>>mm >>Welcome back to HPD discovered 2021. The virtual version of the show. My name is Dave valentin. You're watching the cube we're here with David Harvey is the vice president of strategic alliances at VM. David. Good to see you. How you doing? >>I'm well thanks David yourself you've been good, >>yep. Doing great thank you. Hey you've heard the term follow the money, we're gonna follow the data. How >>about right >>So HP and wien you're celebrating a 10 year milestone in your alliance. That's a lot of good parties at at the HP discover shows. And uh of course we miss miss being face to face this year but next year we'll be back rocket but uh talk a little bit about what that milestone means to you. >>Yeah Thanks. Dave. And you're right. It is a milestone. I mean when you look at alliances or partnerships overall, it's crazy that you can maintain this depth of partnership is depth of relationship and this success for 10 years. I mean H. P. Was our number one alliance that we started working with when we started being X Number of years ago. Um and the reason for that was that we really came together from the very start with a philosophy about the approach we wanted to provide to the customer and also the synergy of technology. Um and 10 years is a long time. I mean how many alliances that you've seen in the industry Um that have managed to maintain for 10 years and we're stronger than ever as we come into this point and that's amazing. So from that point of view we're really excited for this 10 year milestone. We're really pleased that the investment from both sides as maintained and grown through that time period. Um And as you said it's a shame we're not doing this in person but this is a great event for us and that's why we're so proud to be top sponsor this year and supporting the charge for this government. >>Well, congratulations on that milestone immunity. So often when I talk to folks that are in your role, they'll complain and yeah, we do it. We have a lot of numbers, but not a lot of hard y and not a lot of fruitful partnerships and they'll do barney deals. I love you, you love me, you will do a press release but it's not driving and I happen to know that the HPV in relationship is very productive and I think, you know, one of the key moves when when HP split itself into it took its competitive data protective product that sold that off and then that just opened up a whole new opportunity for the relationships. It was a game changer. So but looking back, what do you think was the meaningful sort of investment that the alliance has really made together? >>Yeah, great question. And it's a really cheesy answer, but it's it's one of those very rare scenarios, where is the truth and his death? You know, the depth of discussion from the very start was really what built that foundation, We were the launch back up part of the three part, um, and every release team has done since then has had a key HP component to it. And more importantly, as you said as HP has evolved through that period, the divestiture and the overall movement of their portfolio. We've continued to listen to each other on what is important to both parties. But while that's great from the relationship and the alliance, the one thing that's never changed is the response of the customer to saying, not only have you integrated together on technology, you've unified your message, you provide a supply chain that is meaningful to my business by simplifying and providing value and you continue to evolve. You continue to adjust and move as you've gone through the time period in our needs have changed. I mean we started with servers, we worked with storage, we're with green labour? S moral like all across that portfolio. We found a way to continue to listen to each other and what's important and that's been killed. >>So what are the waves that you're you're surfing here, You put on the binoculars and look forward what are going to be the most important areas that you guys invest in and focus on in the future? >>Yeah. Great question. I mean we're focused on three things for the for the medium to short term here and looking at there is rapidly recovering your data. You know, the news at the moment is exploding related to issues companies are having, which is so unfortunate and recovering data quickly. It's an economic component is not just about the ability to do it fast, it's about the fact that the quicker you bring data back in this circumstance where you have to, the better it is for your bottom line. We also simplify that data protection. And the reason for that is that if you look at the diversity of the portfolio, HP has you want unification regardless of what products you're buying from HP, you want to make sure that you're working with solutions that work with all of those different parts of it. As I mentioned, service storage as moral Green Lake et cetera. And so that simplification of data protection is huge. And finally it's getting your data protection as a service. We've been working with Green Lake for a good number of years now and it's one of the fastest growing areas of our partnership. But if you bring those three things together, the customers are deciding that modern data protection needs, that they have, they're looking at the hybrid world, they're looking at all parts of the portfolio from the thought leaders, they work with specifically HP and they're wanting to make sure that they've got that unification moving forward and that whatever decisions they make with the infrastructure, the underlying protection of their data continues to be a core component that they can evolve with as they move their needs forward. >>We'll talk about that speedy recovery. There's so much in the news today, we're seeing all this, all this ransomware. I mean it's bringing down organizations, it's affecting supply chains all over the world very concerning. And there's two dimensions here. One is the speed to recover. We can all relate when, you know, when your laptop freezes like, oh, I gotta reboot and it takes five minutes and you're frustrated. Imagine your whole business, you know, it takes half a day to recover. That's huge. The other dimension, of course, is how much data you you lose in that recovery and you try to compress that RP. Oh right. Is as tight as possible. And that's the other sort of value that that customers look for from a combination of HPV and VM. So, but I want to ask you, so we're here at HP covering HP discover you can't talk about hB without getting a kool aid injection of Green Lake and as a service. And how are you guys sort of addressing those as a service needs for today's customers? >>Yeah, it's a great question. And by the way kudos, you can be a salesperson force with our pos and all those keywords. I love it. But what I would say overall is that when you look at the changing way customers are spending, um it depends on where they're structuring their financial desires, whether it's the Capex world, the optics world etcetera. And Green Led by its nature allows you to look at having the control of a physical component. But having the economic structure of in some respects pay as you go when you look at it in that component. And so you're avoiding that capital investment concern. But you're getting the power and the strength of the management component as well. And that's what's really important. I mean when you look at overall movement, Yes, you did a really interesting report recently and they're saying that spending on data center protection is going to grow 50% this year in 2021. Looking at improving that level of key component for their data centers as they go through that modernization. And so from that point of view, what we're seeing and this is applicable for HP more than anybody else. Is that the speed that they came out with the Green Lake a number of years ago allowed customers, especially the big enterprises, we're having a massive amount of success together, enabled them to decide the economic buying model that they wanted and to combine that with the best of breed service and management and control. So from our point of view, you know, that's something we've been investing within a long period of time now, not only on the solutions but also on how we go to market together. Our field team is working very closely with their field team within Green Lake to be there so that the customer can utilize it as a tool and not feel like they're having a different conversation because we're so baked in with the rest of the organization. So from our point of view, Green Lake is key to how things are moving forward and other things that the storage departments doing as well as they look at some of their new ways with their announcements we've, they've recently made with buying down on demand and new products they're having. So it's allowing the customer to have that choice and from us, it forms a core component of how we're working together. However you decide you want to consume the HP portfolio. You should have the ability for us to seamlessly work with it. And to your point, that's why that growth rate on our oi but more importantly on the revenue and the amount of growth of our customers year over year have really embraced that synchronization together. >>David, I think of your thoughts on containers. Generally I want to I want to talk about the cast and acquisition specifically but I want to ask about it in the context of the two things. One is just kind of the overall where you see that going and and how you're working with H. P. E. On that. But the other is as it relates to two of the most vexing problems for I. T. Folks in the past have been been security and data protection and their their their adjacency is you're not a security company but it's a kind of a cousin if you will. And and both of those areas have always been an afterthought after you get snake bitten, you close the barn door kind of thing and it's a bolt on. Okay. I got my application it's all hard and I got my database and ready to go, oh hey how do we back this thing up as an afterthought when I think containers and and and I think kubernetes I think developers I think infrastructure as code and now you're designing in security and data protection focusing on the ladder obviously. How does the cast and acquisition and what H. P. S doing on containers fit into that context and how do you see it evolving overall? >>Yeah that's a great question and there's two pastoring. I mean if you look at the way that HP moves to market and you look at the themes and the focus they've had now for the last three plus years with regard to that data center transformation and the movement and modernization of it. This has been a part of it But as you exactly said, this is a new type of context point has come in. Obviously we acquired casting as you alluded to early in 2020 because for us we absolutely believe that this is a core component righty. And you raised the point perfectly there Dave it used to be a component after you're snakebit, it's not today. I mean you alluded to it with regard to what's going on in the news over the last few weeks or so. It's nowhere near an afterthought Now it's a component that's built in from the start and that's why when you look at some of those studies about the spend in this area overall it isn't an afterthought anymore but I agree with you, it was when you look back a number of years and so for us casting build a very key area of our portfolio but it also allowed us with HP to double down on another area of investment for themselves. Esmeralda is a key play for HP moving forward. You can get casting on the Admiral marketplace and that's another example, as I was saying, it doesn't matter how you keep evolving your relationship with HP, how you keep drawing down from the portfolio, you want to make sure that the data protection, you've got the simplified data protection across all of these areas, is there from the start? And what we're finding is with Greenfield sites, with new applications with new deployments where containers kubernetes really comes into play. They are looking to buy it together at the start so that they can focus on learning, acquiring deploying and really maximizing the benefit of kubernetes and not worry about that snakebite component you talked about. So for us, you know, it supports our portfolio and it allows us to stay with HP as they continue to evolve their strategy. >>That SG Stat of 50% growth in data protection is pretty amazing and it's funny, I think back to the insight acquisition uh VM and you know, conventional wisdom would have said, oh wow, what a bummer. They bought this thing right before a global pandemic in an economic downturn. It's but in this, in your businesses like real estate with pre pandemic post pandemic evaluation should be skyrocketing is as a function of of the heightened focus on digital and security and data protection. So it's really an exciting time. Um if I were to ask you this question 10 years ago where where HP envy emceeing joint success in the marketplace? It would have been, well of course, virtualization, it's all the >>rage. Where >>are you seeing success today? >>And that's a great question and it's interesting you talk about it with the pandemic. I'll be honest, the last recession us that I was in the digital messaging market and at that point when economies get tight, everybody invest in cheaper types of marketing, which is digital messaging. Now we've got a pandemic and guess what, everybody is looking at this area of the market again with protection. And I think to your point, it's a great Russian. What we're finding is the word hybrid and it's it's a well overplayed term, but it's reality of the scenario. You know, we came through and started our journey of being here in the virtual world, but we moved into the physical and that's where we've been having so much success with HP as well. And now as we move towards that cloud world, um and to a degree, the application world with office 365 etcetera, what you're seeing is that hybrid need. We're seeing that the large enterprises that have relied on HP for so many years are also looking for that ubiquitous data protection layer. And because we have it so well baked into all the different parts of the portfolio, it's a seamless ability to just continue to exp fan utilization of the portfolio. So from our point of view, we're seeing fantastic against bright success. We're seeing it in some of these verticals like medical, like financial, the big corcoran pillars of society is related to the economic and industrial models. We're seeing those areas come on board, but we're also seeing people look at what I would classify as some of the Greenfield projects and that's a different viewpoint because if you look back at the history of HP as well, they were fantastic provider for the foundation of the core business. Now, what we're finding is that coming to HP envy and saying, hey, new areas Greenfield want to start fresh with a new approach, less of the legacy concern I've had before. How can we look at these new projects I'm working on. So we're seeing in the enterprise, we're seeing in what I would classify as traditional type of verticals and now we're starting to see that acceleration in some of these Greenfield projects, which is key. And that's something we've really, really enjoyed. And last part I'd say on that one as well is from a geographic basis. We are seeing all of our regions come up. Um, and the reason why that's important is sometimes you see alliances that have success in one market or one area, We're seeing the year over year growth in a mere be faster than we've ever seen. We're seeing are America's growth growth year over year and Asia is continuing to explode for us together. And so from that point of view, I think what that's telling us is that the customers resonate on what we're producing together. And so from that point of view, we're very ubiquitous in our level of value to customers and we're hoping to carry that on moving forward. >>Well, it's two trusted brands. Obviously, you know, the Hewlett Packard enterprise name and that stands out and is no longer start up with a funny name is >>you're proven >>In the marketplace, you just had a major release. I think it was V- 11. I'm not great the greatest products but um, earlier this year, wondering how that impacted the alliance? Was that fit? >>Yeah. Great question. And to your point, some people still have trouble with the name, but overall you're right, we do tend to find that we're in a good spot nowadays with regards to recognition and I D. C. Just released some fantastic statistics on growth and another record breaking year for being both from the sequential growth and the year over year growth for the second half of 2020. Moving us up into the number two position for the first time, which again, is a testament to the success were also having with HP and when you look at what happened on V 11, because as I mentioned at the start of this discussion, every one of our major releases has had HPV baked into it. And V 11 was a big release for us. There was a lot of pent up development work we were trying to get done and what we focused on with this again, especially for the enterprise, was looking at the HP portfolio and looking at faster speeds, faster speeds, have an economic value. We increased our speed and performance with HP primera, we increase it with HP nimble. We also made a really significant when we're working with HP store. Once we did a lot of evolution on that for a huge space savings, which together really values the customer and then finally where we've also found the customers asked for a lot of development from us together is consolidated with an all in one backup type of approach with the HP Apollo series. So from that point of view, we focused on the experience of the customer because the integrations are so solid. We're now fine tuning to increase that ri for the customer and V 11 was a big component of that, what I >>love about Wien David. So I used to be an I. D. C. For years and you just mentioned that the study that came out and you're number two and >>I've been talking a lot of your >>executives recently, you've, you've, you've thrown out that stand a lot number two. Number two. But, but when I was in to see everybody wanted to be number one at something, so you could say, oh, hey, we're number one backup company with the green logo. Hey, we're number one, >>but you're not >>doing that. And I'm joking about the green logo, but you actually are the number one. I think I'm correct in saying this, the number one pure play and back up in data protection and you don't, you don't stand up on that mantle. And I was asking some executives why? And you're like, well, no, because we want to be number one, that's what, that's our objective. You know, we're not gonna claim number one now until we get to number one and we'll claim real number one. So I like that about you guys. You, you set the mark the mark high. But so I love that. Um, >>I appreciate it. Yeah. How should >>people be thinking about the future of your relationship with HP the rest of this year and beyond? >>Yeah, great question. And I do really do appreciate that comment because it's an easy one to sort of pick up on it. And it comes down to the attitude. It comes down to our attitude with regards to there's nothing wrong with fight. There's nothing wrong with making sure you continue to have a north star that you never want to stop getting too. And I think that's a testament to the development of the products and, and overall our attitude to working in the field and working with our alliances. And when you look about, when you ask the question, excuse me. Dave about, you know, where do we see the HP envy moving forward, consistency, consistency is key for us for 10 years. We've been consistent in providing value And we want to continue doing that for another 10 years moving forward. And as we evolve our portfolio and you look at our Act two and as you talked about some of the things you talk to are the executives about. When you look at, we're moving forward, we're doing that in conjunction and we believe as you move forward with regards to some of the things HPR Do we want that consistency of integration? We want that consistency of experience to the customer. We want that consistency of listening and developing our engineering resources together to address that need. And again, it sounds like a really obvious answer and it is, but the difference on the back of this one, to be honest with you, Davis, we proved this again and again and again. And as you look at the Truman data protection solution and you do it in conjunction with HP, it's one of those things where we're so proud to make sure we keep working hard together and pushing each other to be better for our customers, that we're really excited about how it moves forwards. Were also, and again, we're not going into any juicy secrets here, but I wouldn't be surprised if V 12 that comes here in the, in the future also has another little nice street related to HPV as well. So from that point of view, um, you should have consistency, you should have trust and you should be excited about the fact that the investment and the joint alliance is stronger than it's ever been. >>Well, you guys are setting the marks, uh, certainly the competitive landscape gets tougher and tougher, but you guys are, are leading, you're moving fast, you get a great product to move at the speed, the speed you're, you are and growing at the pace you are for a billion dollar company is impressive. So congratulations on that and you're not done yet. So thanks >>for, thanks for that. We're excited about discover here. This is again, another, I think this is almost the ninth plus year. We've been been a strong sponsor of it. We're excited about H. P. S future as well here together. Um, and hey, we do this together. So we're great to see it moving forward, >>David, Great to see you again. Thanks so much. >>Thanks so much. Dave as always appreciate the time. >>Thank you for being with us. For HP. You discover 2021, the virtual edition. You're watching the Cube, the leader in digital tech coverage. >>Mm.

>>Welcome back to HPD discovered 2021 the virtual version of the show. My name is Dave valentin. You're watching the cube we're here with David Harvey is the vice president of strategic alliances at VM. David. Good to see you. How you doing? >>I'm well thanks. David yourself you've been good, >>yep dude, great, thank you. Hey, you've heard the term follow the money, we're going to follow the data. How about so HP and Wien? You're celebrating a 10 year milestone in your alliance. That's a lot of good parties at at the HP discover shows and uh of course we miss miss being face to face this year but next year we'll be back rocking but uh talk a little bit about what that milestone means to you. >>Yeah, Thanks. Dave. And you're right. It is a milestone. I mean when >>you look at alliances or >>Partnerships overall, it's crazy that you can maintain this depth of partnership is depth of relationship and this success for 10 years. I mean H. P. Was our number one alliance that we started working with when we started being X number of years ago. Um and the reason for that was that we really came together from the very start with a philosophy about the approach we wanted to provide to the customer and also the synergy of technology um and 10 years is a long time. I mean, how many alliances that you've seen in the industry Um that have managed to maintain for 10 years and we're stronger than ever as we come into this point and that's amazing. So from that point of view we're really excited for this 10 year milestone. We're really pleased at the investment from both sides as maintained and grown through that time period. Um and as you said, it's a shame we're not doing this in person, but this is a great event for us and that's why we're so proud to be top sponsor this year and supporting the charge for discovered. Well, >>congratulations on that milestone immunity. So often when I talk to folks that are in your role, they'll complain and yeah, we do it. We have a lot of numbers, but not a lot of marijuana and not a lot of fruitful partnerships and they'll do barney deals. I love you, you love me, you will do a press release, but it's not driving and I happen to know that the HPV in relationship is very productive and I think, you know, one of the key moves when when HP split itself into it took its, you know, competitive data protective product that sold that off and then that just opened up a whole new opportunity for the relationships and was a game changer. So but looking back, what do you think was the meaningful sort of investment that the alliance has really made together? >>Yeah, great question. >>And it's a really >>cheesy answer, but it's, it's one of those very rare scenarios, where is the truth and his death? You know, the depth of discussion from the very start was really what >>Built that foundation, we were the launch back up part of the three >>part, um, and every release team has done since then has had a key HP component to it. And more importantly, as you said, as HP has evolved through that period, the divestiture and >>the overall movement of their portfolio. >>We've continued to listen to each other on what >>is important to both parties. But while that's great from the relationship and the alliance, >>the one thing that's never changed is the response of the customer to saying, not only have you integrated together on technology, you've unified your message, you provide a supply chain that is meaningful to my business by simplifying and providing value and you continue to evolve. You continue to adjust and move as you've gone through the time period and our needs have changed. I mean we started with servers, we worked with storage, we're with green lake esmeralda like all across that portfolio. We found a way to continue to listen to each other and what's important and that's been q. >>So what are the waves that you're, you're surfing here, You put on the binoculars and look forward. What are going to be the most important areas that you guys invest in and focus on in the future? >>Yeah, great question. I mean we're focused on three things for the, for the medium to short term here and looking at there is rapidly recovering your data. You know, the news at the moment is exploding related to issues companies are having, which is so unfortunate and recovering data quickly. It's an economic component is not just about the ability to do it fast, it's about the fact that the quicker you bring data back in this circumstance where you have to, the better it is for your bottom line. We also simplify that data protection and the reason for that is that if you look at the diversity of the portfolio HP has, you want unification regardless of what products you're buying from HP, you want to make sure that you're working with solutions that work with all of those different parts of it. As I mentioned, service storage as moral Green Lake et cetera. And so that simplification of data protection is huge. And finally it's getting your data protection as a service. We've been working with Green Lake for a good number of years now and it's one of the fastest growing areas of our partnership. But if you bring those three things together, the customers are deciding that modern data protection needs that they have, they're looking at the hybrid world, they're looking at all parts of the portfolio from the thought leaders, they work with specifically HP and they're wanting to make sure that they've got that unification moving >>forward and that whatever >>decisions they make with the infrastructure, the underlying protection of their data continues to be a core component that they can evolve with as they move their needs forward. >>You talk about that speedy recovery, there's so much in the news today, we're seeing all this, all this ransomware, I mean it's bringing down organizations, it's affecting supply chains all over the world very concerning. And there's two dimensions here. One is the speed to recover. We can all relate, you know, when your laptop freezes like, oh, I gotta reboot and it takes five minutes and you're frustrated. Imagine your whole business, you know, it takes half a day to recover. That's huge. The other dimension, of course, is how much data you lose in that recovery and you try to compress that arpeggio right is to so as tight as possible. And that's the other sort of value that that customers look for from a combination of HP envy them. So, but I want to ask you so we're here at HP covering HP discover you can't talk about hB without getting a kool aid injection of Green Lake and as a service. And we're how are you guys sort of addressing those as a service needs for today's customers? >>Yeah, it's a great question. And by the way, kudos, you can be a salesperson force with our pos and all those keywords. I love it. But what I would say overall is that when you look at the changing way customers are spending, um it depends on where they're structuring their financial desires, whether it's the Capex world, the optics world etcetera. And Green Led by its nature allows you to look at having the control of a physical component. But having the economic structure of in some respects pay as you go when you look at it in that component. And so you're avoiding that capital investment concern. But you're getting the power and the strength of the management component as well. And that's what's really important. I mean when you look at overall movement. S you did a really interesting report recently and they're saying that spending on data center protection is gonna grow 50% this year in 2021. Looking at improving that level of key component for their data centers as they go through that modernization and so from that point of view, what we're seeing and this is applicable for HP more than anybody else. Is that the speed that they came out with the Green Lake a number of years ago allowed customers, especially the big enterprises, we're having a massive amount of success together, enabled them to decide the economic buying model that they wanted and to combine that with the best of breed service and management and control. So from our point of view, that's something we've been investing within a long period of time now, not only on the solutions but also on how we go to market together. Our field team is working very closely with their field team within Green Lake to be there so that the customer can utilize it as a tool and not feel like they're having a different conversation because we're so baked in with the rest of the organization. So from our point of view, Green like his key to how things are moving forward and other things that the storage departments doing as well as they look at some of their >>new >>ways with their announcements we've, they've recently made with buying down on demand and new products they're having. So it's allowing the customer to have that choice and from us, it forms a core component of how we're working together. However you >>decide you want to consume the HP >>portfolio. You should have the ability for us to seamlessly work with it. And to your point, that's why that growth rate on our oi but more importantly on the revenue and the amount of growth of our customers year over year have really embraced that synchronization together. >>David, I think of your thoughts on containers. Generally. I want to I want to talk about the casting acquisition specifically but I want to ask about it in the context of the two things. One is just kind of the overall where you see that going and and how you're working with H. P. E. On that. But the other is as it relates to two of the most vexing problems for I. T. Folks in the past have been been security and data protection and their their their adjacency is you're not a security company but it's a kind of a cousin if you will. And and both of those areas have always been an afterthought. After you get snake bitten, you close the barn door kind of thing and it's a bolt on. Okay. I got my application it's all hard and I got my database and ready to go oh hey how do we back this thing up as an afterthought when I think containers and and and I think kubernetes I think developers I think infrastructure as code and now you're designing in security and data protection focusing on the ladder obviously how does the cast and acquisition and what H. P. S doing on containers fit into that context and how do you see it evolving overall. >>Yeah that's a great question. And there's two pastoring. I mean if you look at the way that HP moves to market and you look at the themes and the focus they've had now for the last three plus years with regard to that data center transformation and the movement and modernization of it. This has been a part of it but as you exactly said this is a new type of context point has come in. Obviously we acquired casting as you alluded to early in 2020 because for us we absolutely believe that this is a core component righty and you raised the point perfectly there Dave it used to be a component after you're snakebit, it's not today. I mean you alluded to it with regard to what's going on in the news over the last few weeks or so. It's nowhere near an afterthought Now it's a component that's built in from the start and that's why when you look at some of those studies about the spend in this area overall it isn't an afterthought anymore but I agree with you, it was when you look back a number of years and so for us casting build a very key area of our portfolio but it also allowed us with HP to double down on another area of investment for themselves. Esmeralda is a key play for HP moving forward. You can get casting on the Admiral marketplace and that's another example, as I was saying, it doesn't matter how you keep evolving your relationship with HP, how you keep drawing down from the portfolio, you want to make sure that the data protection, you've got the simplified data protection across all of these areas, is there from the start? And what we're finding is with Greenfield sites with new applications with new deployments where containers kubernetes really comes into play. They are looking to buy it together at the start so that they can focus on learning, acquiring deploying and really maximizing the benefit of kubernetes and not worry about that snakebite component you talked about. So for us, you know, it supports our portfolio and it allows us to stay with HP as they continue to evolve their strategy. >>That SG Stat of 50% growth in data protection is pretty amazing and it's funny, I think back to the insight acquisition of'em and you know, conventional wisdom would have said, oh wow, what a bummer. They bought this thing right before a global pandemic, in an economic downturn, it's but in this, in your businesses like real estate with pre pandemic post pandemic evaluation should be skyrocketing is is a function of of the heightened focus on digital and security and data protection. So it's really an exciting time. Um if I were to ask you this question 10 years ago, where where hp envy emceeing joint success in the marketplace, it would have been, well of course virtualization, it's all the rage. Where are you seeing success today? >>And that's a great question and it's >>interesting you talk about it with the pandemic. >>I'll be honest, the >>last recession us had, I was in the digital messaging market and at that >>point when economies get tight, everybody invest >>in cheaper types of marketing, which is digital messaging. Now, we've got a pandemic and guess what, everybody's looking at this area of the market again with protection. And I think to your point, it's a great question. What we're finding is the word hybrid and it's it's a well overplayed term, but it's reality of the scenario. You know, we came through and started our journey of being here in the virtual world, but we moved into the physical and that's where we've been having so much success with HP as well. And now as we move towards that cloud world, um and to a degree, the application world with Office 365 etcetera. What you're seeing is that hybrid me, we're seeing that the large enterprises that have relied on HP for so many years are also looking for that ubiquitous data protection layer >>and because we >>have it so >>well baked into all the >>different parts of the portfolio, it's a seamless ability to just continue to expand the utilization of the portfolio. So from our point of view, we're seeing fantastic enterprise success. We're seeing it in some of these verticals >>like medical, like >>financial, the big corporate pillars of society is related to the economic and industrial models. We're seeing those areas come on board, but we're also seeing, people will look at what I would classify some of the Greenfield projects and that's a different viewpoint because if you look back at the history of HP as well, they were fantastic >>provider for the >>foundation of the core business. Now, what we're finding is that coming to HP envy and saying, Hey, new areas Greenfield want to start fresh with a new approach, less of the legacy concern I've had before. How can we look at these new projects I'm working on? So we're seeing in the enterprise, we're seeing in what I would classify as traditional type of verticals and now we're starting to see that acceleration in some of these Greenfield projects, which is key. And that's something we've really, really enjoyed. And last part I'd say on that one as well is from a geographic basis. We are seeing >>all of our regions come up. Um and the reason why >>that's important is sometimes you see alliances that have success in one market or one area, we're seeing the year >>over year growth in >>a mere be faster than we've ever seen. We're seeing are America's growth growth year over year and Asia is continuing to explode for us together. And so from that point of view, I think what that's >>telling us is that the customers resonate on what we're producing together. And so from >>that point of view we're very >>ubiquitous in our level of value to customers and we're hoping to carry that on moving >>forward. Well it's >>two trusted brands. Obviously, you know the Hewlett Packard Enterprise name and that stands out and is no longer a start up with a funny name is You've proven in the marketplace, you just had a major release. I think it was V- 11. I'm not great the greatest products but um earlier this year, wondering how that impacted the alliance. Was that fit? >>Yeah. Great question. And to your point, some people still have trouble with the name but overall you're right, we do tend to find that we're in a good spot nowadays with regards to recognition. And I D. C just >>released some >>fantastic statistics on growth and another record breaking year for being both from the sequential growth and the year over year growth For the second half of 2020. Moving us up into the number two position for the first time, which again is a testament to the success were also having with hp and when you look at what happened on V 11, because as I mentioned at the start of this discussion, every one of our major releases has had HPV baked into it. And V 11 was a big release for us. There was a lot of pent up development work we were trying to get done and what we focused on with this again, especially for the enterprise, was looking at the HP portfolio and looking at faster speeds, faster speeds, have an economic value. We increased our speed and performance with HP Primera. We increase it with HP Nimble. We also made a really significant when we're working with HB store. Once we did a lot of evolution on that for a huge space savings which together really values the customer and then finally where we've also found the customers asked for a lot of development from us together is consolidated with an all in one backup type of approach with the HP Apollo series. So from that point of view, we focused on the experience of the customer because the integrations are so solid. We're now fine tuning to increase that ri for the customer and V 11 was a big component of that. >>What I love about Wien David. So I used to be an I. D. C. For years and you just mentioned that the study that came out and you're number two and I've been talking a lot of your executives recently, you've, you've thrown out that stand a lot number two. Number two. But, but when I was about to see everybody wanted to be number one at something. So you could say, oh, hey, we're number one backup company with the green logo. Hey, we're number one, but you're not doing that. And I'm joking about the green logo, but you actually are the number one. I think I'm correct in saying this, the number one pure play and back up in data protection. And you don't, you don't stand up on that mantle. And I was asking some executives why? And you're like, well, no, because we want to be number one, that's what, that's our objective. You know, we're not going to claim number one now until we get the number one will claim real number one. So I like that about you guys, you, you set the mark, the mark high. But so I love that. Um, >>I appreciate I have >>how should people be thinking about the future of your relationship with H. P. E. You know, the rest of this year and beyond? >>Yeah, great question. And I do really do appreciate that comment because it's an easy one to sort of pick up on it. And it comes down to the attitude. It comes down to our attitude with regards to there's nothing wrong with fight. There's nothing wrong with making sure that you continue to have a north star that you never want to stop getting too. And I think that's a testament to the development of the products and, and overall our attitude to working in the field and working with our alliances And when you look about, when you ask the question, excuse me Dave about, you know, where do we see the HP envy moving forward, >>consistency, consistency >>Is key for us for 10 years, we've been consistent in providing value And we want to continue doing that for another 10 years moving forward. And as we evolve our portfolio and you look at our Act two and as you talked about some of the things you've talked to, other executives about when you look at, we're moving forward, we're doing that in conjunction and we believe as you move forward with regard to some of the things HPR Do we want that consistency of integration? We want that consistency of experience to the customer. We want that consistency of listening and developing our engineering resources together to address that need. And again, it sounds like a really obvious answer and it is, but the difference on the back of this one, to be honest with you, Davis, we proved this again and again and again. And as you look at the Truman data protection solution and you do it in conjunction with HP, it's one of those things where we're so proud to make sure we keep working hard together and pushing each other to be better for our customers, that we're really excited about how it moves forwards. Were also, and again, we're not going into any juicy secrets here, but I wouldn't be surprised if V 12 that comes here in in the future also has another little nice street related to HPV as well. So from that point of view, um, you should have consistency, you should have trust and you should be excited about the fact that the investment and the joint alliance is stronger than it's ever been. >>Well, you guys are setting the marks. Uh, certainly the competitive landscape gets tougher and tougher, but you guys are are leading, you're moving fast, you get a great product to move at the speed, the speed you're, you are and growing at the pace you are for a billion dollar company is impressive. So congratulations on that and you're not done yet. So thanks >>for, thanks for that. We're excited about discover here. This is again, another, I think this is almost the ninth plus year. We've been been a strong sponsor of it. We're excited about H. P. S future as well here together. Um, >>and hey, we do this together. So we're great to see >>it moving forwards. >>David, Great to see you again. Thanks so much. >>Thanks so much. Dave as always appreciate the time. >>Thank you for being with us for hp. You discover 2021, the virtual edition. You're watching the Cube, the leader in digital tech coverage. Mhm. Mhm

>> Hi, I'm Peter Burroughs. And welcome to another cube conversation. This one is part of a very, very special digital community event sponsored by day trip. What we're going to be talking about today. Well, date comes here with a special product announcement that's intended to help customers do a better job of matching their technology needs with the speed and opportunities to use their data differently within their business. This is a problem that every single customer faces every single enterprise faces, and it's one that's become especially acute as those digital natives increasingly hunt down and take out some of those traditional businesses that are trying to better understand how to use their data. Now, as we have with all digital community events at the end of this one, we're gonna be running a crowd chat, so stay with us, will go through a couple of day trim and datum customer conversations, and then it'LL be your turn toe. Weigh in on what you think is important. Ask the questions of Data Room and others in the community that you think need to be addressed. Let's hear what you have to say about this increasingly special relationship between data technology and storage services. So without further ado, let's get it kicked off. Tim Page is the CEO of Datum. Tim, Welcome to the Cube. Thank you, Peter. So data give us a quick take on where you guys are. >> Yeah, Day tree ums formulated as a software to find converged infrastructure company that takes that converges to the next level. And the purpose of us is to give the user the same experience, whether you're working on Prem or across multi cloud. >> Great. So let's start by saying, that's the vision, but you've been talking a lot of customers. What's the problem that you keep hearing over and over that you're pointing towards? >> Yeah, it's funny. So it's so meet with the number CEOs over the years and specifically is related to a tree, and they'LL tell you they were on an on demand economy that expects instant outcomes, which means you have to digitally transform. And to do that, you've got to transform it, which means it's got to be easy. It's got to be consistent. You've got to get rid of a lot of the management issues, and it's got a feel and take advantage of the services that cloud has to offer. >> All right, so that's the nature of the problem. You've also done a fair amount of research looking into the specifics of what they're asking for. Give us some insight into what day terms discovering as you talk to customers about what the solutions are going to look like. >> It's interesting. So if you look at how to resolve that, you've got to conf urged to transform in some form or fashion. If you look at the first level of convergence a lot of people have done, it's been directly as relates the hardware architecture. We've taken that to a whole new level until Point were saying, How do you actually automate those mundane task that take multiple groups to solve specifically primary backup disaster recovery? All the policies involved in that is a lot of work that goes into that across multiple groups, and we set out to solve those issues, >> so there's still a need for performance. There's still the need for capacity to reduce management time and overhead etcetera. But Tim, as we move forward, how our customers responding this you're getting some sense of what percentage of them are going, Teo say Yeah, that's it >> s so interesting. So we could start a survey and got over five hundred people leaders to respond to it. It's interesting is they talk about performance management security, but they're also talking about consistency of that experience. And specifically, we asked how many of you is important to have your platform have built in backup and policy services with encryption built in et cetera. We got a seventy percent rate of those applicants of those those people interviewed saying is really important for that to be part of a plan. >> So it sounds like you're really talking about something Mohr than just a couple of products. You really talking about forcing customers or you're not forcing. Customers are starting the process of rethinking your data infrastructure, and I got that right. >> That's right. If you look at how infrastructure is grown in the last twenty years, right? Twenty years ago, san technology was related, and every time you throw open app, you had to put different policies that Apple put different one tight management to how much of my resources and go to certain things. We set out to actually automate that which is why it took us four years. To build this platform with a hundred programmers is, Well, how do we actually make you not think about how you're going to back up? How do you set a policy and no disaster recovery is going to run? And to do that, you've gotta have it one code base and we know we're on to something, even based on our survey, because the old array vendors are all buying Bolton's because they know users want an experience. But you can't have that experience with the ball time. You have to have it your fundamental platform. >> Well, let me let me step in here. So I've been around for a long time him and heard a lot of people talk about platforms. And if I have kind of one rule companies and introduce platforms that just expand, typically failed companies that bring an opinion and converge more things so it's simpler tend to be more successful. Which direction's date >> going? So we definitely That's why we took time, right? If you want to be an enterprise class company, you can't build a cheap platform in eighteen months and hit the market because were you, architect, you stay. So our purpose from the beginning was purposefully to spend four years building an enterprise clap platform that did away with a lot of the mundane task seeing management That's twenty years old. Technology right? One management. So if you're buying your multi cloud type technology experience in cages, you're just buying old stuff. We took an approach saying, We want that consistent approach that whether you're running your services on from or in any type of cloud, you could instantly take advantage of that, and it feels the same. That's a big task because you're looking to run the speed of storage with the resiliency of backup right, which is a whole different type of technology. Which is how our founders, who have built the first words in this went to the second, almost third version of that type of oven. Stan she ation of a platform. >> All right, so we know what the solution is going to look like. It's going to look like a data platform that's rethought to support the needs of data assets and introduces a set of converge services that really focus the value proposition to what the enterprise needs So what do you guys announcing? >> That's exactly right. So we've finalized what we call our auto matrix platform. So auto matrix in inherently In it we'LL have primary backup Disaster recovery D Our solution All the policies within that an encryption built in from the very beginning. Soto have those five things we believe toe actually have on the next generation experience across true multi cloud. You're not bolting on hardware technologies. You're bolting on software technologies that operate in the same manner. Those five things have to be an errand or you're a bolt on type company. >> So you're not building a platform out by acquisition. You build a platform out by architecture and development. >> That's right. And we took four years to do it with one hundred guys building this thing out. It's released, it's out and it's ready to go. So our first we're announcing is that first in Stan she ation of that as a product we're calling control shift, which is really a data mobility orchestrator. True sas based you could orchestrate from the prime from the cloud cloud to cloud, and our first generation of that is disaster recovery so truly to be able to set up your policies, check those policies and make sure you're going to have true disaster recovery with an Rto zero. It's a tough thing we've done it. >> That's upstanding. Great to hear Tim Page, CEO Data Room, talking about some of the announcement that were here more about in the second. Let's now turn our attention, Teo. A short video. Let's hear more about it. >> The bank is focused on small businesses and helping them achieve their success. We want to redesign the customer engagement in defining the bank of the future. This office is our first implementation of that concept, as you can see is a much more open floor plan design that increases the interaction between our lead bank associates and our clients with day tree and split provisioning. Oliver Data is now on the host, so we have seen eighty times lower application. Leighton. See, this gives our associates instant responses to their queries so they can answer client questions in real time. That time is always expensive in our business. In the past we had a forty eight hour recovery plan, but with the atrium we were able to far exceed that plan we've been able to recover systems in minutes now instead of backing at once per day with that backup time taking eighteen hours. Now we're doing full system snapshots our league, and we're replicating those offsite stay trim is the only vendor I know of that could provide this end to end encryption. So any cyber attacks that get into our system are neutralized with the data absolution. We don't have to have storage consultants anymore. We don't have to be stored. Experts were able to manage everything from a storage perceptive through the center, obviously spending less time and money on infrastructure. We continue to leverage new technologies to improve application performance and lower costs. We also want to animate RDR fail over. So we're looking forward to implementing daydreams. Product deloused orchestrate an automaton. RDR fell over process. >> It is always great to hear from a customer. Want to get on Peterborough's? This's a Cube conversation, part of a digital community event sponsored by Data Room. We were talking about how the relationship between the new digital business outcomes highly dependent upon data and the mismatch of technology to be able to support those new classes of outcomes is causing problems in so many different enterprises. So let's dig a little bit more deeply into someone. Tatum's announcements to try to find ways to close those gaps. We've got his already who's the CTO of data on with today, says all are welcome to the Cube, >> that being a good to see you again. >> So automate tricks give us a little bit more toe tail and how it's creating value for customers. >> So if you go to any data center today, you notice that for the amount of data they have their five different vendors and five different parts to manage the data. There is the primary storage. There is the backup on DH. There is the D R. And then there's mobility. And then there is the security or think about so this five different products, our kind of causing friction for you if you want to move, if you want to be in the undermanned economy and move fast in your business, these things are causing friction. You cannot move that fast. And so what we have done is that we took. We took a step back and built this automatics platform. It's provides this data services. We shall kind of quality that autonomous data services. The idea is that you don't have to really do much for it by converging all this functions into one simple platform that we let him with all the friction you need to manage all your data. And that's kind of what we call auto metrics that >> platform. So as a consequence, I gotta believe, Then your customers are discovering that not only is it simpler, easy to use perhaps a little bit less expertise required, but they also are more likely to be operationally successful with some of the core functions like D are that they have to work with. >> Yeah, So the other thing about these five five grandpre functions and products you need is that if you want to imagine a future, where you going, you know, leverage the cloud For a simple thing like the R, for example, the thing is that if you want to move this data to a different place with five different products, how does it move? Because, you know, all these five products must move together to some of the place. That's not how it's gonna operate for you. So by having these five different functions converge into one platform is that when the data moves between the other place, the functions move with it giving the same exist same exact, consistent view for your data. That's kind of what we were built. And on top of all the stuff is something we have this global data management applications to control the all the data you have your enterprise. >> So how are customers responding to this new architecture of autumn matrix converge services and a platform for building data applications? >> Yeah, so our customers consistently Teyla's one simple thing is that it's the most easiest platform there ever used in their entire enterprise life. So that's what we do aimed for simplicity for the customer experience. Autonomous data services give you exactly that experience. So as an example, last quarter we had about forty proof of concept sort in the field out of them, about thirty of adopted already, and we're waiting for the ten of the results to come out this quarter. So generally we found that a proof of concept don't come back because once you touch it, experience simplicity offered and how how do you get all this service is simple, then people don't tend to descend it back. They like to keep it and could have operated that way. >> So you mentioned earlier, and I kind of summarizing notion of applications, Data services, applications tell us a little bit about those and how they really toward a matrix. >> Right? So once you have data in multiple places, people have not up not a cloud. And we're going to also being all these different clouds and report that uniform experience you need this date. You need this global data management applications to extract value out off your data. And that's kind of the reason why we built some global data management applications. I SAS products, I think, install nothing to manage them. Then they sit outside and then they help you manage globally. All the data you have. >> So as a result, the I and O people, the destruction operations administrators, I can think of terms of automata whose platform the rest of the business could look at in terms of services and applications that through using and support, >> that's exactly right. So you get the single dashboard to manage all the data. You have an enterprise >> now I know you're introducing some of these applications today. Can you give us a little peek into? Yeah. >> Firstly, our automatics platform is a soft is available on prime as a software defined converge infrastructure, and you can get that we call it D V X. And then we also offer in the cloud our services. It's called Cloud Devi Ex. You could get these and we're also about kind off announcing the release ofthe control shift. It's over for one of our first date. Imagine applications, which kind of helps you manage data in a two different locations. >> So go over more specific and detail in the control shift. Specifically is which of those five data services you talk about is control shift most clearly associating with >> right. So if you go toe again back to this question about like five different services, if you have to think about B r o D. R. Is a necessity for every business, it's official protection. You need it. But the challenge is that you know that three four challenges you gently round into the most common people talk about is that one is that you have a plan. You'LL have a proper plan. It's challenging to plan something, and then you think about the fire drill. We have to run when there's a problem. And then last leaving actually pushed the button. Tofail over doesn't really work for you. Like how fast is it going to come up? So those three problems we can have one to solve really like really solidly So we call our service is a dear services fail proof tr that's actually takes a little courage to say fail proof. So control shift is our service, which actually does this. The orchestration does mobility across the two different places from could be on prime time on Prem on prompted the cloud. And because we have this into end data services ourselves, the it's easy to then to compliance checks all the time so we could do compliance checks every few minutes. So what that gives you that? Is that the confidence that that your dear plan's going to work for you when you need it? And then secondly, when you push the button because you also prime restoration back up, it's then easy to bring upon your services at once like that, and the last one is that because we are able to then work across the clouds and pride, the seamless experience. So when you move the data to the cloud, have some backups there. When you push a button to fail over, we'LL bring up your services in via MacLeod so that the idea is that it look exactly the same no matter where you are in the D. R or North India and then, you know, you watch the video, watch the demos. I think they look and see that you can tell the difference. >> Well, that's great. So give us a little bit of visibility into how day Truman intends to extend these capabilities, which give us a little visibility in the road map. Next. >> So we are already on Amazon with the cloud. The next time you're gonna be delivering his azure, that's the next step. But But if I step back a little bit and how do we think about our ourselves? Like if you look at his example Google, Google, you know, fairies, all the data and Internet data and prizes that instant search for that instant like an access to all the data you know, at your finger finger tips. So we wanted something similar for enterprise data. How do we Federated? How do we aggregate data and the property? The customer, the instant management they can get from all the data. They have already extract value from the data. So those things are set off application We're building towards organic scum. Examples are we're building, like, deep search. How do you find the things you want to find? You know, I've been a very nice into to weigh. And how do you do Compliance? GPR. And also, how do you think about you know, some dependent addicts on the data? And so we also extend our control shift not to just manage the data on all platforms. Brawls hardly manage data across different platforms. So those kind of things they're thinking about as a future >> excellent stuff is already CTO daydream. Thanks very much for talking to us about auto matrix control shift and the direction that you're taking with this very, very extreme new vision about data on business come more easily be bought together. So, you know, I'll tell you what. Let's take a look at a demo >> in today's enterprise data centers. You want a simple way to deal with your data, whether in the private or public cloud, and ensure that dealing with disaster recovery is easy to set up. Always complied and in sync with the sites they address and ready to run as the situations require built on consistent backups, allowing you to leverage any current or previous recovery point in time with near zero rto as the data does not have to be moved in order to use it. Automated orchestration lets you easily test or execute recovery plans you have constructed with greater confidence, all while monitoring actions and progress from essential resource. This, along with maintaining comprehensive run books of these actions, automatically from the orchestration framework. Managing your Systems Day Tree in autumn matrix provides this solution. Run on local host flash and get the benefits of better performance and lower. Leighton sees back up and protect your data on the same converged platform without extracting it to another system while securing the data in your enterprise with end and encryption automating salas desired for your business needs with policy driven methods. The capture the what, when and where aspects of protecting your data, keeping copies locally or at other sites efficiently Move the data from one location to another weather in your private or public cloud. This is the power of the software defined converged infrastructure with cloudy are from day tree, um, that we call Oughta Matrix. >> Hi. And welcome back to another cube conversation once again on Peter Births. And one of the biggest challenges that every user faces is How did they get Mohr out of their technology suppliers, especially during periods of significant transformation? Soto have that conversation. We've got Brian Bond, who's the director of infrastructure? The meter A seaman's business. Brian, welcome to the Cube. >> Thanks for having me. >> So tell us a little about the meteor and what you do there. >> So E Meter is a developer and supplier of smart grid infrastructure software for enterprise level clients. Utilities, water, power, energy and, ah, my team was charged with managing infrastructure for that entire business units. Everything from Deb Test Q and sales. >> Well, the you know, the intelligent infrastructure as it pertains to electronica rid. That's not a small set of applications of small city use cases. What kinds of pressure is that putting on your infrastructure >> A lot of it is the typical pressures that you would see with do more with less doom or faster. But a lot of it is wrapped around our customers and our our other end users in needing more storage, needing Mohr at performance and needing things delivered faster on a daily basis. Things change, and keeping up with the Joneses gets harder and harder to do as time moves on. >> So as you think about day trims Auto Matrix. How is it creating value for you today? Give us kind of, Ah, peek into what it's doing to alleviate some of these scaling and older and researcher pressures, >> So the first thing it does is it does allow us to do a lot more with less. We get two times the performance five times the capacity, and we spend zero time managing our storage infrastructure. And when I say zero time I mean zero time, we do not manage storage anymore. With the data in product, we can deploy thanks faster. We can recover things faster are Rto and R R P. O matrix is down two seconds instead of minutes or hours, and those types of things really allow us to provide, Ah much better level of service to our customers. >> And it's especially critical. Infrastructure like electronic grid is good to hear. That the Rto Harpo is getting is close to zero as possible. But that's the baseline today. Look out and is you and vision where the needs of these technologies are going for improving protection, consolidating converging gated services and overall, providing a better experience from a business uses data. How do you anticipate that you're goingto evolve your use of autumn matrix and related data from technologies? >> Well, we fully intend to to expand our use of the existing piece that we have. But then this new autumn matrix piece is going to help us, not witches deployments. But it's also going to help us with compliance testing, data recovery, disaster recovery, um, and also being able to deploy into any type of cloud or any type of location without having to change what we do in the back in being able to use one tool across the entire set of the infrastructure they were using. >> So what about the tool set? You're using the whole thing consistently, but what about the tool set when in easiest for you within your shop, >> installing the infrastructure pieces themselves in its entirety. We're very, very easy. So putting that into what we had already and where we were headed was very, very simple. We were able to do that on the fly in production and not have to do a whole lot of changes with the environments that were doing at the time. The the operational pieces within the D. V X, which is this the storage part of the platform were seamless as far as V Center and other tools that we're using went and allowed us to just extend what we were doing already and be able to just apply that as we went forward. And we immediately found that again, we just didn't manage storage anymore. And that wasn't something we were intending and that made our r I just go through the roof. >> So it sounds like time to value for the platform was reserved for quick and also it fit into your overall operational practices. So you have to do a whole bunch of unnatural acts to get >> right. We did not have to change a lot of policies. We didn't have to change a lot of procedures, a lot of sounds. We just shortened. We took a few steps out on a lot of cases. >> So how is it changing being able to do things like that, changing your conversation with your communities that you're serving a CZ? They asked for more stores where they ask for more capabilities. >> First off, it's making me say no, a lot less, and that makes them very, very happy. The answer usually is less. And then the answer to the question of how long will it take changes from? Oh, we can get that done in a couple of days or, oh, we can get that done in a couple hours to I did that while I was sitting here in the meeting with you, and it's it's been handled and you're off to the races. >> So it sounds like you're police in a pretty big bed and a true, uh, what's it like? Working with them is a company. >> It's been a great experience from from the start, in the initial piece of talking to them and going through the POC process. They were very helpful, very knowledgeable SCS on DH, and since then They've been very, very helpful in allowing us to tell them what our needs are, rather than them telling us what our needs are and going through and working through the new processes and the and the new procedures within our environments. They've been very instrumental and performance testing and deployment testing with things, uh, that a lot of other storage providers didn't have any interest in talking with us about so they've been very, very helpful with that and very, very knowledgeable people that air there are actually really smart, which is not surprising. But the fact that they can relay that into solutions to what my actual problems are and give me something that I can push forward on to my business and have ah, positive impact from Day one has been absolutely, without question, one of the better things. >> Well, it's always one of the big, biggest challenge when working with a company that just getting going is how do you get the smarts of that organization into the business outcomes that really succeeded? Sounds like it's working well. Absolutely. All right. Brian Bond, director Vital infrastructure demeanor, Seaman's business Thanks again for being on the Cube >> has been great >> on. Once again, this has been a cube conversation, and now what we'd like to do is don't forget this is your opportunity to participate in the crowd. Chat immediately after this video ends and let's hear your thoughts. What's important in your world is you think about new classes of data platforms, new rules of data, new approaches to taking great advantage of the data assets that air differentiating your business. Have those conversations make those comments? Asked those questions. We're here to help. Once again, Peter Bourjos, Let's go out yet.

>> Narrator: Live, from Miami Beach, Florida it's theCUBE covering UiPathForward Americas. Brought to you by UiPath. >> Welcome back to Miami everybody. You're watching theCUBE, the leader in live tech coverage. I'm Dave Vellante with my cohost Stu Miniman. We got all the action going on behind us. We are seeing the ascendancy of Robotic Process Automation, software robots. one of the leader's in that industry, one of the innovators, Daniel Dines is here, he's the founder and CEO of UiPath. Hot off the keynote, Daniel, thanks for coming on theCUBE. >> Daniel: Thank you for inviting me. >> Dave: You're very welcome, so, the great setup here, the Fontainebleau in Miami's an awesome venue for a conference this size; about 1500 people. In your keynote, you talked about your vision and we want to get into that but, go back to why you started UiPath. >> Daniel: I started UiPath to have joy at work, to do what I like, and to build something big. >> Dave: And you're a Developer, right? I mean you code-- >> Daniel: I am a Software Engineer. >> Dave: I mean, I can tell by the way you're dressed. (laughter) Developer CEO. >> Daniel: Yeah. >> Dave: Yeah, okay, so but you have a vision. You talked about a robot for every person. You mentioned Bill Gates, the PC for every person. I said a chicken for every pot, Harry Truman. What is that vision? Tell us about it. >> Daniel: Well, in our old day they work, we do a lot of menial stuff, repetitive, boring stuff. It's-- that is not human-- it's not human-like. Why not having this robot that we can talk to, we can command and just do the boring stuff for us? I think it's no-brainer. >> Dave: Right. >> Daniel: We just didn't think it's possible. We showed with our technology this is possible, actually. This is an angle of automation that people didn't think it was possible before. >> Dave: Well, so I neglected to congratulate you on your early success, I mean, you said one of your tenants is you're humble. So you got a lot of work to do, we understand that. But you've raised over $400 million to date, you just had a giant raise, we had Carl Eschenbach on in our Palo Alto studios. He was-- he was one of the guys in the round. So that's confirmation that this is a big market, we've pegged it at around a billion dollars today, 10x growth by 2023, so very impressive growth potential. What's driving that growth? >> Daniel: It's all from the customers. When they see it working, it's a "wow," it's different, they won't go back to the same way of delivering work. It's changing how people really work. You see people becoming joyful when we show them the robot, and they say, "I don't need to do this stuff anymore? Wow." Imagine people doing the same reports every day, going through hundreds of page and clicking the same-- this is, this is nirvana. >> Dave: And we saw customers, UnitedHealth was on stage today, Mr. Yamamoto has a thousand robots, Wells Fargo's up there, you had some partners. So you're doing that hard integration work as well. Stu, you noted that the global presence of this company was impressing you. You're thoughts on that. >> Stu: Yeah, absolutely, I mean first of all, company started in Romania, we had-- you know you don't see too many American keynotes where there's a video up there in a foreign language. It's Japanese with English subtitles, you've got customers already starting with a global footprint. What's it like being a founder in a start-up from Europe playing in a global marketplace? >> Daniel: Well, actually it help us to become-- we've been born global. We are one of the first start-ups born global from day one. We've been this company, with Japanese talent, Indian talent, Romanian talent, American talent. And being from this remote part of Europe help us... think big, because really are-- we cannot build this start-up only with Romanians. That's clear, we don't have the pool of talent. So why not just go in global, get the best talent we can and spread global? And we are one of the few companies in the world that has their revenue split equally across the three big continents. >> Stu: Yeah, Daniel, the other thing that struck me-- you're growing the company very fast. We talked about the money, but you said you're going to have over 4,000 employees by 2019. You know, I play a lot in the open source world, it's often small-team, you've got to go marketplace, how come you need so many employees for a software company? Maybe explain a little bit that relationship with a customer, how much you, you're technical people, what they need to do to interact and help them to grow these; is it verticals, you know, what's that dynamic? >> Daniel: Well, first of all, we hire more than 1,000 people in last year alone. We started from 200 and now we are 1,400. We need all these people because this technology is at the intersection of software and services. We need to help our customers scale, and we need to inject a lot of customer success people making our customer successful. My, my way of building a company is customer first. We want to offer this boutique type of approach to our customers, and they are happy. And they-- and we build this trust relationship. This is why we need so many-- We have 2,000 customers. Next year, we have 5,000 customers. We need our people to help them grow. >> Dave: We're going to have Craig Le Clair on a little later. He's the Vice President of Forrester Research. They've done a deep dive in this marketplace in the last couple years now. UiPath has jumped from number three to number one in the Forrester wave, and when you look at that report, really, the feature and function analysis shows you guys lead in a number of places. In listening to your keynote, I discerned several things that I wonder if you could explain for our audience. It sounds like computer vision is a key linchpin to your architecture, and there seems to be an orchestrator and then maybe a studio to enable simple low code, or even no code automations to be developed. Can you describe, so a layperson-- your architecture, and why you've been able to jump into the lead. >> Daniel: Well, we've done everything wrong as a start-up. We spent like seven years building a computer vision technology that-- it was of little use, back then. We did it just because we liked it. And now, this is our powerful weapon, because, what's important for this robot is to be accurate, and to be able to work in any situations. Why our technology works better, is that we do way better the extra mile of automation. 80% of the job anyone can do, even with free software. But the last 20% is where the real issues is. And with the last 20% there is no automation. And we are doing way faster. So all our signal sources-- the fact that we've done something against Lean, against every principal in start-up, we had the lecture in building so many years technology, without even envisioning the use. But when we found the market, and it was a great product market, then we scale the company. >> Dave: There are a couple key statistics that I want to bring up and get your thoughts on. We know that there are now more jobs than there are people to fill those jobs. We also know that the productivity hasn't been increasing, so your vision is to really close that gap through RPA and automation. So your narrative is really that you're not replacing humans, you're augmenting humans, but at the same time, there's got to be some training involved. You guys are making a huge commitment in training. You're going to train a million people, that's the goal, within three years. We have Tom Clancy on next. We're going to ask him how he's going to do that. But talk about that skills gap and how you're embracing re-training. >> Daniel: Well, we realize that at some point that change management, it's kind of the key-- it's the cornerstone of delivering this technology. Because there is inertia, there is fear, and-- if we bring, at the same time, automation and training, it solves this-- that solve this issue. And we have to think big; this is why: one million is a big goal, but we will achieve it because we-- I love my way to think big. I was thinking small for so many years, and thinking big it's like, it's like liberty. You sat down and realize, "Yes, you can." >> Stu: Daniel, we talk a lot about digital transformation. The automation often doesn't get talked, but in big companies; Microsoft, Oracle, SAP, seems a natural fit, I saw some of them are your partners, you came from Microsoft, maybe talk about that dynamic about how some of the, you know, big players that, you know, have the business process applications, how your solution fits with them, you know, are they going to be paying attention to this space? >> Daniel: Well, digital transformation, it's a big initiative for everybody. And RPA, it's actually right now, recognizes the first step in digital transformation. And obviously that if was RPA, AI, big business applications, it's not one single angle, but we covered the last mile of automation. We've covered the impossible, before, before this. And our automation first view of the world is beyond digital transformation because companies will exist after they build for digital transformation. But automation first is a, is a mindset. It's rethinking your operations by applying automation first. >> Dave: You have an open mindset, which is interesting. You even said on stage that, "Look, our competitors are beginning to mimic "some of our features and functions and our approach." And you said, "That's okay." I was surprised by that, especially given your Microsoft background, which was like, grind competitors into the ground. What's changed? Why the open mindset and why do you believe that's the right approach? >> Daniel: Look at Microsoft, Microsoft has changed. This is the-- it's much better, it's-- you feel better as a human. When you can offer something, "This is up, take it, give me feedback." We've been able to build way faster than them, having our open and free community. Open the software-- It gives you more joy as a developer seeing thousands of people than just guarding my little secret just for fear someone will copy it. It's way better. >> Dave: Now, you said on stage that a lot of people laughed at you when you were starting this company, you dream big. Somebody once said, Stu, that, "If you believe you can do it, "or you don't believe you can do it, you're right." "So you got to believe," was one of the things that you said. >> Daniel: That's the first thing. >> Dave: Yeah, so share with the young people out here who are dreaming big, everybody in their early 20's, they're dreaming big. Tell us about your story, your dreams, people who laughed at you, what were they laughing about and how did you power through that? Where did you get your conviction? >> Daniel: Well, first of all, they don't dream big enough. It's very difficult to big dream enough because you have your, you know-- it's the common sense that comes into the picture and it's the fear of other people laughing at you. And we haven't dreamt big enough. For 10-- for the first 10 years, we just wanted to make a good technology, the best technology that we can but that's not big enough. Big enough is change the world, big enough is bring something that makes people life better. This is big enough. If they think making people lives better, that's big enough. Nothing else is big enough. >> Dave: Well I love the fact, Daniel, that your mission-driven; that's clear. You're having some fun. You know this-- these apps are really a lot of fun. Do you still code? >> Daniel: No but I do a lot of software design and review. >> Dave: Okay, so you help, so the coders, they-- how do-- what's that dynamic like? You have-- obviously experienced developer. Do you sort of, tell them which path to go down or which path not to go down? Do you challenge them? What's your style, as a leader? >> Daniel: I challenge them to do things faster, always. They-- I ask them, let's do this feature and they say, "Two month." "No, two days." Why not? And then we go and break that one and it's a lot of conversation but usually we will deliver. Fast-- fast is also a way of being. Fastest company wins, and fast is a-- it's not easy to change the mind. Because you want-- maybe you want to be very organized, very sophisticated. If you are fast, you have to be ready to make mistakes, reverse your decision going, but you will go fast in the end. >> Dave: So that is kind of Steve Jobs-like, set a really challenging goal, and people somehow will figure it out, but culturally, you seem friendlier, nicer. It's not grinding people anymore, it's inspiring them. Is that a fair assessment? >> Daniel: My goal is to have the happiest team employees everywhere. Hap-- I like to be happy. I started this company for the joy of doing what I like, why not, this is, this is what I want for everyone. And we are-- we recently scored in comparably as one of the best company in terms of people happiness. >> Dave: Well congratulations, thanks so much for coming on theCUBE. >> Daniel: Thank you very much for inviting me. >> Dave: Really a pleasure having you. Alright, Stu and I will be back with our next guest. Right after this short break, we're live from UiPath... in Miami, you're watching theCUBE. Stay right there. (electronic music)

>> Live, from Washington, D.C. It's theCUBE, covering the AWS Public Sector Summit 2018. Brought to you by Amazon Web Services, and its ecosystem partners. (futuristic music) >> Hey, welcome back everyone. We're live in Washington, D.C. for Amazon Web Services Public Sector Summit. This is their big show for the public sector. It's like a mini reinvent for specifically the public sector. I'm John Furrier, your host, with Stu Miniman, my co-host this segment, and Stewart Mclaurin, president of the White House Historic Association, is our guest. I heard him speak last night at a private dinner with Teresa Carlson and their top customers. Great story here, Amazon success story, but I think something more we can all relate to. Stewart, thank you for joining us and taking the time, appreciate it. >> Thanks John, it's just great to be with you. >> Okay, so let's jump into it; what's your story? You work for the White House Historical Association, which means you preserve stuff? Or, you provide access? Tell the story. >> Well, we have a great and largely untold story, and a part of our partnership with Amazon Web Services is to blow that open so more people know who we are and what we do, and have access to the White House, because it's the people's house. It doesn't belong to any one particular president; it's your house. We were founded in 1961 by First Lady Jacqueline Kennedy, who realized that the White House needed a nonprofit, nonpartisan partner. We have no government funding whatsoever, completely private. So we fund the acquisition of art, furnishings, decorative arts for the White House, if a new rug is needed, or new draperies are needed on the State Floor, or a frame needs to be regilded. We also acquire the china, the presidential and first lady portraits that are done; we fund those. But more importantly, in my view, is our education mission that Mrs. Kennedy also started, to teach and tell the stories of White House history going back to 1792, when George Washington selected that plot of land and the architect to build that house that we know today. So we unpack those stories through publications, programs, lectures, symposia, and now this new multifaceted partnership with AWS. >> Let's talk about, first of all, a great mission. This is the people's house; I love that. But it's always the secret cloak and dagger, kind of what's going on in there? The tours are not always, they're probably packed when people go through there, but the average person on the street doesn't have access. >> Sure, well, your cable news channels handle the politics and the policy of the place. We handle the building and the history, and all that's taken place there, including innovation and technology. If you think of Thomas Edison and Alexander Graham Bell, and others that evolved their early technologies through the White House, about 500,000 people get a chance to go through the White House every year. And when you think about in that small space, the president and his family lives, the president and his staff work, it's the ceremonial stage upon which our most important visitors are received, and then about 500,000 people schlep through, so you imagine 500,000 people that are going through your house, and all of that takes place. But it's very important to us for people to be able to see up close and personal, and walk through these spaces where Lincoln walked, and Roosevelt worked. >> Is that what the book you have, and share the book 'cause it's really historic, and the app that you have with Amazon, I think this is a great-- >> Sure, this is a real prize from our office. Mrs. Kennedy wanted us to teach and tell the stories of White House history, and so the first thing she wanted was a guide book, because the White House never had one. So in 1962, she published this guide book with us, and this is her actual copy. Her hands held this book. This was her copy of the book. Now, we continue to update this. It's now in its 24th edition, and each new edition has the latest renovations and updates that the latest president has added. But it's now 2018. So books are great, but we want to be able to impart this information and experience to people not only around Washington, who are going through the White House, but across the country and around the world. So this app that we've developed, you get through WHExperience at the App Store, you have three different tours. If you're walking through the White House, tours are self-guided, so unless you know what you're looking at, you don't know what you're looking at. So you can hold up an image, you can see, it brings to life for you everything that you're looking at in every room. Two other types of tours; if you're outside the White House in President's Park, it will unpack and open the doors of these rooms for you virtually, so you can see the Oval Office, and the Cabinet Room, and the Blue Room, and the Green Room. If you're around the world, there's a third tour experience, but the best part of it is, empowered by Amazon recognition technology, and it allows people to take a selfie, and it analyzes that selfie against all presidential portraits and first lady portraits, and the spatial features of your face, and it will tell you you're 47% Ronald Reagan, or 27% Jackie Kennedy, and people have a lot of fun with that part of the app. >> (laughs) That's awesome. >> Stewart, fascinating stuff. You know, when I go to a museum a lot of times, it's like, oh, the book was something you get on the way home, because maybe you couldn't take photos, or the book has beautiful photos. Can you speak a little bit about how the technology's making the tours a little bit more interactive? >> Sure, well we love books, and we'll publish six hardbound books this year on the history of the White House, and those are all available at our website, whitehousehistory.org. But the three facets of technology that we're adapting with Amazon, it's the app that I've spoken about, and that has the fun gamification element of portrait analysis, but it also takes you in a deeper depth in each room, even more so than the book does. And we can update it for seasons, like we'll update it for the Fall Garden Tour, we'll update it for the Christmas decorations, we'll update it for the Easter Egg Roll. But another part of the partnership is our digital library. We have tens of thousands of images of the White House that have literally been in a domestic freezer, frozen for decades, and with AWS, we're unpacking those and digitizing them, and it's like bringing history to life for the first time. We're seeing photographs of Kennedy, Johnson, other presidents, that haven't been seen by anybody in decades, and those are becoming available through our digital library. And then third, we're launching here a chatbot, so that through a Lex and Polly technology, AWS technology, you'll be able to go to Alexa and ask questions about White House history and the spaces in the White House, or keyboard to our website and ask those questions as well. >> It's going to open up a lot of windows to the young folks in education too. >> It is. >> It's like you're one command away; Hey, Alexa! >> It takes a one-dimensional picture off of a page, or off of a website, and it gives the user an experience of touring the White House. >> Talk about your vision around modernization. We just had a conversation with the CEO of Tellus, when we're talking about government has a modernization approach, and I think Obama really put the stake in the ground on that; former President Obama. And that means something to a lot of people, for you guys it's extending it forward. But your digital strategy is about bringing the experience digitally online from historical documents, and then going forward. So is there plans in the future, for virtual reality and augmented reality, where I can pop in and-- >> That's right. We're looking to evolve the app, and to do other things that are AR and VR focused, and keep it cool and fun, but we're here in a space that's all about the future. I was talking at this wonderful talk last night, about hundreds of thousands of people living and working on Mars, and that's really great. But we all need to remember our history and our roots. History applies to no matter what field you're in, medicine, law, technology; knowing your history, knowing the history of this house, and what it means to our country. There are billions of people around the world that know what this symbol means, this White House. And those are billions of people who will never come to our country, and certainly never visit the White House. Most of them won't even meet an American, but through this app, they'll be able to go into the doors of the White House and understand it more fully. >> Build a community around it too; is there any online social component? You guys looking around that at all? >> All of this is just launched, and so we do want to build some interactive, because it's important for us to know who these people are. One simple thing we're doing with that now, is we're asking people to socially post and tag us on these comparative pictures they take with presidents and first ladies. So there's been some fun from that. >> So Stewart, one of the things I've found interesting is your association, about 50 people, and what you were telling me off-camera, there's not a single really IT person inside there, so walk us through a little bit about how this partnership began, who helps you through all of these technical decisions, and how you do some pretty fun tech on your space. >> Unfortunately, a lot of historical organizations are a little dusty, or at least perceived to be that way. And so we want to be a first mover in this space, and an influencer of our peer institutions. Later this summer, we're convening 200 presidential sites from around the country, libraries, birthplaces, childhood homes, and we're going to share with them the experience that we've had with AWS. We'll partner or collaborate with them like we're already doing with some, like the Lincoln Library in Illinois, where we have a digitization partnership with them. So with us, it's about collaboration and partnership. We are content rich, but we are reach-challenged, and a way to extend our reach and influence is through wonderful partnerships like AWS, and so that's what we're doing. Now another thing we get with AWS is we're not just hiring an IT vendor of some type. They know our mission, they appreciate our mission, and they support our mission. Teresa Carlson was at the White House with us last Friday, and she had the app, and she was going through and looking at things, and it came to life for her in a new real and fresh way, and she'd been to the White House many times on business. >> That's great; great story. And the thing is, it's very inspirational on getting these other historic sites online. It's interesting. It's a digital library, it's a digital version. So, super good. Content rich, reach-challenged; I love that line. What else is going on? Who funds you guys? How do you make it all work? Who pays the bills? Do you guys do donations, is it philanthropy, is it-- >> We do traditional philanthropy, and we'd love for anybody to engage us in that. During the Reagan Administration in 1981, someone had the brilliant idea, now if I'd been in the room when this happened, I probably would have said, "Okay, fine, do that." But thank goodness we did, because it has funded our organization all these years. And that's the creation of the annual, official White House Christmas ornament, and we feature a different president each year sequentially so we don't have to make a political decision. This year, it's Harry Truman, and that ornament comes with a booklet, and it has elements of that ornament that talk about those years in the White House. So with Truman, it depicts the south balcony, the Truman Balcony on the south portico. The Truman seal that eventually evolved into being the Presidential Seal. On the reverse is the Truman Blue Room of the White House. So these are teaching tools, and we sell a lot of those ornaments. People collect them; once you start, you can't stop. A very traditional thing, but it's an important thing, and that's been a lifeblood. Actually, Teresa Carlson chairs our National Council on White House History. John Wood, that you just had on before me, is on our National Council on White House History. These are some of our strong financial supporters who believe in our mission, and who are collaborating it with us on innovative ways, and it's great to have them involved with us because it brings life in new ways, rather than just paper books. >> Stewart, I had a non-technical question for you. According to your mission, you also obtained pieces. I'm curious; what's the mission these days? What sort of things are you pulling in? >> Well, there's a curator in the White House. It's a government employee that actually manages the White House collection. Before President and Mrs. Kennedy came into the White House, a new president could come in and get rid of anything they wanted to, and they did. That's how they funded the new, by selling the old. That's not the case anymore. With the Kennedys, there's a White House collection, like a museum, and so we'll work with the White House and take their requests. For example, a recent acquisition was an Alma Thomas painting. Alma Thomas is the first African American female artist to have a work in the White House collection; a very important addition. And to have a work in the White House collection, the artist should be deceased and the work over 25 years old, so we're getting more of the 21st century. The great artists of the American 20th century are becoming eligible to have their works in the collection. >> Stewart, thanks so much for coming on theCUBE and sharing your story. It's good to see you speak, and thanks for the ornament we got last night. >> Sure. Well, you've teased this ornament. Everybody's going to want and need one now, so go to whitehousehistory.org. >> John, come on, you have to tell the audience who you got face matched recognition with on the app. >> So who did you get face matched with? >> I think I'm 20% James Buchanan, but you got the Gipper. >> I'm Ronald Reagan. Supply-side economics, trickle-down, what do they call it? Voodoo economics, was his famous thing? >> That's right. >> He had good hair, John. >> Well, you know, our job is to be story tellers, and thank you for letting us share a little bit of our story here today. We love to make good friends through our social channels, and I hope everyone will download this app and enjoy visiting the White House. >> We will help with the reach side and promote your mission. Love the mission, love history, love the digital convergence while preserving and maintaining the great history of the United States. And a great, good tool. It's going to open up-- >> Amazon gave us these stickers for everybody who had downloaded the app, so I'm officially giving you your downloaded app sticker to wear. Stu, this is yours. >> Thank you so much. >> Thanks guys, really appreciate it. >> Thank so much, great mission. Check out the White House-- >> Historical Association. >> Historicalassociation.org, and get the White House app, which is WHExperience on the App Store. >> That's right. >> Okay, thanks so much. Be back with more, stay with us. Live coverage here at AWS, Amazon Web Services Public Sector Summit. We'll be right back. (futuristic music)