drives additional transformation. That's one thing that I think we are uniquely positioned, because number of these solutions you see on the demo floor here who are jointly partnered up with our ecosystem, and that really drives that value up from the business outcome standpoint, it's not just what the technology is able to do, it's not just, yeah, if we're able to have a faster server, this then that, it's really more about what will that enable. In turn, what is the business outcome that's enabling. >> But I would imagine your partners are deep experts in some healthcare business process that HPE doesn't possess, then you guys, from a technology standpoint, can go much deeper than they can. My question is how much of the conversation from your partners has been, or do you expect it to be, "Hey, you know what, if you could do this, you know, "with the technology, you know, we can really "help this company, and win a large deal," for example, which is a semi-custom, you know, and it requires a deep technological expertise to marry with that business process. >> No, absolutely, in fact, I was with a partner earlier, and actually what you just called out was very similar discussion with him. From a healthcare perspective, one of the things we can do, and we have done, where the picture in archiving communication system, we can package what one of the other providers does along with computing and for storage, package that up, and where the configuration provisioning time is reduced dramatically when they show up on site, everything is preconfigured. But, then jointly with a partner who has more knowledge about the patient experience. Marrying the two, you can actually see not just how the healthcare provider and the patient are going to interact, but how also the information that's generated there, how can that be analyzed at a remote location through a specialist. So it's that whole value chain that you can do with a partner that you're just not able to do yourself. >> Am I correct that you run a PNL, right, this is not a free-beat. >> That's correct, no. >> Okay. >> Yes, so from that standpoint we do work with the ecosystem where there is some investment made on the solution of it, but then, obviously, you take a look at does the solution make sense, is there a market for it, can you do the repeatability aspect of it, and, if the answer is yes, then certainly both starts get much more happily engaged. >> Parvesh, talk about the dynamic in digital transformation, specifically, around as companies really transform from being analog to digital. That basically makes them cloud service providers. >> Right. >> So if you have a sass-ification, that's kind of a shift, this is the shift in IT we're talking about, yeah, keeping the lights on, running servers in the data center, old way, classic enterprise. Portions of their operations now have to be shifted to this new way of doing IT to be a service provider, yet they're not service providers, but they're becoming one, or the end-user customer might buy from a partner that's becoming a service provider, either building their own cloud. Is that how you guys see it at Pointnext, and how are you nurturing this, or working with this mega-trend that's the cloud is enabling? >> Couple of things happens. I was with a client very recently, and they've been actually doing number of use cases, fifty plus use cases in the labs, and on the whole use cases around digital transformation. Each use case theoretically can generate millions of savings for them. By the same token, they haven't been able to take it out of the lab and mainstream it, so this goes back into the alignment piece of it, and then also the cultural and the organizational aspect always gets overlooked. Because if the focus is just on the solution piece of it, or digitalization of the workflow, and you have not the trends from the workforce in terms of how they should evolve, how the skillsets should evolve, and if certain roles are getting combined, how should they be dealing with that piece of it. We are talk about DevOps or OpsDev. It's really the whole notion around how they should be working differently than before. If that aspect of it hasn't been put a lot of focus on, most of these transformations literally stall or fail. >> You mean on the cultural piece of it. >> On the cultural piece of it, absolutely. This is another area that we put lot of focus on, and, in fact, one of the offers we rolled out, the management of change, is actually getting lot of traction just because of that reason. >> You know, one of the challenges that the companies that I talk to have is actually funding the digital transformation. The incentive to do it is well, if we don't do it, we're going to get uber-ized, okay. So people get that, but, at the same, then the CFO's are, "Okay, that's fine, "but how are we going to make money at this, "how are we going to actually pay for this?" And, really, for organizations that can show that type of path to profitability, if I may, it seems like it gets more traction, and has staying power. I wonder if you could comment on that. >> Well said. In fact, a number of the engagements we start off with, that discussion always comes up that we don't have any extra funds to go do this thing, but we have to do this thing in order to stay relevant. >> John: What do we do. >> Yeah, so one of the things we focus on is safe-to-invest initiatives. For example, you heard the example of ALDO Group, one of the large global retailers. The federate structure, and then moving towards where it can be had they can move towards a centralized as well as a global centers architecture that can help them drive more speed, cut down the provisioning time, cut down on the operating cost. When you have initiatives like that, the enterprises can then take those savings and then show the CFO that this is how we can apply those savings into these key initiatives that can continue to make us more relevant, and also transform the end-user experience, or their end-customer experience. So, I think as you do this on prioritized use cases, that gives you more credibility in the organization to go do lot more and much faster. >> So, final question for you. Observations, new to HPE, now, Pointnext, New to HPE Discover here, as an employee, what's your observation about HPE Discover, their position in the marketplace, vis-a-vis, the industry scope and trends that are out there? >> First of all, I think coming out here, this is my first Discover so I see a lot of excitement here, and I think up to the point that you made earlier, Dave, with the spun-offs, I think that has really opened up a lot of the doors where a lot of the partners say, "Look, this is something we can do more together of." So, every meeting that I've been with a customer since we're partners, they see us kind of where we're the top stack, who are not biased towards that, right, because this is not where we play, but we play more for roll out the solution aggregation, plus also bring lot that experience to really guide them on their journey. One of the things I constantly hear is if you can help us accelerate time to value, and you can help us drive the acceleration, because a lot of these initiatives stalling, help us on that journey, there's tremendous opportunity for both sides. So that's what we see lot of excitement here. Parvesh Sethi, Senior Vice-President, Pointnext, welcome to theCUBE, thanks for your commentary and insight. >> Thank you for having me. >> Appreciate it, good luck with your journey. This theCUBE bringing you all the digital transformation and conversations here at HPE Discover 2017. I'm John Furrier with Dave Vellante. We'll be right back. (upbeat music)