>> Announcer: Live from Austin, Texas, it's TheCUBE. Covering DockerCon 2017, brought to you by Docker. And support from it's ecosystem partners. >> Hi I'm Stu Miniman, joined with Jim Kobielus, happy to have at the end of our two days of live coverage here of DockerCon 2017 on TheCUBE, we've got a practitioner and also what was one that did a great presentation in the keynote this morning, happy to welcome Swamy Kocherlakota who is the global head of Infrastructure and Operations with Visa, so Swamy welcome and what's in your wallet? >> Yes. I all have Visa cards in my wallet, right. >> In your container, here at DockerCon. >> That's a good one, Jim, I like that so we were really impressed, I tell you social media was lighting up, going through your case study, talking about how it's kind of the before very much a virtualized environment looks like many data centers I went through and that digital transformation if you will as to what you're doing. Before we get into kind of your case studies, tell us just a little bit about you, your role, how much you're flying around the world, with the Infrastructure and Ops. >> Right, so, I'm responsible for Visa Inc's Operations and Infrastructure, so my responsibility is to kind of run everything that's inside Visa that does the payment processing. So that's my responsibility. I travel a lot, we have a global team, Visa is a global company, so I'm on the road a lot. >> So, I love the case study you did today because it's always what we want to do as analysts is let's talk about the pain points, let's paint the before, how did everything go through and point the after, so we want to encapsulate a little bit of that and as I said highly virtualized environment, what was the pain point, what was the objective, I don't think any executive came down and said, "Hey containers are awesome, let's just do stuff because it sounds cool." What was the real business driver for what you were doing? >> Right so like I mentioned in the keynote the number one priority that we have for my organization is to make developers productive. We take this as a challenge where any employee, a developer who joins Visa, we want them to be able to write code and publish code into production on the same day. That's what we're aspiring to go. That was the driver. So we're looking at every minute of what it takes to get the provisioning and we're trying to streamline it so that we can deliver that vision quickly. >> Great and virtualized environment going to containerize, can you talk, how big a scope is this? Did it change your underlying infrastructure itself or can you maybe flesh that out a little bit for us? >> Right so when I talk about provisioning our, in general, managing operations for a large organization, a large enterprise, I look at it from two dimensions. One, the one-time provisioning. But then most of the challenges and the opportunities are in the life cycle, right? Yes virtualization solved the one-time provisioning, but we haven't really solved the managing the lifecycle. It still takes, even if it takes one day to create a provision, the virtual image, the pre provisioning tasks, post provisioning tasks, and care and feeding of it, whether it's patching and maintenance, doing tech refresh, it's still very intrusive and very painful. So when we looked at the whole problem we want to solve all of them at once and that's where the containerization and micro services attracted us. >> And Swamy, when this rolled out, I mean is this 100% your environment in this new one or have you been doing a phased approach? How does it look today? >> I wish it's 100%, but we are in the early stages, so we have one application, it is now a tower of success, and we have about five other application teams that are looking into it. And then we build more towers of success and then this becomes kind of like the part of the center offering. >> The initial implementation was a pilot, a showcase of the technology, or explain where the idea for this initial implementation came from. Was it driven from the business level or from the technical level? >> I'd say partnership between the application team and the infrastructure teams, the boundaries between the two teams are kind of blurrying. And at Visa one of the great things that we have is that we collaborate very well internally. So when we wanted to do have this mission of making developers productive on the same day, when an application team is going through the refactoring process we basically said, "Hey, maybe we can join forces" and we have a good collaboration and we said, "let's do it together". >> So there was a refactoring project already underway and then containers and Docker came into the overall equation essentially or that project. >> They both came at the same time, they both came at the same time. It's a perfect marriage at the time. The timing of when we want to do refactoring and the timing of when we want containers came at the same time. >> So you're saying it was a success and then essentially it was improved on internally within your development organization and other, other, tell us other, what other areas of Visa are likely to become containerized fairly soon in terms of before applications. >> There are about five other groups that we're looking at. That still is work in progress. The next use case that I'm excited about is the, kind of like the batch use case, right? That's about as much as I can say about the rest of the five are close. >> Understood. >> Swamy, there's a certain set of data services that you get when you have a virtualized environment. Can you talk to us a little bit about that difference going to containers as to how much was seamless, how much did you have to plan, I think about things like high availability security, that I'm sure important to you guys. >> Right see... Yeah, so the way we have done the implementation, used a kind of process the same high standards that we have with availability and security as well, in fact I would argue that availability is higher because now we have cemented those microservices in a way where we know exactly when we need the help of another service. And then we compare this so from an availability perspective, it's better than what we have today, which is already good, because we can scale up and down, we know when the system is going, needs more resources. And from a security perspective, even before the implementation we made sure that it is rock solid and it has the right controls for us. >> One of the slides we liked that you did in the presentation this morning was talking about utilization. We know that most companies are not utilizing most of it. First of all, forecasting what you're going to use, when you're going to use it, is really tough. You either overdo it, you under do it, you've got way too much gear sitting there. You're really transforming yourself to be an internal service provider, do you have any key metrics as to how much greater utilization, what that means to the business, just total cost that you need to be concerned with? >> Right. See the absolute numbers so far, we'd like to see our infrastructure be 90% utilized, 80% utilized, is kind of old school in my mind. >> Stu: That's audacious. >> That's your goal. >> Say that again? >> That's your goal. >> That's your target utilization. >> Well I don't have a target utilization. That's what I'm saying is that that, using a particular watermark as your target utilization is old school. It should be elastic. >> Stu: Oh okay it's old school. Yeah yeah. >> Because sometimes when we do campaigns, we don't know what type of a workload we will get, we just are focusing on just run enough and then only grow when you need, this is why we call it a just in time infrastructure. That way you only provision when you need it, when you're done with it, we'll do provision. With the microservices and how fast we can get the containers, you can do that. >> Okay how about the operational impact, what you're doing, how much retraining did you do, were there professional services you needed to have come in, was it changing roles or was there any change in headcount? I know it's just the one application you've done so far, but where is it today, what do you see as you roll this out further? >> From a operation perspective the skill set mix will change. Instead of having a eyes on glass when you have an operational issue, we are working in a predictive environment where you can proactively say that a particular outage can occur, so the skill set may change but in terms of the size and scale of the operation, at least the way that we are in, we don't see a whole lot of shift there. >> Swamy, were there any surprises when you rolled this out or anything that you look back that you say, "Okay well now when I go to the next five groups I'll be able to say, oh we'll do this faster, you need to plan this a little bit differently." What lessons learned can you share? >> Right, so there were four lessons learned that I mentioned and one is it's very important to have the right granularity for your service, right? When you take a monolithic service and then divide it into 10, 12 microservices, you got to make sure that the granularity is right, that's number one. And you don't want it to be overly granular, or you don't want to keep it monolithic. And the second thing is you are releasing that to microservices, however, from a memory perspective you have to make sure that you're not asking for a whole lot of memory as well. You cannot have the same heap size as if a big monolithic service. Microservices needs to have smaller footprint so it can run more and get the more utilization of your hardware. Because everything is memory bound. Even in your virtual environment it's not a CPU, it's all memory bound. >> Alright, Swamy, you've been interacting with a lot of people at the show, what's your take of the show so far, interaction with your peers, are you able to get, find a lot of other companies that are, have similar challenges that you can kind of share experiences with? >> So a couple of things that I liked about the announcement that Docker has made. One, the enhancements that they are making on the security are very valuable. And then the whole notion about secure supply chain is very relevant. And the second thing that I liked is how easy it is now to take a virtual workload and then putting them in the container. So I think the announcement that they made was attractive. As far as the Expo floor is concerned, we're not putting our workloads in public clouds anytime soon. We're still building private clouds and then hosting it inside, where a lot of people on the expo where they're offering services for the cloud. For example Datadog and stuff like that, I wish we had seen more on how to manage large container deployments from an Operations perspective and any innovation there. But I also haven't had a chance to completely sweep through the floor also. >> In the keynote I heard it was containers are everywhere you want to be. Did they take the tagline from Visa? Everywhere you want to be? >> Maybe. Maybe. I did not notice it, but yeah. >> Swamy, want to give you the final word, as you look out, things you're excited about in the ecosystem or anything, feedback that you'd give to be able to make your job easier, help you move this forward even more into your environment. >> I think the one thing that I would say is that in order to be able to transform an enterprise idea and take the innovation as rapidly as we would like to have every enterprise, the infrastructure and application teams have to partner. And the boundaries between them should be collapsed and they should innovate together, collaborate together. That I would say is number one. And number two, the ecosystem is becoming complex. It's difficult to navigate what should be, because for every single member of, or part of the ecosystem, you have more than one choice. So picking up the right stack is very important as well. >> Alright, well Swamy, really appreciate you joining us, sharing online and the really great kind of encapsulation notes. I had said early on in this wave of Docker it was like, "Oh maybe Docker can help free us from the infrastructure." But of course we know there's relationships, they need to go together, and as we're maturing that complexity is getting better. >> Excellent. >> Thank you so much for joining us and sharing with this community and ours, Jim and I will be back with our wrap up here from the two days of live coverage. Thanks for watching TheCube. (soft techno music)

(upbeat instrumental music) >> TheCUBE's live coverage is made possible by funding from Dell Technologies, creating technologies that drive human progress. (uplifting instrumental music) >> Hey everyone. Welcome to Barcelona, Spain. It's theCUBE Live at MWC '23. I'm Lisa Martin, Dave Vellante, our co-founder, our co-CEO of theCUBE, you know him, you love him. He's here as my co-host. Dave, we have a great couple of guests here to break down day one keynote. Lots of meat. I can't wait to be part of this conversation. Chris Lewis joins us, the founder and MD of Lewis Insight. And Sarbjeet Johal, one of you know him as well. He's a Cube contributor, cloud architect. Guys, welcome to the program. Thank you so much for joining Dave and me today. >> Lovely to be here. >> Thank you. >> Chris, I want to start with you. You have covered all aspects of global telecoms industries over 30 years working as an analyst. Talk about the evolution of the telecom industry that you've witnessed, and what were some of the things you heard in the keynote that excite you about the direction it's going? >> Well, as ever, MWC, there's no lack of glitz and glamour, but it's the underlying issues of the industry that are really at stake here. There's not a lot of new revenue coming into the telecom providers, but there's a lot of adjustment, readjustment of the underlying operational environment. And also, really importantly, what came out of the keynotes is the willingness and the necessity to really engage with the API community, with the developer community, people who traditionally, telecoms would never have even touched. So they're sorting out their own house, they're cleaning their own stables, getting the cost base down, but they're also now realizing they've got to engage with all the other parties. There's a lot of cloud providers here, there's a lot of other people from outside so they're realizing they cannot do it all themselves. It's quite a tough lesson for a very conservative, inward looking industry, right? So should we be spending all this money and all this glitz and glamour of MWC and all be here, or should would be out there really building for the future and making sure the services are right for yours and my needs in a business and personal lives? So a lot of new changes, a lot of realization of what's going on outside, but underlying it, we've just got to get this right this time. >> And it feels like that monetization is front and center. You mentioned developers, we've got to work with developers, but I'm hearing the latest keynote from the Ericsson CEOs, we're going to monetize through those APIs, we're going to charge the developers. I mean, first of all, Chris, am I getting that right? And Sarbjeet, as somebody who's close to the developer community, is that the right way to build bridges? But Chris, are we getting that right? >> Well, let's take the first steps first. So, Ericsson, of course, acquired Vonage, which is a massive API business so they want to make money. They expect to make money by bringing that into the mainstream telecom community. Now, whether it's the developers who pay for it, or let's face it, we are moving into a situation as the telco moves into a techco model where the techco means they're going to be selling bits of the technology to developer guys and to other application developers. So when he says he needs to charge other people for it, it's the way in which people reach in and will take going through those open APIs like the open gateway announced today, but also the way they'll reach in and take things like network slicing. So we're opening up the telecom community, the treasure chest, if you like, where developers' applications and other third parties can come in and take those chunks of technology and build them into their services. This is a complete change from the old telecom industry where everybody used to come and you say, "all right, this is my product, you've got to buy it and you're going to pay me a lot of money for it." So we are looking at a more flexible environment where the other parties can take those chunks. And we know we want collectivity built into our financial applications, into our government applications, everything, into the future of the metaverse, whatever it may be. But it requires that change in attitude of the telcos. And they do need more money 'cause they've said, the baseline of revenue is pretty static, there's not a lot of growth in there so they're looking for new revenues. It's in a B2B2X time model. And it's probably the middle man's going to pay for it rather than the customer. >> But the techco model, Sarbjeet, it looks like the telcos are getting their money on their way in. The techco company model's to get them on their way out like the app store. Go build something of value, build some kind of app or data product, and then when it takes off, we'll take a piece of the action. What are your thoughts from a developer perspective about how the telcos are approaching it? >> Yeah, I think before we came here, like I said, I did some tweets on this, that we talk about all kind of developers, like there's game developers and front end, back end, and they're all talking about like what they're building on top of cloud, but nowhere you will hear the term "telco developer," there's no API from telcos given to the developers to build IoT solutions on top of it because telco as an IoT, I think is a good sort of hand in hand there. And edge computing as well. The glimmer of hope, if you will, for telcos is the edge computing, I believe. And even in edge, I predicted, I said that many times that cloud players will dominate that market with the private 5G. You know that story, right? >> We're going to talk about that. (laughs) >> The key is this, that if you see in general where the population lives, in metros, right? That's where the world population is like flocking to and we have cloud providers covering the local zones with local like heavy duty presence from the big cloud providers and then these telcos are getting sidetracked by that. Even the V2X in cars moving the autonomous cars and all that, even in that space, telcos are getting sidetracked in many ways. What telcos have to do is to join the forces, build some standards, if not standards, some consortium sort of. They're trying to do that with the open gateway here, they have only eight APIs. And it's 2023, eight APIs is nothing, right? (laughs) So they should have started this 10 years back, I think. So, yeah, I think to entice the developers, developers need the employability, we need to train them, we need to show them some light that hey, you can build a lot on top of it. If you tell developers they can develop two things or five things, nobody will come. >> So, Chris, the cloud will dominate the edge. So A, do you buy it? B, the telcos obviously are acting like that might happen. >> Do you know I love people when they've got their heads in the clouds. (all laugh) And you're right in so many ways, but if you flip it around and think about how the customers think about this, business customers and consumers, they don't care about all this background shenanigans going on, do they? >> Lisa: No. >> So I think one of the problems we have is that this is a new territory and whether you call it the edge or whatever you call it, what we need there is we need connectivity, we need security, we need storage, we need compute, we need analytics, and we need applications. And are any of those more important than the others? It's the collective that actually drives the real value there. So we need all those things together. And of course, the people who represented at this show, whether it's the cloud guys, the telcos, the Nokia, the Ericssons of this world, they all own little bits of that. So that's why they're all talking partnerships because they need the combination, they cannot do it on their own. The cloud guys can't do it on their own. >> Well, the cloud guys own all of those things that you just talked about though. (all laugh) >> Well, they don't own the last bit of connectivity, do they? They don't own the access. >> Right, exactly. That's the one thing they don't own. So, okay, we're back to pipes, right? We're back to charging for connectivity- >> Pipes are very valuable things, right? >> Yeah, for sure. >> Never underestimate pipes. I don't know about where you live, plumbers make a lot of money where I live- >> I don't underestimate them but I'm saying can the telcos charge for more than that or are the cloud guys going to mop up the storage, the analytics, the compute, and the apps? >> They may mop it up, but I think what the telcos are doing and we've seen a lot of it here already, is they are working with all those major cloud guys already. So is it an unequal relationship? The cloud guys are global, massive global scale, the telcos are fundamentally national operators. >> Yep. >> Some have a little bit of regional, nobody has global scale. So who stitches it all together? >> Dave: Keep your friends close and your enemies closer. >> Absolutely. >> I know that saying never gets old. It's true. Well, Sarbjeet, one of the things that you tweeted about, I didn't get to see the keynote but I was looking at your tweets. 46% of telcos think they won't make it to the next decade. That's a big number. Did that surprise you? >> No, actually it didn't surprise me because the competition is like closing in on them and the telcos are competing with telcos as well and the telcos are competing with cloud providers on the other side, right? So the smaller ones are getting squeezed. It's the bigger players, they can hook up the newer platforms, I think they will survive. It's like that part is like any other industry, if you will. But the key is here, I think why the pain points were sort of described on the main stage is that they're crying out loud to tell the big tech cloud providers that "hey, you pay your fair share," like we talked, right? You are not paying, you're generating so much content which reverses our networks and you are not paying for it. So they are not able to recoup the cost of laying down their networks. By the way, one thing actually I want to mention is that they said the cloud needs earth. The cloud and earth, it's like there's no physical need to cloud, you know that, right? So like, I think it's the other way around. I think the earth needs the cloud because I'm a cloud guy. (Sarbjeet and Lisa laugh) >> I think you need each other, right? >> I think so too. >> They need each other. When they said cloud needs earth, right? I think they're still in denial that the cloud is a big force. They have to partner. When you can't compete with somebody, what do you do? Partner with them. >> Chris, this is your world. Are they in denial? >> No, I think they're waking up to the pragmatism of the situation. >> Yeah. >> They're building... As we said, most of the telcos, you find have relationships with the cloud guys, I think you're right about the industry. I mean, do you think what's happened since US was '96, the big telecom act when we started breaking up all the big telcos and we had lots of competition came in, we're seeing the signs that we might start to aggregate them back up together again. So it's been an interesting experiment for like 30 years, hasn't it too? >> It made the US less competitive, I would argue, but carry on. >> Yes, I think it's true. And Europe is maybe too competitive and therefore, it's not driven the investment needed. And by the way, it's not just mobile, it's fixed as well. You saw the Orange CEO was talking about the her investment and the massive fiber investments way ahead of many other countries, way ahead of the UK or Germany. We need that fiber in the ground to carry all your cloud traffic to do this. So there is a scale issue, there is a competition issue, but the telcos are very much aware of it. They need the cloud, by the way, to improve their operational environments as well, to change that whole old IT environment to deliver you and I better service. So no, it absolutely is changing. And they're getting scale, but they're fundamentally offering the basic product, you call it pipes, I'll just say they're offering broadband to you and I and the business community. But they're stepping on dangerous ground, I think, when saying they want to charge the over the top guys for all the traffic they use. Those over the top guys now build a lot of the global networks, the backbone submarine network. They're putting a lot of money into it, and by giving us endless data for our individual usage, that cat is out the bag, I think to a large extent. >> Yeah. And Orange CEO basically said that, that they're not paying their fair share. I'm for net neutrality but the governments are going to have to fund this unless you let us charge the OTT. >> Well, I mean, we could of course renationalize. Where would that take us? (Dave laughs) That would make MWC very interesting next year, wouldn't it? To renationalize it. So, no, I think you've got to be careful what we wish for here. Creating the absolute clear product that is required to underpin all of these activities, whether it's IoT or whether it's cloud delivery or whether it's just our own communication stuff, delivering that absolutely ubiquitously high quality for business and for consumer is what we have to do. And telcos have been too conservative in the past. >> I think they need to get together and create standards around... I think they have a big opportunity. We know that the clouds are being built in silos, right? So there's Azure stack, there's AWS and there's Google. And those are three main ones and a few others, right? So that we are fighting... On the cloud side, what we are fighting is the multicloud. How do we consume that multicloud without having standards? So if these people get together and create some standards around IoT and edge computing sort of area, people will flock to them to say, "we will use you guys, your API, we don't care behind the scenes if you use AWS or Google Cloud or Azure, we will come to you." So market, actually is looking for that solution. I think it's an opportunity for these guys, for telcos. But the problem with telcos is they're nationalized, as you said Chris versus the cloud guys are still kind of national in a way, but they're global corporations. And some of the telcos are global corporations as well, BT covers so many countries and TD covers so many... DT is in US as well, so they're all over the place. >> But you know what's interesting is that the TM forum, which is one of the industry associations, they've had an open digital architecture framework for quite some years now. Google had joined that some years ago, Azure in there, AWS just joined it a couple of weeks ago. So when people said this morning, why isn't AWS on the keynote? They don't like sharing the limelight, do they? But they're getting very much in bed with the telco. So I think you'll see the marriage. And in fact, there's a really interesting statement, if you look at the IoT you mentioned, Bosch and Nokia have been working together 'cause they said, the problem we've got, you've got a connectivity network on one hand, you've got the sensor network on the other hand, you're trying to merge them together, it's a nightmare. So we are finally seeing those sort of groups talking to each other. So I think the standards are coming, the cooperation is coming, partnerships are coming, but it means that the telco can't dominate the sector like it used to. It's got to play ball with everybody else. >> I think they have to work with the regulators as well to loosen the regulation. Or you said before we started this segment, you used Chris, the analogy of sports, right? In sports, when you're playing fiercely, you commit the fouls and then ask for ref to blow the whistle. You're now looking at the ref all the time. The telcos are looking at the ref all the time. >> Dave: Yeah, can I do this? Can I do that? Is this a fair move? >> They should be looking for the space in front of the opposition. >> Yeah, they should be just on attack mode and commit these fouls, if you will, and then ask for forgiveness then- >> What do you make of that AWS not you there- >> Well, Chris just made a great point that they don't like to share the limelight 'cause I thought it was very obvious that we had Google Cloud, we had Microsoft there on day one of this 80,000 person event. A lot of people back from COVID and they weren't there. But Chris, you brought up a great point that kind of made me think, maybe you're right. Maybe they're in the afternoon keynote, they want their own time- >> You think GSMA invited them? >> I imagine so. You'd have to ask GSMA. >> I would think so. >> Get Max on here and ask that. >> I'm going to ask them, I will. >> But no, and they don't like it because I think the misconception, by the way, is that everyone says, "oh, it's AWS, it's Google Cloud and it's Azure." They're not all the same business by any stretch of the imagination. AWS has been doing loads of great work, they've been launching private network stuff over the last couple of weeks. Really interesting. Google's been playing catch up. We know that they came in readily late to the market. And Azure, they've all got slightly different angles on it. So perhaps it just wasn't right for AWS and the way they wanted to pitch things so they don't have to be there, do they? >> That's a good point. >> But the industry needs them there, that's the number one cloud. >> Dave, they're there working with the industry. >> Yeah, of course. >> They don't have to be on the keynote stage. And in fact, you think about this show and you mentioned the 80,000 people, the activity going on around in all these massive areas they're in, it's fantastic. That's where the business is done. The business isn't done up on the keynote stage. >> That's why there's the glitz and the glamour, Chris. (all laugh) >> Yeah. It's not glitz, it's espresso. It's not glamour anymore, it's just espresso. >> We need the espresso. >> Yeah. >> I think another thing is that it's interesting how an average European sees the tech market and an average North American, especially you from US, you have to see the market. Here, people are more like process oriented and they want the rules of the road already established before they can take a step- >> Chris: That's because it's your pension in the North American- >> Exactly. So unions are there and the more employee rights and everything, you can't fire people easily here or in Germany or most of the Europe is like that with the exception of UK. >> Well, but it's like I said, that Silicone Valley gets their money on the way out, you know? And that's how they do it, that's how they think it. And they don't... They ask for forgiveness. I think the east coast is more close to Europe, but in the EU, highly regulated, really focused on lifetime employment, things like that. >> But Dave, the issue is the telecom industry is brilliant, right? We keep paying every month whatever we do with it. >> It's a great business, to your point- >> It's a brilliant business model. >> Dave: It's fantastic. >> So it's about then getting the structure right behind it. And you know, we've seen a lot of stratification where people are selling off towers, Orange haven't sold their towers off, they made a big point about that. Others are selling their towers off. Some people are selling off their underlying network, Telecom Italia talking about KKR buying the whole underlying network. It's like what do you want to be in control of? It's a great business. >> But that's why they complain so much is that they're having to sell their assets because of the onerous CapEx requirements, right? >> Yeah, they've had it good, right? And dare I say, perhaps they've not planned well enough for the future. >> They're trying to protect their past from the future. I mean, that's... >> Actually, look at the... Every "n" number of years, there's a new faster network. They have to dig the ground, they have to put the fiber, they have to put this. Now, there are so many booths showing 6G now, we are not even done with 5G yet, now the next 6G you know, like then- >> 10G's coming- >> 10G, that's a different market. (Dave laughs) >> Actually, they're bogged down by the innovation, I think. >> And the generational thing is really important because we're planning for 6G in all sorts of good ways but actually what we use in our daily lives, we've gone through the barrier, we've got enough to do that. So 4G gives us enough, the fiber in the ground or even old copper gives us enough. So the question is, what are we willing to pay for more than that basic connectivity? And the answer to your point, Dave, is not a lot, right? So therefore, that's why the emphasis is on the business market on that B2B and B2B2X. >> But we'll pay for Netflix all day long. >> All day long. (all laugh) >> The one thing Chris, I don't know, I want to know your viewpoints and we have talked in the past as well, there's absence of think tanks in tech, right? So we have think tanks on the foreign policy and economic policy in every country, and we have global think tanks, but tech is becoming a huge part of the economy, global economy as well as national economies, right? But we don't have think tanks on like policy around tech. For example, this 4G is good for a lot of use cases. Then 5G is good for smaller number of use cases. And then 6G will be like, fewer people need 6G for example. Why can't we have sort of those kind of entities dictating those kind of like, okay, is this a wiser way to go about it? >> Lina Khan wants to. She wants to break up big tech- >> You're too young to remember but the IT used to have a show every four years in Geneva, there were standards around there. So I think there are bodies. I think the balance of power obviously has gone from the telecom to the west coast to the IT markets. And it's changing the balance about, it moves more quickly, right? Telecoms has never moved quickly enough. I think there is hope by the way, that telecoms now that we are moving to more softwarized environment, and God forbid, we're moving into CICD in the telecom world, right? Which is a massive change, but I think there's hopes for it to change. The mentality is changing, the culture is changing, but to change those old structured organizations from the British telecom or the France telecom into the modern world, it's a hell of a long journey. It's not an overnight journey at all. >> Well, of course the theme of the event is velocity. >> Yeah, I know that. >> And it's been interesting sitting here with the three of you talking about from a historic perspective, how slow and molasseslike telecom has been. They don't have a choice anymore. As consumers, we have this expectation we're going to get anything we want on our mobile device, 24 by seven. We don't care about how the sausage is made, we just want the end result. So do you really think, and we're only on day one guys... And Chris we'll start with you. Is the theme really velocity? Is it disruption? Are they able to move faster? >> Actually, I think invisibility is the real answer. (Lisa laughs) We want communication to be invisible, right? >> Absolutely. >> We want it to work. When we switch our phones on, we want it to work and we want to... Well, they're not even phones anymore, are they really? I mean that's the... So no, velocity, we've got... There is momentum in the industry, there's no doubt about that. The cloud guys coming in, making telecoms think about the way they run their own business, where they meet, that collision point on the edges you talked about Sarbjeet. We do have velocity, we've got momentum. There's so many interested parties. The way I think of this is that the telecom industry used to be inward looking, just design its own technology and then expect everyone else to dance to our tune. We're now flipping that 180 degrees and we are now having to work with all the different outside forces shaping us. Whether it's devices, whether it's smart cities, governments, the hosting guys, the Equinoxis, all these things. So everyone wants a piece of this telecom world so we've got to make ourselves more open. That's why you get in a more open environment. >> But you did... I just want to bring back a point you made during COVID, which was when everybody switched to work from home, started using their landlines again, telcos had to respond and nothing broke. I mean, it was pretty amazing. >> Chris: It did a good job. >> It was kind of invisible. So, props to the telcos for making that happen. >> They did a great job. >> So it really did. Now, okay, what have you done for me lately? So now they've got to deal with the future and they're talking monetization. But to me, monetization is all about data and not necessarily just the network data. Yeah, they can sell that 'cause they own that but what kind of incremental value are they going to create for the consumers that... >> Yeah, actually that's a problem. I think the problem is that they have been strangled by the regulation for a long time and they cannot look at their data. It's a lot more similar to the FinTech world, right? I used to work at Visa. And then Visa, we did trillion dollars in transactions in '96. Like we moved so much money around, but we couldn't look at these things, right? So yeah, I think regulation is a problem that holds you back, it's the antithesis of velocity, it slows you down. >> But data means everything, doesn't it? I mean, it means everything and nothing. So I think the challenge here is what data do the telcos have that is useful, valuable to me, right? So in the home environment, the fact that my broadband provider says, oh, by the way, you've got 20 gadgets on that network and 20 on that one... That's great, tell me what's on there. I probably don't know what's taking all my valuable bandwidth up. So I think there's security wrapped around that, telling me the way I'm using it if I'm getting the best out of my service. >> You pay for that? >> No, I'm saying they don't do it yet. I think- >> But would you pay for that? >> I think I would, yeah. >> Would you pay a lot for that? I would expect it to be there as part of my dashboard for my monthly fee. They're already charging me enough. >> Well, that's fine, but you pay a lot more in North America than I do in Europe, right? >> Yeah, no, that's true. >> You're really overpaying over there, right? >> Way overpaying. >> So, actually everybody's looking at these devices, right? So this is a radio operated device basically, right? And then why couldn't they benefit from this? This is like we need to like double click on this like 10 times to find out why telcos failed to leverage this device, right? But I think the problem is their reliance on regulations and their being close to the national sort of governments and local bodies and authorities, right? And in some countries, these telcos are totally controlled in very authoritarian ways, right? It's not like open, like in the west, most of the west. Like the world is bigger than five, six countries and we know that, right? But we end up talking about the major economies most of the time. >> Dave: Always. >> Chris: We have a topic we want to hit on. >> We do have a topic. Our last topic, Chris, it's for you. You guys have done an amazing job for the last 25 minutes talking about the industry, where it's going, the evolution. But Chris, you're registered blind throughout your career. You're a leading user of assertive technologies. Talk about diversity, equity, inclusion, accessibility, some of the things you're doing there. >> Well, we should have had 25 minutes on that and five minutes on- (all laugh) >> Lisa: You'll have to come back. >> Really interesting. So I've been looking at it. You're quite right, I've been using accessible technology on my iPhone and on my laptop for 10, 20 years now. It's amazing. And what I'm trying to get across to the industry is to think about inclusive design from day one. When you're designing an app or you're designing a service, make sure you... And telecom's a great example. In fact, there's quite a lot of sign language around here this week. If you look at all the events written, good to see that coming in. Obviously, no use to me whatsoever, but good for the hearing impaired, which by the way is the biggest category of disability in the world. Biggest chunk is hearing impaired, then vision impaired, and then cognitive and then physical. And therefore, whenever you're designing any service, my call to arms to people is think about how that's going to be used and how a blind person might use it or how a deaf person or someone with physical issues or any cognitive issues might use it. And a great example, the GSMA and I have been talking about the app they use for getting into the venue here. I downloaded it. I got the app downloaded and I'm calling my guys going, where's my badge? And he said, "it's top left." And because I work with a screen reader, they hadn't tagged it properly so I couldn't actually open my badge on my own. Now, they changed it overnight so it worked this morning, which is fantastic work by Trevor and the team. But it's those things that if you don't build it in from scratch, you really frustrate a whole group of users. And if you think about it, people with disabilities are excluded from so many services if they can't see the screen or they can't hear it. But it's also the elderly community who don't find it easy to get access to things. Smart speakers have been a real blessing in that respect 'cause you can now talk to that thing and it starts talking back to you. And then there's the people who can't afford it so we need to come down market. This event is about launching these thousand dollars plus devices. Come on, we need below a hundred dollars devices to get to the real mass market and get the next billion people in and then to educate people how to use it. And I think to go back to your previous point, I think governments are starting to realize how important this is about building the community within the countries. You've got some massive projects like NEOM in Saudi Arabia. If you have a look at that, if you get a chance, a fantastic development in the desert where they're building a new city from scratch and they're building it so anyone and everyone can get access to it. So in the past, it was all done very much by individual disability. So I used to use some very expensive, clunky blind tech stuff. I'm now using mostly mainstream. But my call to answer to say is, make sure when you develop an app, it's accessible, anyone can use it, you can talk to it, you can get whatever access you need and it will make all of our lives better. So as we age and hearing starts to go and sight starts to go and dexterity starts to go, then those things become very useful for everybody. >> That's a great point and what a great champion they have in you. Chris, Sarbjeet, Dave, thank you so much for kicking things off, analyzing day one keynote, the ecosystem day, talking about what velocity actually means, where we really are. We're going to have to have you guys back 'cause as you know, we can keep going, but we are out of time. But thank you. >> Pleasure. >> We had a very spirited, lively conversation. >> Thanks, Dave. >> Thank you very much. >> For our guests and for Dave Vellante, I'm Lisa Martin, you're watching theCUBE live in Barcelona, Spain at MWC '23. We'll be back after a short break. See you soon. (uplifting instrumental music)

(lively music) >> Welcome back everyone to theCUBE's live coverage in San Francisco for VMware Explorer 22 formerly VMworld, Dave 12 years we've been covering VMware's annual conference. Going next level explores bigger theme, Multi-cloud another inflection point for VMware. And again at the center of it is the partners Zia Yusuf is here senior vice president strategic ecosystem and industry solutions. You're the, you're, you got the keys to the kingdom for VMware, welcome to theCube. >> It's a pleasure, I mean, you guys are a legend here. This is my first time here. So, it's a pleasure and excited to chat with you. >> Well, great to have you, every single year, since 2010 we've always had great commentary and discussion and sometimes contentious discussion around the role of partners. Visa V, VMware's value proposition, VMware dominant and the enterprise data center, everyone knows that. Dominant and hybrid was first there, everyone knows that. Now going to the next level, the customer stay, they stay with VMware, they don't really leave. They still got a great loyal base but now the enterprise is going NextGen cloud native. The partners are energized with the conversations we're hearing is huge. There's changes of roles is clarity on value proposition. Monetization is hoppin'. It's great stuff, what's going on? You're new, but you have a view of this before. Take us through your what's going on in the partner network, what's the state of the union? >> Yeah, I think, thanks for the question. I think maybe just step back a second right, the word partners is a big word. It covers all kinds of things. VMware has had a rich history of partnerships you know, mostly technology related partnerships. So much of our products depend on other partners, OEM partners, and so on. We've also had a rich history of our channel. So, as you look at different channel partners as you look at going through different parts of the segment SMB and so on, in a cloud context, based on what's happening we needed to take an integrated ecosystem approach. That's the word I use, right. And for me it's, it's a little bit like a spider's web. Like no single strand in the web is that strong but when you put it together thoughtfully in a very deliberate way. That's what an integrated ecosystem strategy. And so we've got our VCP partners, longstanding history that machine continues. We've got our channel partners and OEM partners that machinery continues obviously Dell strategic partner, significant business. The parts of the puzzle that I've been focusing on is five other different pieces. So first of course, is our hyper scale partnerships long history with AWS, very successful history. We have GCVE with GCP. We announced, I think three, four months ago that GCP was joining our VMware cloud universal and a big announcement yesterday about Microsoft doing the same. And hopefully we extend that. So, as we work with this hyper scaler six or seven of these partners, it's a, as you can imagine kind of a multidimensional chess game, if you will a little bit competitive mostly cooperative and stuff, right. The GSI is very exciting piece of it. The essentials that Deloitte, Deloitte announced a new business unit on VMware, ACL did the same. That energy level has really gone up. You see it at the show here as well. We recognize that these significant SI's play a huge role in the decision making process with customers. And we want to enable them to build significant VMware businesses. It's a different game from that perspective. Last thing I'm point out is, industry and verticals. Right I mean, this is not being necessarily an area because of the layer of the stack we've been in. Obviously Telco is an end to end business unit for us. We have products, we have a go to market on Telco, public sector to some degree because you need all these three letter agencies and the security and compliance. But as you look at financial services as you look at retail, as you look at healthcare we need to be aware of the workload we need especially on modern apps, especially on the edge. So we kind of doubling down on some of our vertical capabilities. So, all of those things are connected as well, right. The SI to the hyper scale partners in a vertical context. >> What's the biggest change that you've seen? Because we've observed some partners are leaning out as they change their business. And VMware has got new partners coming in, leaning in. So you got mentioned, Dave mentioned Telco and you got new use cases with edge and multi-cloud so you know, some people kind of maybe age out or change their strategy, some double down the core partner network, and then new ones come in. What's been the biggest change, if you can look at that holistically? >> Yeah, it's a great question, right? Because it's so multidimensional and there is no such thing as a GSI global system because they build products. Sometimes they act as a reseller, they're a solution provider. Also they provide services. So as their business model changes, we have to adjust how we engage with them. We can't put them in nice clean buckets. And that's what I'm doing with my colleagues here is how do we really enable them? And one of the things, I mean, I've done this type of stuff, I was at SAP for many years. We need to figure out how do we make them successful? Not just, this is what VMware wants you to do. We need to understand their business model and how do we fit into that? 'Cause if they grow, then we grow with that. And that is honestly a little, it's a subtle point, but it's a little bit of a nuanced. >> Yeah, it's very nuanced, but you have to nail that. You got to overlay. >> 100% >> The strategy where the enablement is technically or product wise, economics and conflict. (John laughing) >> And profitably, if they're profitably is important to us it's not just their growth. >> So Zia, I want to test the premise on you, something, John and I have been working on this notion of super cloud. And we did an event earlier this month, but one of the aspects that's kind of nuance and futuristic is if I'm a, let's say a financial services company and I'm going through a digital transformation I would be looking strategically at what, say Amazon did taking it's internal IT and then pointing at the world. I would say, I have data. I have tools, I have software, I have expertise that's really unique and could be value add. And I would be thinking, how do I monetize that, create my own cloud. And I'm actually just going to throw it into a public cloud to do that. I've got mainframes running, I've got Oracle stuff on Prem. I'm not going to shift that stuff into the cloud and maybe some of it, but I've got transaction systems and proprietary data. And a lot of it is running on VMware and I've got cloud stuff too. I would be looking at, okay, how do I build my own cloud and put my data, my tooling, my software in front of a new ecosystem, my own ecosystem that I can you know monetize. Are you seeing- >> Without spending the CapEx. >> Yeah, without having to build data centers? Right, exactly. I want to take advantage of the gift that the hyper scalers are given. Are you seeing any activity bubbling up in that regard? >> It's a really, it's a really interesting question. And I think the terminology that we've used around cloud smart kind of goes into that. So let me take what you said. >> Okay please, yeah. >> And frame it in a slightly different way. You can standardize on public clouds and everybody's using the same thing. You're using the same services, and so on. Theoretically that could lose some of your differentiation. Right, I mean, especially for financial services companies that have built so much of their you know, trading test down to the milli, milli, millisecond and how do they do that, and so on. So, I think you have something there right. So, as they look at their technology and software strategy, yes there's cost reduction aspects of it. There's refactoring aspects of it that hygiene that needs to be done as Rughu talked about from this cloud chaos to cloud smart, if you will but then how do you differentiate on the business processes? How do you differentiate that then down into the workloads? And I think that's where to use an old term. It takes a village, right, you've got the system integrator that's providing this stuff. You've got other strategy firms like the BCGs and McKinseys of the world that have huge influence now. Then you've got technology players that are coming into that. And I think the cloud smart approach is to do exactly what you're saying. It's not just the refactoring, it's not just movement to the cloud. How do you retain your competitive edge from the processes the models, the thinking that you've built up over many years. So, I don't know if it's super cloud or what that means, but that at the end of the day, this is about business processes. At the end of the day, this is about having a competitive edge in the market and I think you could do it. >> It's industry cloud, right? >> It's, that's a good way to put it. >> Yeah. >> I think Industry cloud is a good way. >> Why is there security cloud, Why isn't there an insurance cloud? Why's there a FinTech cloud? So I mean if you look at Goldman Sachs capital one. >> Right. >> There, CapEx is handled by AWS. Snowflake built their entire business on AWS. Didn't spend the dime on CapEx. Well, they spent a lot of operating expense for that CapEx and the fees, but still they became successful. And then the rest is history. So, I think people are seeing this idea of I'll ride that back on the CapEx of the hyper scalers and then use the tooling from the partner network and what's available. To then, cobble together in an architectural engineered way, distributed computing way, a new way to do things. Okay, so if you believe that, which we do, then you say, oh, it's on the balance sheet. So, what we've been hearing from companies is like, "Hey it's going to be on the balance sheet", I better have an income statement impact on the top line. So, you start to see behavior change at the customers not IT powering the business and the back office and terminals and some app. >> Crosscutting. >> It's like, no, no, no this is a digital business. So, the integration of balance sheet income statement on the economics is driving a lot of the behavior at the customers. So we see customers thinking this way and it's like we've never seen this level of business model refactoring as well as partner vendor selection, product technology mix at the same time. >> And VMware. >> At this level. >> Need the connective tissue between the hyper scalers in the ecosystem and actually provide those cross cloud connections. >> Yeah. >> You know, to the extent there's a business case there, that's what we're trying to of squint through. Is it going to be hybrid with on-prem in one cloud or is there an advantage of going cross clouds beyond just avoiding lock in you know, to take advantage of global infrastructure? >> So and then the next question is the Tam then bigger which means the partners are better? >> Yeah right. >> Participate in that. >> Yeah, I think, and we look at economics of this, right? I mean, there's a huge emphasis on cost, right. Cost, and I completely get that. I think, as I've talked to customers both now that I'm here but before advising a range of companies the innovation process, the time to impact is equally important all right as you compete. There's no point in just getting your cost down. If you're then getting beaten up in the market and you're not able to differentiate with new digital services. And this is where call it super cloud, call it industry cloud. We need to connect up to the business processes and the business impact and not just in my view the cost infrastructure piece of it. >> Yeah. And that we can't do on our own, we're not an apps company. So we're, you're not SAP, we're not Oracle, but we need to work with those players to make sure that their workloads are optimized in the right cloud in the right configuration. And that is a job to be done as opposed to just let's take it to town. >> And there's clearly a technology business case, especially if we're working with companies like VMware who's going to help me you know, simplify. >> Right. >> My move to the multi-cloud but there's also a business and economic impact in that. Even if it's not, if it could be simple as if I partner with Microsoft I'm going to do more business right if I'm one of these industry clouds. So I see that as another potential tailwind, it's really, it's like when Dreesen says all your companies are software companies, to me all companies are cloud companies, now increasingly. >> Look the difference between cloud and apps and then stuff, I mean like. >> Yeah, it's all. >> It's like you know there's used to be infrastructure and then apps company and so on. We need to deliver with our ecosystem partners and integrated solution and solution with a big S not just the technology solution but the broader, I mean look at the change management. >> Yeah, yeah. >> We talked about culture, I mean, if you don't get that piece right and the change management piece. >> Everything, yeah. >> You know the rest of it is history. >> Well and it's got to be delivered as a service, >> It has to be. >> Which is huge implications as to how you deal with change management. >> And this goes back to my kind of first comment is I really try and think of this by architecting the ecosystem. I don't like the word alliances. Right I mean, let's say kind of a one to one relationship. You know, let's do an agreement, let's go have dinner, but architecting the ecosystem the spiders web, who are the different players how can we compliment each other? And if it, Deloitte and a Microsoft want to do amazing business together related to VMware technology I want to encourage that. And so those third party Connections. >> You guys your contextualizing the ecosystem, basically. And I think from a customers standpoint that's a benefit to them, in my opinion in fact, Dave, remember at our supercloud.world event URL supercloud.world is the plug for the site. They can check it out. One of the comments from the cloudarati panel was we had a title this session called the innovators dilemma you know question mark you know . >> Best book ever written. >> Yeah, yeah. And so the, one of the panels said, it shouldn't be, we should change it to the integrators dilemma because what's happening is that integration is now standard table stakes and, but integrating the right things now matters, right? So, integration for integration sake isn't necessarily the end game anymore. >> And this is where. >> And this kind of where you're getting at with the spider's web is that integrating properly is a solution mindset. >> And look, I'm integrating also, you know have to bring in data from that perspective. Right, at the end of the day data being the new oil, if you will, the integration allows that data to flow to the right place at the right time to make the right decision. Now, we are not doing all of those pieces but we are certainly enabling that. And as you especially start looking at what we can do on the edge and what we can do in a retail store and a factory and so on those kinds of things come together. >> Okay, Zia take some time. We got a couple minutes left, only two minutes left, I want you to get some commentary directly to the audience around what specifically you're doubling down on. That's new that you're investing in on the partner network or your partner strategy. What is a steady state that's being nurtured and farmed or whatever word you want to use, but here's our core thing. Here's the area of improvement we're going to be in you know, cranking the handle on take us through that. >> Sure. >> I know you got OAM, got telco, got new things going on. >> Yeah so, maybe a couple of things right. >> lay it all out. >> First of all it has to be linked to VMware strategy. So as we transition on this journey to subscription saas ARR, we need to bring our ecosystem along to do that. That has business model implications that has implications on how we engage with them, how we define success how we value things. So that's an important journey. Secondly, is we need to do a better job of enabling our partners. Right, I mean, we have our partner connected. We do a pretty good job on the channel side. We need to do a better job on the GSIs is really understanding their business model, how they're engaging with their customers and provide them the technology the support, the financial resources, so that they can be successful. That's very important. Third is, to connect the dots on the ecosystem, right? I mean it's a, I've spent a lot of time in this event as well in joint meetings between system integrators and hyper scalers with our technology colleagues on Intel or NetApp or AMD. And these are companies that we have a rich history with. We're trying to connect, because that's how customers look at it. So, connecting the dots between the ecosystem super important to us, and then look, there's a change management journey within VMware. We also need to understand how we can engage with partners in a more productive, effective way. How do we scale this up? I believe, I think our leadership in Raghu and Sumit we are not going to succeed unless we have a profitable, engaged, passionate ecosystem around. >> Yeah I mean, they got to make money. They got to. >> Exactly. >> Be successful, have successful customers, their end customers your customers. Well, all good, question of where you're investing the most right now. If you had to put a kind of the pie chart together, I mean some of it's steady state like it's a machine, some of it's new like Telco for instance I mean here's. >> I think again, rich history on the channel side, we continue to invest there. Very valuable to go do that. I think some of these newer areas around the system integrators, especially the large ones, the Whipple's the HCLs, Deloittes essentials of the world, very important. The hyper scaler relationships directly leads into ARR. You saw the VMC cloud Universal will continue. >> We have Google on great props from Google. >> Yeah, We love it you guys. >> Yeah, and so look, I think we are not multi-cloud unless we go do this. Right I mean, Raghuram made a joke about this. We were single cloud and now we're multi-cloud, we want our customers to be able to procure these integrated solutions through VMware and our hyper scaler partners will continue to do that's when multi-cloud really become. And so the GTM motion, the discounting the commission structure all of that machinery is an important radio for me. >> Zia thank you so much for coming on theCube. I know you've been super busy. You got to go out and hit all the partners say hello, compressing you know, got to hit the pavement, say hello to everyone. >> It's been fantastic, the partners have too many, too many parties and so. (Interviewers laughing) But that's a fun part of my job, but appreciate your time. >> You got good stamina. >> Thanks Zia. >> So you got to have that in this game. Not about the faint of heart here at VMware. Zia thank you for coming on. >> Of course. >> This is the cube coverage, back after lunch. After the short break day two of three days of live coverage here in Moscone West on the street floor level of the event I'm John Furrier with Dave Alante. We'll be right back. (lively music)

>>Yeah. >>Hello. Welcome to the Special Cube conversation here in Palo Alto, California. I'm John for a host of the Cube. We have a conversation around a I for the enterprise. What this means I got two great guests. John Finelli, Vice President, virtual GPU at NVIDIA and Maurizio D V D C T o University of Pisa in Italy. Uh, Practitioner, customer partner, um, got VM world coming up. A lot of action happening in the enterprise. John. Great to see you. Nice to meet you. Remotely coming in from Italy for this remote. >>John. Thanks for having us on again. >>Yeah. Nice to meet >>you. I wish we could be in person face to face, but that's coming soon. Hopefully, John, you were talking. We were just talking about before we came on camera about AI for the enterprise. And the last time I saw you in person was in Cuba interview. We were talking about some of the work you guys were doing in AI. It's gotten so much stronger and broader and the execution of an video, the success you're having set the table for us. What is the ai for the enterprise conversation frame? >>Sure. So, um, we, uh we've been working with enterprises today on how they can deliver a I or explore AI or get involved in a I, um uh, in a standard way in the way that they're used to managing and operating their data centre. Um, writing on top of you know, they're Dell servers with B M or V sphere. Um, so that AI feels like a standard workload that night organisation can deliver to their engineers and data scientists. And then the flip side of that, of course, is ensuring that engineers and data scientists get the workloads position to them or have access to them in the way that they need them. So it's no longer a trouble ticket that you have to submit to, I t and you know, count the hours or days or weeks until you you can get new hardware, right By being able to pull it into the mainstream data centre. I can enable self service provisioning for those folks. So we actually we make a I more consumable or easier to manage for I t administrators and then for the engineers and the data scientists, etcetera. We make it easy for them to get access to those resources so they can get to their work right away. >>Quite progress in the past two years. Congratulations on that and looking. It's only the beginning is Day one Mercy. I want to ask you about what's going on as the CTO University piece of what's happening down there. Tell us a little bit about what's going on. You have the centre of excellence there. What does that mean? What does that include? >>Uh, you know, uh, University of Peace. Are you one of one of the biggest and oldest in Italy? Uh, if you have to give you some numbers is around 50 K students and 3000 staff between, uh, professors resurgence and that cabinet receive staff. So I we are looking into data operation of the centres and especially supports for scientific computing. And, uh, this is our our daily work. Let's say this, uh, taking us a lot of times, but, you know, we are able to, uh, reserve a merchant percentage of our time, Uh, for r and D, And this is where the centre of excellence is, Uh, is coming out. Uh, so we are always looking into new kinds of technologies that we can put together to build new solutions to do next generation computing gas. We always say we are looking for the right partners to do things together. And at the end of the day is the work that is good for us is good for our partners and typically, uh, ends in a production system for our university. So is the evolution of the scientific computing environment that we have. >>Yeah. And you guys have a great track record and reputation of, you know, R and D, testing software, hardware combinations and sharing those best practises, you know, with covid impact in the world. Certainly we see it on the supply chain side. Uh, and John, we heard Jensen, your CEO and video talk multiple keynotes. Now about software, uh, and video being a software company. Dell, you mentioned Dale and VM Ware. You know, Covid has brought this virtualisation world back. And now hybrid. Those are words that we used basically in the text industry. Now it's you're hearing hybrid and virtualisation kicked around in real world. So it's ironic that vm ware and El, uh, and the Cube eventually all of us together doing more virtual stuff. So with covid impacting the world, how does that change you guys? Because software is more important. You gotta leverage the hardware you got, Whether it's Dell or in the cloud, this is a huge change. >>Yeah. So, uh, as you mentioned organisations and enterprises, you know, they're looking at things differently now, Um, you know, the idea of hybrid. You know, when you talk to tech folks and we think about hybrid, we always think about you know, how the different technology works. Um, what we're hearing from customers is hybrid, you know, effectively translates into, you know, two days in the office, three days remote, you know, in the future when they actually start going back to the office. So hybrid work is actually driving the need for hybrid I t. Or or the ability to share resources more effectively. Um, And to think about having resources wherever you are, whether you're working from home or you're in the office that day, you need to have access to the same resources. And that's where you know the the ability to virtualize those resources and provide that access makes that hybrid part seamless >>mercy What's your world has really changed. You have students and faculty. You know, Things used to be easy in the old days. Physical in this network. That network now virtual there. You must really be having him having impact. >>Yeah, we have. We have. Of course. As you can imagine, a big impact, Uh, in any kind of the i t offering, uh, from, uh, design new networking technologies, deploying new networking technologies, uh, new kind of operation we find. We found it at them. We were not able anymore to do burr metal operations directly, but, uh, from the i t point of view, uh, we were how can I say prepared in the sense that, uh, we ran from three or four years parallel, uh, environment. We have bare metal and virtual. So as you can imagine, traditional bare metal HPC cluster D g d g X machines, uh, multi GPU s and so on. But in parallel, we have developed, uh, visual environment that at the beginning was, as you can imagine, used, uh, for traditional enterprise application, or VD. I, uh, we have a significant significant arise on a farm with the grid for remote desktop remote pull station that we are using for, for example, uh, developing a virtual classroom or visual go stations. And so this is was typical the typical operation that we did the individual world. But in the same infrastructure, we were able to develop first HPC individual borders of utilisation of the HPC resources for our researchers and, uh, at the end, ai ai offering and ai, uh, software for our for our researchers, you can imagine our vehicle infrastructure as a sort of white board where we are able to design new solution, uh, in a fast way without losing too much performance. And in the case of the AI, we will see that we the performance are almost the same at the bare metal. But with all the flexibility that we needed in the covid 19 world and in the future world, too. >>So a couple things that I want to get John's thoughts as well performance you mentioned you mentioned hybrid virtual. How does VM Ware and NVIDIA fit into all this as you put this together, okay, because you bring up performance. That's now table stakes. He's leading scale and performance are really on the table. everyone's looking at it. How does VM ware an NVIDIA John fit in with the university's work? >>Sure. So, um, I think you're right when it comes to, uh, you know, enterprises or mainstream enterprises beginning their initial foray into into a I, um there are, of course, as performance in scale and also kind of ease of use and familiarity are all kind of things that come into play in terms of when an enterprise starts to think about it. And, um, we have a history with VM Ware working on this technology. So in 2019, we introduced our virtual compute server with VM Ware, which allowed us to effectively virtual is the Cuda Compute driver at last year's VM World in 2020 the CEOs of both companies got together and made an announcement that we were going to bring a I R entire video AI platform to the Enterprise on top of the sphere. And we did that, Um, starting in March this year, we we we finalise that with the introduction of GM wears V, Sphere seven, update two and the early access at the time of NVIDIA ai Enterprise. And, um, we have now gone to production with both of those products. And so customers, Um, like the University of Pisa are now using our production capabilities. And, um, whenever you virtualize in particular and in something like a I where performances is really important. Um, the first question that comes up is, uh doesn't work and And how quickly does it work Or or, you know, from an I t audience? A lot of times you get the How much did it slow down? And and and so we We've worked really closely from an NVIDIA software perspective and a bm wear perspective. And we really talk about in media enterprise with these fair seven as optimist, certified and supported. And the net of that is, we've been able to run the standard industry benchmarks for single node as well as multi note performance, with about maybe potentially a 2% degradation in performance, depending on the workload. Of course, it's very different, but but effectively being able to trade that performance for the accessibility, the ease of use, um, and even using things like we realise, automation for self service for the data scientists, Um and so that's kind of how we've been pulling it together for the market. >>Great stuff. Well, I got to ask you. I mean, people have that reaction of about the performance. I think you're being polite. Um, around how you said that shows the expectation. It's kind of sceptical, uh, and so I got to ask you, the impact of this is pretty significant. What is it now that customers can do that? They couldn't or couldn't feel they had before? Because if the expectations as well as it worked well, I mean, there's a fast means. It works, but like performance is always concerned. What's different now? What what's the bottom line impact on what country do now that they couldn't do before. >>So the bottom line impact is that AI is now accessible for the enterprise across there. Called their mainstream data centre, enterprises typically use consistent building blocks like the Dell VX rail products, right where they have to use servers that are common standard across the data centre. And now, with NVIDIA Enterprise and B M R V sphere, they're able to manage their AI in the same way that they're used to managing their data centre today. So there's no retraining. There's no separate clusters. There isn't like a shadow I t. So this really allows an enterprise to efficiently deploy um, and cost effectively Deploy it, uh, it without because there's no performance degradation without compromising what their their their data scientists and researchers are looking for. And then the flip side is for the data science and researcher, um, using some of the self service automation that I spoke about earlier, they're able to get a virtual machine today that maybe as a half a GPU as their models grow, they do more exploring. They might get a full GPU or or to GPS in a virtual machine. And their environment doesn't change because it's all connected to the back end storage. And so for the for the developer and the researcher, um, it makes it seamless. So it's really kind of a win for both Nike and for the user. And again, University of Pisa is doing some amazing things in terms of the workloads that they're doing, Um, and, uh and, uh, and are validating that performance. >>Weigh in on this. Share your opinion on or your reaction to that, What you can do now that you couldn't do before. Could you share your experience? >>Our experience is, uh, of course, if you if you go to your, uh, data scientists or researchers, the idea of, uh, sacrificing four months to flexibility at the beginning is not so well accepted. It's okay for, uh, for the Eid management, As John was saying, you have people that is know how to deal with the virtual infrastructure, so nothing changed for them. But at the end of the day, we were able to, uh, uh, test with our data. Scientists are researchers veteran The performance of us almost similar around really 95% of the performance for the internal developer developer to our work clothes. So we are not dealing with benchmarks. We have some, uh, work clothes that are internally developed and apply to healthcare music generator or some other strange project that we have inside and were able to show that the performance on the beautiful and their metal world were almost the same. We, the addition that individual world, you are much more flexible. You are able to reconfigure every finger very fast. You are able to design solution for your researcher, uh, in a more flexible way. An effective way we are. We were able to use the latest technologies from Dell Technologies and Vidia. You can imagine from the latest power edge the latest cuts from NVIDIA. The latest network cards from NVIDIA, like the blue Field to the latest, uh, switches to set up an infrastructure that at the end of the day is our winning platform for our that aside, >>a great collaboration. Congratulations. Exciting. Um, get the latest and greatest and and get the new benchmarks out their new playbooks. New best practises. I do have to ask you marriage, if you don't mind me asking why Look at virtualizing ai workloads. What's the motivation? Why did you look at virtualizing ai work clothes? >>Oh, for the sake of flexibility Because, you know, uh, in the latest couple of years, the ai resources are never enough. So we are. If you go after the bare metal, uh, installation, you are going into, uh, a world that is developing very fastly. But of course, you can afford all the bare metal, uh, infrastructure that your data scientists are asking for. So, uh, we decided to integrate our view. Dual infrastructure with AI, uh, resources in order to be able to, uh, use in different ways in a more flexible way. Of course. Uh, we have a We have a two parallels world. We still have a bare metal infrastructure. We are growing the bare metal infrastructure. But at the same time, we are growing our vehicle infrastructure because it's flexible, because we because our our stuff, people are happy about how the platform behaviour and they know how to deal them so they don't have to learn anything new. So it's a sort of comfort zone for everybody. >>I mean, no one ever got hurt virtualizing things that makes it makes things go better faster building on on that workloads. John, I gotta ask you, you're on the end video side. You You see this real up close than video? Why do people look at virtualizing ai workloads is the unification benefit. I mean, ai implies a lot of things, implies you have access to data. It implies that silos don't exist. I mean, that doesn't mean that's hard. I mean, is this real people actually looking at this? How is it working? >>Yeah. So? So again, um you know for all the benefits and activity today AI brings a I can be pretty complex, right? It's complex software to set up and to manage. And, um, within the day I enterprise, we're really focusing in on ensuring that it's easier for organisations to use. For example Um, you know, I mentioned you know, we we had introduced a virtual compute server bcs, um uh, two years ago and and that that has seen some some really interesting adoption. Some, uh, enterprise use cases. But what we found is that at the driver level, um, it still wasn't accessible for the majority of enterprises. And so what we've done is we've built upon that with NVIDIA Enterprise and we're bringing in pre built containers that remove some of the complexities. You know, AI has a lot of open source components and trying to ensure that all the open source dependencies are resolved so you can get the AI developers and researchers and data scientists. Actually doing their work can be complex. And so what we've done is we've brought these pre built containers that allow you to do everything from your initial data preparation data science, using things like video rapids, um, to do your training, using pytorch and tensorflow to optimise those models using tensor rt and then to deploy them using what we call in video Triton Server Inference in server. Really helping that ai loop become accessible, that ai workflow as something that an enterprise can manage as part of their common core infrastructure >>having the performance and the tools available? It's just a huge godsend people love. That only makes them more productive and again scales of existing stuff. Okay, great stuff. Great insight. I have to ask, What's next one's collaboration? This is one of those better together situations. It's working. Um, Mauricio, what's next for your collaboration with Dell VM Ware and video? >>We will not be for sure. We will not stop here. Uh, we are just starting working on new things, looking for new development, uh, looking for the next beast. Come, uh, you know, the digital world is something that is moving very fast. Uh, and we are We will not We will not stop here because because they, um the outcome of this work has been a very big for for our research group. And what John was saying This the fact that all the software stock for AI are simplified is something that has been, uh, accepted. Very well, of course you can imagine researching is developing new things. But for people that needs, uh, integrated workflow. The work that NVIDIA has done in the development of software package in developing containers, that gives the end user, uh, the capabilities of running their workloads is really something that some years ago it was unbelievable. Now, everything is really is really easy to manage. >>John mentioned open source, obviously a big part of this. What are you going to? Quick, Quick follow if you don't mind. Are you going to share your results so people can can look at this so they can have an easier path to AI? >>Oh, yes, of course. All the all the work, The work that is done at an ideal level from University of Visa is here to be shared. So we we as, uh, as much as we have time to write down we are. We are trying to find a way to share the results of the work that we're doing with our partner, Dell and NVIDIA. So for sure will be shared >>well, except we'll get that link in the comments, John, your thoughts. Final thoughts on the on the on the collaboration, uh, with the University of Pisa and Delvian, where in the video is is all go next? >>Sure. So So with University of Pisa, We're you know, we're absolutely, uh, you know, grateful to Morocco and his team for the work they're doing and the feedback they're sharing with us. Um, we're learning a lot from them in terms of things we can do better and things that we can add to the product. So that's a fantastic collaboration. Um, I believe that Mauricio has a session at the M World. So if you want to actually learn about some of the workloads, um, you know, they're doing, like, music generation. They're doing, you know, covid 19 research. They're doing deep, multi level, uh, deep learning training. So there's some really interesting work there, and so we want to continue that partnership. University of Pisa, um, again, across all four of us, uh, university, NVIDIA, Dell and VM Ware. And then on the tech side, you know, for our enterprise customers, um, you know, one of the things that we actually didn't speak much about was, um I mentioned that the product is optimised certified and supported, and I think that support cannot be understated. Right? So as enterprises start to move into these new areas, they want to know that they can pick up the phone and call in video or VM ware. Adele, and they're going to get support for these new workloads as they're running them. Um, we were also continuing, uh, you know, to to think about we spent a lot of time today on, like, the developer side of things and developing ai. But the flip side of that, of course, is that when those ai apps are available or ai enhanced apps, right, Pretty much every enterprise app today is adding a I capabilities all of our partners in the enterprise software space and so you can think of a beady eye enterprises having a runtime component so that as you deploy your applications into the data centre, they're going to be automatically take advantage of the GPS that you have there. And so we're seeing this, uh, future as you're talking about the collaboration going forward, where the standard data centre building block still maintains and is going to be something like a VX rail two U server. But instead of just being CPU storage and RAM, they're all going to go with CPU, GPU, storage and RAM. And that's going to be the norm. And every enterprise application is going to be infused with AI and be able to take advantage of GPS in that scenario. >>Great stuff, ai for the enterprise. This is a great QB conversation. Just the beginning. We'll be having more of these virtualizing ai workloads is real impacts data scientists impacts that compute the edge, all aspects of the new environment we're all living in. John. Great to see you, Maurizio here to meet you and all the way in Italy looking for the meeting in person and good luck in your session. I just got a note here on the session. It's at VM World. Uh, it's session 22 63 I believe, um And so if anyone's watching, Want to check that out? Um, love to hear more. Thanks for coming on. Appreciate it. >>Thanks for having us. Thanks to >>its acute conversation. I'm John for your host. Thanks for watching. We'll talk to you soon. Yeah,

>>well, thank you adam. We're back here at the Q we're live at the feta in Barcelona and we're here in cloud city which is just amazing. I'm really excited to have two guests here from a company called data on tap. Angus axe Tina's is the founder and Ceo and Alex Baumann is also a co founder and C Xo again, data on tap guys, welcome to the cube. Thanks so much for coming on Angus. Let's start with you. Tell us about data on tap is a great name. >>Yeah, thank you for we are designing and building digital attacker brands. Built entirely in public wealth. >>What does that mean? Digital attacker brand. So tell us more about that. >>I I think uh when you want to launch now a new wireless service provider, you have this challenge. We were built from current infrastructure or build something as a green field operation. We think building something a new is provides these new opportunities. So that's that's what we are. >>You guys know when you start a company with a blank sheet of paper, it's an exciting time. Why did you start the company? >>A good question. I think, I think for me, I mean, you know, I'm sure we both had our own reasons, but the biggest one for me was being held back on delivering the types of customer experiences that people were expecting. So, uh, telecom um, is notoriously slow moving, deliver great products, but take time to get there and you see all kinds of over the top products kind of leapfrogging ahead and needing lunch of telecoms in some places and kind of being held back. Uh, in that kind of older, you know, the full sheet of paper really drove us to decide what can we do with the blank sheet. How do we go green field, you know, all this new cloud technology, what types of things does not unlock for us? And that's really the impetus for >>it. So what are you actually selling? What's the service or product that you're selling? >>We started in Canadian market. The Canadian market is may be considered undeserved in, you know, when you compare to other markets. And we started with this full and final concept building out from core network all the way to consumer application, um, including e commerce, including other kind of value added services from the get go. Even before we launched before we launch our wireless service proposition, it's very hard to get into Canadian market. We're still battling out with regulator on on that front, but we're building a tax tax for Canada and for other countries to uh, in the model of the Fintech, in the model of this new business model that's becoming available with public cloud. >>So, public policy is obviously a big part of this where you have to ride on top of the existing infrastructure at least get permission to do that. And that's kind of your business model, right? >>Yeah, exactly. Um the infrastructure exists um very good networks in Canada and I believe elsewhere in the world as well, but this is the age of service innovation. Public cloud kind of brings that service innovation to the front rather than, you know, differentiating on the network technologies, which is kind of commanded commoditize thing. The new way of thinking is about service innovation, about what can you build on existing infrastructure, How can you use elements in the public cloud, the new economy, new business models to create this new new business. >>So let's talk about cloud economics. Specifically public cloud. When we say cloud, we need public cloud. Yeah, not fake cloud. So you've got, you've got cloud, you've got you've got cross cloud, you know, kind of imagining this abstraction layer cutting across clouds are extending to the edge. You talk about the cloud suppliers, they look at the the the edge as this opportunity, they see data centers is just another edge node. So talk about how do you think about public cloud economics as it relates to your business and your custom? >>Sure. So um you know, going with that blank sheet of paper and building out and kind of the entire stack exactly from start to finish everything you need from four to customer to deliver a customer experience to deliver all the tools that are necessary to sell in a completely digital model. Um The economics for us, when you look at the public cloud, allow you to do a kind of a composite application approach of using the api economy, you can just pick exactly what you need from individual pieces that exist out in the market. Um, and typically cloud based products as well. And by building in that model, you can really narrow down a per subscriber economic as a carrier that's kind of wasn't feasible before, you know, and on top of that, that kind of Capex the time to market, all those things are so small compared to what used to have as long as you're building out in that. >>So is your strategy to enable service providers and carriers to move beyond connectivity? Is that, is that even is that feasible? Or is it an ecosystem that gets built around that? On top of that? >>Our vision is that, and this is difficult. A lot of subscription based verticals. You, you need the subscriber but you need to know them on a 1 to 1 basis. You need that person, not just building account number. Uh And then once you've got that and you've got your core business around them, it is about all the other things that you can build a kind of an ecosystem around that customer. So it could be enabling um other verticals within the teletext act. It could just be about making sure that they have kind of our first approaches. You need to be digital, you need to have a digital experience, it needs to be good, needs to be premium, it can't just be a digitization, like the clipboard on the ipad, it needs to be a real rethought Greenfield experience to be competitive in >>the future. Because when you think about the brands and the pandemic, we're all watching movies and viewing on demand. The experience that we have with those services is awesome. Absolutely. The sales, the marketing and service all integrated into one. And you think about the experience that you have with traditional telcos and it's just frustration and so so you're, you're enhancing that experience. That's what it's all about, that user >>experience. Yeah. If you, if you go into our app in Canada right now and go into a marketplace stab you, you would kind of feel like netflix a bit because you know, uh, the subscription plans are just part of the range of products you can be buying from us and it truly depends on the customer segment and type and then on the particular customer, what we would bring up front for them to to consume. You know, if it's a youth customer student or perhaps a new Canadian or new immigrants to a certain place, they might need the banking product and we might have appreciate Mastercard or Visa available for them to to order together with decent is incurred. Or they might, if a university student, they might be buying certain clothing products or or other things from around for that university or or so on. Support. The customization is endless and personalization could be really truly personal and uh machine learned and and so on and so forth. >>And if I could, the most people don't describe themselves in terms of gigabytes, they have other things that they like and other things that make them who they are and being able to to understand who somebody is and deliver things outside of just like here is a plan with gigabytes were here a minute is really the next step. You know, you need to be able to put something other than one GB on a poster. >>It's interesting you say that Alex because you're right, we don't think there's consumers, we don't think in terms of gigabytes, but underneath all this is data, it's all about the data. And when I think about industries that are data intensive like telco financial services is another example. These organizations build data products and the time it takes for them to build data products is too long. The the user experience is oftentimes too cumbersome. And I think I think there's a new metric that's going to emerge in the industry is how long is a business person does it take me to go from idea to monetization as I mean a new industry Kpi you heard it here first in the queue because it's all about building data products in the in the digital world. And so when I think about what you're doing, if I understand it correctly, you're allowing the digital service providers first of all become digital and then build data products very quickly. Configure them very quickly and offer them to their consumers. >>Yeah, I like that idea um idea to monetization I think shortening that time is really important, but it goes beyond just like configuring a data product. Um It's anything that you could pull together within your own ecosystem or combinations of ecosystems or bundles of things. Um You know, as a marketer. Uh That idea comes to you and you want to test it, it's you know, it's idea to test the monetization to monetization. Um So you know, if you can rapidly test things iterate on them uh from an interface that happens in real time and you've got customers that are the data model and the construct around them is customer centric. So your marketing can be customer centric, um That's really the world we're building. >>What's the ecosystem, look how you envisioning and thinking about the ecosystem evolution? >>Well, starting point was obviously look at the retail store and look what's in the store and kind of have all of that as as a starting point, so you have that covered. But you can go you can go outside and and and see who else is selling what to add. Mobile consumer of yours. And trust me, all those ecosystem partners are eager to get in this digital kind of platform because they want they want that access to the consumer and they want a targeted access to that consumer and looking at whatever perhaps opportunities and and values exist outside of it. People pass down the phones to their kids and their senior members of the family. We try to sell their use phones. Um We we we started um monetizing or started developing systems that allow members to sell to members, something that, you know, is maybe part of a different marketplaces. But if you can get that process going and you can be a trusted party that handles these things. That's a really exciting opportunity for certain segments specifically. >>Well, that's the thing. The cloud enables, you can create these marketplaces and you can build your own ecosystems and that's sort of the next phase, last 10 years, we're going to be different than the next 10 years of cloud. And one of the big differences is the pace at which you can develop these ecosystems. I mentioned, uh, financial services, is that, uh, an industry segment? That's right for this wireless transformation. Are there other segments that you guys are looking? >>I think uh Fintech is maybe a good example of what telecom should be, uh, not necessarily mirroring, but at least looking to for inspiration because they've kind of dropped a little bit in terms of being open, opening up architecture, allowing that kind of service level innovation. Um so, you know, one thing is to create some digital transformation or digital green field operation for a network operator, um but kind of the next step is allowing other types of experimentation on top of what you've built. And kind of, Fintech is a good model for that. The cloud absolutely enables it. Um I mean, you know, up until cloud, I don't think we could have a conversation about, you know, a carrier opening up for other people to experiment and their platforms are on their systems, but the cloud really does allow for that. And I think uh you know, smaller groups of very capable minds will come up with things that we can't even dream up right now. Uh and that's the kind of stuff that you want to have happening first on your network and be enabling it and then pull it in and pull those minds into into your teams like attracting talent that can deliver the things we're talking about is also going to be important. >>We talked about in the cube data about the economy all the time and no we can talk about opening up the telcos and it scares people a lot. You know can we replicate the reliability of the network with open A PS and open no rand open systems. But are there examples of sort of open api is the ap economy in this digital service provider world? Oh >>um I think there are I think uh you know if you come from I. P. Void ecosystem there are a lot more open um uh and networks should be in a in a similar place. I think it provides opportunities in short tech. Is there security, home security iot everything can have come to play when you think about it, when when you have an app on each each of your consumers phone we have I think endless opportunities you have to be provide certain stickiness. You have to provide certain engagement. Why would people come back to you um Gamification loyalty? Um other things can come to play uh to provide this wholesome experience on why people would come back to you, not just for you know, service things >>I saw in some of your material private by design. What what is that? >>I think so it's it's a bit of a mindset in the strategy when you're when you're developing everything in your platform um as a as a telecommunications provider, you collect like an absurd amount of information about people, particularly if you are detected in the way that you know, whoever one of those people is. Um, and there's a little bit of a need to respect some of that data, respect some of the privacy that maybe around that um, and building within the cloud and constructing new data models around how that data is, is uh, stored, what things exist in a wallet, what traceability happens, inaudible bility happens on that data is really important. As you consider the future. We're already seeing lots of regulation around privacy and data and data processing. Um, so you can't like build now and think, oh whatever, we'll change it later. You a little bit forward thinking is very important for, for that type of >>Yeah. And I think starting point is important of how easy is it to get in and start of telecom telecommunications provider, you'll see during MWc and have evidence people are trying to re engineer the onboarding experiences. Um, I think that first step has to be very, very easy for users to take uh and uh, getting into ecosystem, so just email, good to go just as any other app and, and that's, and that's a starting point, and then the rest of it is sort of on demand when needed. Uh that's, you know, with the value you grow. So telecoms usually try to run the credit check before you even, you know, before you even know the name. >>Hey guys, we got to leave it there. Thanks so much, congratulations on getting off the ground adam. It's buzzing here, back to you.

>>Welcome to the cubes coverage of HP discover 2021. I'm your host lisa martin. I've got a couple of guests with me here from emphasis. Alumni Yuma lacks empathy. Is back. Senior vice president and regional head of EMEA emphasis Yuma. It's great to see you welcome back to the program. >>Yeah. Hi Liza. It's great to be back for discover 2021. It's been a great opportunity to meet with a lot of our stakeholders and hp. >>Excellent. We're gonna dig into that. And so do Cutie is here as well. The CTO Cloud Advisory, VP hybrid cloud engineering platforms and automation at emphasis Sergey Welcome to the program. >>Thank you lisa. It's a pleasure to be in the program is my first time but I really enjoy it. Well >>Welcome. Welcome. So the next 15 minutes or so we're gonna unpack a survey that was just done as we know cloud has catalyzed a lot in the last year. One of those being cloud adoption. Talk to us about some of the things that you've seen as more and more enterprises are moving workloads to cloud. How is a hybrid cloud enabling businesses to grow, enabling them to actually have a competitive edge? >>Uh lisa if you uh if you look at the pre covid scenario and what there are many, many clients which actually made a significant move into cloud, but there were many few, a few of the companies who didn't really take a mature uh cloud adoption. But those companies which actually did the adoption, we see that have taken a big step with the help of the when the covid hit them because they were able to be very resilient, but at the same time they were able to the cloud adoption really help them to improve their business profits. Uh When we did this cloud reader survey across all the geography is we didn't get across the U. S. The latin, the issue pacific the email markets. And when we looked at uh what our clients and enterprises were able to recover and get all of this whole cloud adoption. We've got a number of 414 billions of profits that the enterprises can make by using this cloud adoption. And that's what we saw in this survey that we did with our clients. >>Yeah, that's huge. Enterprises the survey found can add up to you said 414 billion and that new profits annually through effective cloud adoption and sticking with you for a second. What does emphasis described as effective cloud adoption? >>When we look at cloud adoption, we have enterprises who started shifting workloads which are very comfortable for them. And then uh then they started to take the more mature understanding of moving workloads which were very critical to the business. So when we look at effective, it is a combination of both the ones that were very easy to go to the cloud, the ones that made business is able to bring in new applications and new, go to markets uh, to their segments to their clients. But then it is also about taking some of those legacy world clothes and making a choice the right choice to take it by transforming those applications and environments uh, into the cloud direction. And that's what we call as effective. It's just not the easy ones, but also those complex and legacy rebuild ones that that effectively goes on to transform itself into a new way for the for their clients and for the experience of the users. >>It's a big changes coming, big opportunities. We see, we've talked about this for many times more and more companies moving to multi cloud arrangements for a variety of reasons. What have been some of the things that emphasis has experienced and what are some of your viewpoints on a multi cloud? >>Thank you, lisa. So, um, if you look around right, you know, hybrid cloud has been the new normal. Right? And um and if you look at it, private cloud is becoming an essential component for hosting applications. You know, uh you know, when you look at it, it's more about applications which have low latency requirements, you know, it has regulatory requirements or it has a static demand of infrastructure. Now, what emphasis has done in this space is is that, you know, we have um we have developed a framework which we call it as a right loud solution framework and this is focused on implementing a hybrid multi cloud leveraging an in house developed tools and frameworks as well as platforms along with our strategic Puerto rico system, that is our biggest contribution onto the hybrid multi cloud world. Now, the foundation of our framework is emphasis Polly cloud platform. It's a unified multi cloud management platform. It can provision, it can orchestrate, it can also manage the cloud deployment across multiple of the environment. It can be a private, it can be public or it can be on the edge. Now, apart from all of these things, it also offers features and functionality is very similar to the hyper scholars and either it can be in terms of the user experience or it can be in a commercial model or a technology stack or it can be reports or it can be persona based user experience and integration with multiple systems. It brings all of these functionalities seamlessly across the multiple hybrid ecosystem. That's the biggest contribution from emphasis in this space. >>Got it. Okay. As we see the just clear growth of multi cloud in every industry. Talk to us about what the cloud radar survey uncovered with respective you mentioned that big number, the correlation between cloud transformation and profitable growth for enterprises across any industry. >>So I did mention about it uh lisa in in the previous question as well. When we looked at when we look at enterprises trying to take the cloud adoption, the big benefits for the enterprises do happen when they crossed that uh layer of moving a significant part of their existing legacy in a very transformed new world. And that brings in the new way of working for their customers for their end users and internally as well for their various stakeholders. And that I think is creating a cost structure for them, which is very, very optimal from where they were. But at the same time, it is enabling their ecosystem of of users and customers to come and operate in a very seamless fashion. And that is the biggest advantage of uh boosting profits for them at the same time, cutting costs within the, within the internal stakeholders. So at one stage you're optimizing your cost at another stage, you're bringing in the easiness for your clients to operate on, which is actually creating that enlarged profit boost. >>I'm sticking with you for a second. If we unpack that growth, that business profit growth opportunity that you the survey uncovered, Are we talking about things like faster time to market, increasing scale? What are some of the things underneath that hood? >>So, if you if you look at uh traditionally cloud was considered uh the enabler for quick, faster time to market. But now cloud has become the central theme for resilience. If you look at the covid pandemic, uh, those, those enterprises which were already cloud enabled, we're able to resiliently and sustain their business and grow their businesses. So as economy started opening up, if I can talk about an automotive client who is today enriching businesses out of china because they have the first economy that has opened up after the pandemic. So you see a lot of enablement for those enterprises which have already taken the cloud journey. And if you look at Today, enterprises are in somewhere around 17-18% of of cloud adopt mint and if they can take that to the 40%, that's when they will see that kind of boosted profits. And we can clearly see about $400 plus billion dollars of profits that enterprises can make. >>All right, so let's talk to you for a second. If we look at some of the survey results, the acceleration that is expected to be seen by in the next year of enterprises moving so many more workloads to cloud. You talked about hybrid cloud. Talk to me about how the experience of working with HP in creating joint solution suites is going to help the customers facilitate and drive that transformation. >>Thank you lisa. So if you look at H P E, H P E comes with a fine set of technology and commercial constructs, you know, that complements our right cloud framework and they offer the solutions. The whole sort of a lot of solutions offer private cloud as a service which is a major component of our right club framework. Either it is a continuous service with HP is is immoral data platform on HP hardware or video as a service based on a compose Herbal and Converse infrastructure or H. P. S cloud built on HPC cloud, build on Cray systems and all of them commercially supported with an H. P. S. Green leg offering makes it very attractive for our customers. Now, these integrations have helped us in providing a very similar metering and billing along with the chargeback solutions, very much in line with what is being provided by Hyper scholars. Apart from this, we also work very closely with H. P. E to create a very compelling sourcing strategy for driving hybrid cloud driven digital transformation while taking cost out and protecting the existing investments through various financial models for our customers, helping them in terms of transforming their digital estate in the, in the new cloud world. >>And um, I want to get your perspective as well. The HP emphasis partnership talk to me about that being a win win for your clients in every industry. >>So actually uh Visa is a great question and this probably is my third uh cube interview and I've told this previously as well in my previous interviews as well, the relationship between emphasis and hedge P is very very strategy and it's it's very very top down driven. And today we've seen very high transformative opportunities that two organizations have come together and we won't call it win win, but we call it a win win win, which is essentially win for HPV win for emphasis, but even for the clients as well. So if you look at some of the engagements that we have jointly done, everything has been transformative. I can talk about uh energy client where we've done a huge which will be D I uh engagement with them, where we have been able to take them very uh seamlessly when the covid pandemic hit them so that there are significant part of their right to users but be able to operate from their residences. I can talk about a great story about how we had enabled Green Lake for a wind energy company. Uh and how that Green Lake capability help the customer to migrate the application seamlessly uh to a hybrid cloud. And there are so many examples of similar scale and size when we look at clients in the manufacturing space and the automobile sector, where we've really done work very closely with HP across all regions and all geography is uh to make this what I would call a win win win partnership. >>I like that when when when who wouldn't want that. One more question for you talk to me about the next, as we talked about some of those survey results and I think folks can find that survey the cloud radar survey on the emphasis dot com website. I found it on the homepage there. But looking at how much Transformation is expected in the next 12 months or so, what are some of the things that we can expect from emphasis on H. P. E. to help drive and catalyze that growth that you expect to see in the next 12 months? >>Yeah. And I was talking to you before this interview and you said that yes, we gotta look at this. And I was feeling very happy that you have the opportunity to look at the side. And you said that look there's an opportunity to also make to continuously provide feedback. And we're very happy for clients to come in and look at it and do provide us the feedback. This is a constant learning for us. We have a big learning company Uh and when it comes to uh the next 12 months of agenda, I think the pipeline is very robust for both us and the hp. In terms of the way we want to take proactive transformational opportunities to the to our clients create a value differentiation on the hybrid cloud for them. And uh clearly uh this this survey clearly came back to reflect back to us that our strategy that we've done together as partners is the right strategy because there is a significant headroom for growth uh in the cloud space uh for both emphasis and H. B. >>Excellent. Well gentlemen, thank you for joining me today, talking to me about what emphasis and HP are doing together, unpacking some of the significant insights that the cloud radar survey has uncovered. We appreciate your time. >>Thank you lisa. Thank you. Thank you for giving us this opportunity. >>Absolutely. For election Soju. I'm lisa martin. You're watching the cubes coverage of HP discover 2021. Yeah, yeah.

>>from >>around the globe. It's the cube with digital >>Coverage of IBM think 2021 brought to you by IBM. >>Welcome back to IBM Think 2021 The virtual edition. My name is Dave Volonte and you're watching the cubes continuous coverage of think 21. And right now we're gonna talk about banking in the post isolation economy. I'm very pleased to welcome our next guest. Look at wag lee is the general manager, Global banking financial markets at IBM and john Degnan is the global ceo and vice president and distinguished engineer for banking and financial services. Gentlemen, welcome to the cube. >>Thank you. Yeah >>that's my pleasure. Look at this current economic upheaval. It's quite a bit different from the last one, isn't it? I mean liquidity doesn't seem to be a problem for most pecs these days. I mean if anything they're releasing loan loss reserves that they didn't need. What's from your perspective, what's the state of banking today and hopefully as we exit this pandemic soon. >>So so dave, I think, like you say, it's, you know, it's a it's a state and a picture that in a significantly different from what people were expecting. And I think some way, in some ways you're seeing the benefits of a number of the regulations that were put into into place after the, you know, the financial crisis last time around, right? And therefore this time, you know, a health crisis did not become a financial crisis, because I think the banks were in better shape. And also, you know, governments clearly have put worldwide a lot of liquidity into the, into the system. I think if you look at it though, maybe two or three things ready to call out firstly, there's a there's a massive regional variation. So if you look at the U. S. Banking industry, it's extremely buoyant and I'll come back to that in a minute in the way in which is performing, you know, the banks that are starting to report their first quarter results are going to show profitability. That's you know significantly ahead of where they were last year and probably some of the some of their best performance for quite a long time. If you go into europe, it's a completely different picture. I think the banks are extremely challenged out there and I think you're going to see a much bleaker outlook in terms of what those banks report and as far as Asia pacific is concerned again, you know because they they have come out of the pandemic much faster than consumer businesses back into growth. Again, I think they're showing some pretty buoyant performance as far as as far as banking performance is concerned. I think the piece that's particularly interesting and I think him as a bit of a surprise to most is what we've seen in the U. S. Right. And in the US what's actually happened is uh the investment banking side of banking businesses has been doing better than they've ever done before. There's been the most unbelievable amount of acquisition activity. You've seen a lot of what's going on with this facts that's driving deal raised, you know, deal based fee income for the banks. The volatility in the marketplace is meaning that trading income is much much higher than it's ever been. And therefore the banks are very much seeing a profitability on that investment banking side. That was way ahead of what I think they were. They were expecting consumer businesses definitely down. If you look at the credit card business, it's down. If you look at, you know, lending activity that's going down going out is substantially less than where it was before. There's hardly any lending growth because the economy clearly is flat at this moment in time. But again, the good news that, and I think this is a worldwide which are not just in us, the good news here is that because of the liquidity and and some of the special measures the government put out there, there has not been the level of bankruptcies that people were expecting, right. And therefore most of the provisioning that the banks did um in expectation of non performing loans has been, I think, a much more, much greater than what they're going to need, which is why you're starting to see provisions being released as well, which are kind of flattering, flattering the income, flattering the engine. I think going forward that you're going to see a different picture >>is the re thank you for the clarification on the regional divergence, is that and you're right on, I mean, european central banks are not the same, the same position uh to to affect liquidity. But is that nuances that variation across the globe? Is that a is that a blind spot? Is that a is that a concern or the other other greater concerns? You know, inflation and and and the the pace of the return to the economy? What are your thoughts on that? >>So, I think, I think the concern, um, you know, as far as the european marketplace is concerned is um you know, whether whether the performance that and particularly, I don't think the level of provisions in there was quite a generous, as we saw in other parts of the world, and therefore, you know, is the issue around non performing loans in in europe, going to hold the european uh european banks back? And are they going to, you know, therefore, constrain the amount of lending that they put into the economy and that then, um, you know, reduces the level of economic growth that we see in europe. Right? I think, I think that is certainly that is certainly a concern. Um I would be surprised and I've been looking at, you know, forecasts that have been put forward by various people around the world around inflation. I would be surprised if inflation starts to become a genuine problem in the, in the kind of short to medium term, I think in the industry that are going to be two or three other things that are probably going to be more, you know, going to be more issues. Right. I think the first one which is becoming top of mind for chief executives, is this whole area around operational resiliency. So, you know, regulators universally are making very very sure that banks do not have a technical debt or a complexity of legacy systems issue. They are and you know, the U. K. Has taken the lead on this and they are going so far as even requiring non executive directors to be liable if banks are found to not have the right policies in place. This is now being followed by other regulators around the world. Right. So so that is very much drop in mind at this moment in time. So I think discretionary investment is going to be put you know, towards solving that particular problem. I think that's that's one issue. I think the other issue is what the pandemic has shown is that and and and this was very evident to me and I mean I spent the last three years out in Singapore where you know, banks have become very digital businesses. Right? When I came into the U. S. In my current role, it was somewhat surprising to me as to where the U. S. Market place was in terms of digitization of banking. But if you look in the last 12 months, you know, I think more has been achieved in terms of banks becoming digital businesses and they've probably done in the last two or three years. Right. And that the real acceleration of that digitization which is going to continue to happen. But the downside of that has been that the threat to the banking industry from essentially fintech and big tex has exactly, it's really accelerated. Right, Right. Just to give you an example, Babel is the second largest financial services institutions in the US. Right. So that's become a real problem I think with the banking industry is going to have to deal with >>and I want to come back to that. But now let's bring john into the conversation. Let's talk about the tech stack. Look, it was talking about whether it was resiliency going digital, We certainly saw over the pandemic, remote work, huge, huge volumes of things like TPP and and and and and mortgages and with dropping rates, etcetera. So john, how is the tech stack Been altered in the past 14 months? >>Great question. Dave. And it's top of mind for almost every single financial services firm, regardless of the sector within the overall industry, every single business has been taking stock of how they handled the pandemic and the economic conditions thereafter and all of the business needs that were driven by the pandemic. In so many situations, firms were unable to service their clients or we're not competitive in serving their clients. And as a result they've had to do very deep uh architectural transformation and digital transformation around their core platforms. Their systems of analytics and their systems different end systems of engagement In terms of the core processing systems that many of these institutions, some in many cases there are 50 years old And with any 50 year old application platform there are inherent limitations. There's an in flex itty inflexibility. There's an inability to innovate for the future. There's a speed of delivery issue. In other words, it can be very hard to accelerate the delivery of new capabilities onto an aging platform. And so in every single case um institutions are looking to hybrid cloud and public cloud technology and pre packaged a ai and prepackaged solutions from an I. S. V. Ecosystem of software vendor ecosystem to say. As long as we can crack open many of these old monolithic cause and surround them with new digitalization, new user experience that spans every channel and automation from the front to back of every interaction. That's where most institutions are prioritizing. >>Banks aren't going to migrate, they're gonna they're gonna build an abstraction layer. I want to come back to the disruption is so interesting. The coin base I. P. O. Last month see Tesla and microstrategy. They're putting Bitcoin on their balance sheets. Jamie diamonds. Traditional banks are playing a smaller role in the financial system because of the new fin text. Look at, you mentioned Paypal, the striped as Robin Hood, you get the Silicon Valley giants have this dual disrupt disruption agenda. Apple amazon even walmart facebook. The question is, are traditional banks going to lose control of the payment systems? >>Yeah. I mean I think to a large extent that is that has already happened, right? Because I think if you look at, you know, if you look at the experience in ASia, right? And you look at particularly organizations like and financial, you know, in India, you look at organizations like A T. M. You know, very substantial chance, particularly on the consumer payments side has actually moved away from the banks. And I think you're starting to see that in the west as well, right? With organizations like, you know, cloud, No, that's coming out with this, you know, you know, buying out a later type of schemes. You've got great. Um, and then so you've got paper and as you said, strike, uh and and others as well, but it's not just, you know, in the payment side. Right. I think, I think what's starting to happen is that there are very core part of the banking business. You know, especially things like lending for instance, where again, you are getting a number of these Frontex and big, big tech companies entering the marketplace. And and I think the threat for the banks is this is not going to be small chunks of market share that you're going to actually lose. Right? It's it's actually, it could actually be a Kodak moment. Let me give you an example. Uh, you know, you will have just seen that grab is going to be acquired by one of these facts for about $40 billion. I mean, this organization started like the Uber in Singapore. It very rapidly got into both the payment site. Right? So it actually went to all of these moment pop shops and then offered q are based um, 12 code based payment capabilities to these very small retailers, they were charging about half or a third or world Mastercard or Visa were charging to run those payment rails. They took market share overnight. You look at the Remittance business, right? They went into the Remittance business. They set up these wallets in 28 countries around the Asean region. They took huge chunks of business completely away from DBS, which is the local bank out there from Western Union and all of these, all of these others. So, so I think it's a real threat. I think Jamie Dimon is saying what the banking industry has said always right, which is the reason we're losing is because the playing field is not even, this is not about playing fields. Been even write, all of these businesses have been subject to exactly the same regulation that the banks are subject to. Regulations in Singapore and India are more onerous than maybe in other parts of the world. This is about the banking business, recognizing that this is a threat and exactly as john was saying, you've got to get to delivering the customer experience that consumers are wanting at the level of cost that they're prepared to pay. And you're not going to do that by purely sorting out the channels and having a cool app on somebody's smartphone, Right? If that's not funny reported by arcade processes and legacy systems when I, you know, like, like today, you know, you make a payment, your payment does not clear for five days, right? Whereas in Singapore, I make a payment. The payment is instantaneously clear, right? That's where the banking system is going to have to get to. In order to get to that. You need to water the whole stack. And the really good news is that many examples where this has been done very successfully by incumbent banks. You don't have to set up a digital bank on the site to do it. And incumbent bank can do it and it can do it in a sensible period of time at a sensible level of investment. A lot of IBM s business across our consulting as well as our technology stack is very much trying to do that with our clients. So I am personally very bullish about what the industry >>yeah, taking friction out of the system, sometimes with a case of crypto taking the middle person out of the system. But I think you guys are savvy, you understand that, you know, you yeah, Jamie Diamond a couple years ago said he'd fire anybody doing crypto Janet Yellen and says, I don't really get a Warren Buffett, but I think it's technology people we look at and say, okay, wait a minute. This is an interesting Petri dish. There's, there's a fundamental technology here that has massive funding that is going to inform, you know, the future. And I think, you know, big bags are gonna lean in some of them and others, others won't john give you the last word here >>for sure, they're leaning in. Uh so to just to to think about uh something that lick it said a moment ago, the reason these startups were able to innovate fast was because they didn't have the legacy, They didn't have the spaghetti lying around. They were able to be relentlessly laser focused on building new, using the app ecosystem going straight to public and hybrid cloud and not worrying about everything that had been built for the last 50 years or so. The benefit for existing institutions, the incumbents is that they can use all of the same techniques and tools and hybrid cloud accelerators in terms And we're not just thinking about uh retail banking here. Your question around the industry that disruption from Bitcoin Blockchain technologies, new ways of processing securities. It is playing out in every single securities processing and capital markets organization right now. I'm working with several organizations right now exactly on how to build custody systems to take advantage of these non fungible digital assets. It's a hard, hard topic around which there's an incredible appetite to invest. An incredible appetite to innovate. And we know that the center of all these technologies are going to be cloud forward cloud ready. Ai infused data infused technologies >>Guys, I want to have you back. I wish I had more time. I want to talk about SPAC. So I want to talk about N. F. T. S. I want to talk about technology behind all this. You really great conversation. I really appreciate your time. I'm sorry. We got to go. >>Thank you. Thanks very much indeed for having us. It was a real pleasure. >>Really. Pleasure was mine. Thank you for watching everybody's day. Volonte for IBM think 2021. You're watching the Cube. Mhm.

>>from around the globe. It's the Cube with digital coverage of Dell Technologies. World Digital Experience Brought to You by Dell Technologies Everyone welcome back to the cubes Coverage of Dell Technologies World Digital Experience I'm John for your host of the Cube Cube. Virtual. We're not in person this year were remote We're doing The interviews were not face to face. So thanks for watching two great guests to talk about the Dell Technology Storage and data protection for the VM Ware environments got Caitlin Gordon, vice President, product management, Dale Technologies and Leak as well. Vice president of Cloud Platform Business Unit, also known as CPB. You for VM where Lee and Cable in Great to see you both. Thanks for coming on. >>Thanks for having me >>s So what? What a crazy year. We're not in person. Usually the the events Awesome. VM world recently went on and then you guys have the same situation role online now and it's >>really kind >>of highlighted the customer environments of cloud needed. But I've been saying this on all my reports and all the Cube interviews that the executives who are in charge and now saying, Look at our modern APS have to be cloud native because the obvious benefits are there and container ization has become mainstream. But yet I d c still forecast about 15% of enterprises are still fully containing rise, with a huge amount of growth coming around the corner. So you're seeing this mature market where containers are validated, they're being put into production. People are now moving hard core with containers. And you have the kubernetes. I gotta ask you, Li, I'm Caitlin. What does this mean for the customers? Are they getting harder pressure points to do things faster? What does it all mean for the customer? >>Yeah, I'll start. Only you can add to it. I mean, I think what we see is the trends that were already happening of now. Accelerated and modern APs were kind of the top of the priority list, but now it has is really expedited. But at the same time, traditional applications haven't gone anywhere. So there's this dichotomy that a lot of I t is dealing with of head Oh, accelerate those modern APs while also streamlining and simplifying my environment for my traditional laps. And not only do I need to the right infrastructure to have that for production workloads, modern, traditional, but also form a data protection standpoint. How to ensure that those are all secure and do all of that in a way that simplifies life for whether it's the data protection admin, the BM admin or even the developer right, all of the different folks involved and needing to make all of their lives simpler has just really exacerbated a challenge and really given us a lot of opportunity to try to solve that for customers together. >>Lee, What's your take on the landscape out there? >>Yeah, I'd emphasized that speed really matters today, right? That we're really looking at. How do you go and deploy new applications faster, right? New ways to get engaged with customers. I mean, it's not happening physically anymore. So how is it happening while it's happening largely through applications? And so as you now basically develop new applications more quickly, containers are a way to speed the pace of applications, and the theme that you know we continue to drive home is that that means infrastructure has to respond more quickly, and it means that for the teams that are managing infrastructure, it really helps if you have a consistent model where you can get mawr done with the same teams and leverage all the experience you have, as well as the security and infrastructure resiliency model that we're bringing together to our customers. >>This brings up the real question, and if this comes up, kind of you see more of the executive level like we need to have a modern application direction. They'll go. Everyone goes, Yeah, of course. Thumbs up. Then they go Try to make that a reality because even though Dev ops and Infrastructures Code is still the viable path, it's hard. It's like Caitlin, we're talking about EJ to core Data center hybrid the multi cloud. There's a lot going on under the hood there. So you guys are doing a lot of stuff together. VM Ware and Dell Technologies. What's the solution for customers? They gotta move faster. As lead pointed out, Caitlin, how are you guys working together to make that infrastructure more modern, faster, programmable and reliable, >>and make it simpler for the customers right? I think it really comes down to one of the most powerful things about the partnership is that from the dull technology standpoint, we have really a plethora of different solutions to support your VM or environment. Whether it's a three tier architecture with Power Edge power store or leveraging the X rail. Or very commonly, it's gonna be both of those. You have the right infrastructure to support the production workloads and have a consistent operating model between them leveraging devils and primary storage side and all the integrations we have with the ex rail. And then we have with power, protect data manager Great integrations in some recent enhancements that make that even better and are now able to protect Tan Xue, protect the VCF management domain and not only have the storage, but also the protection for that environment. But do it in a way that supports what the V A madman needs and also gives that consistent protection, consistent storage, consistent operating model for the rest of I T. And at the same time you're enabling the developers to move faster. >>Lee, You guys have been doing a lot of joint development, and we've been covering a lot of the news VM world. Ah, lot of joint engineering, a lot of joint integrations. You guys have been collaborating with Dell Technologies for a long time. Also, the relationship. Where is that Today? Can you expand on that a little bit and take a minute to explain the joint >>collaboration? I'll start with the fact that you know, good marketing is really easy when you have great engineering. And so the work that we're doing together, like between our companies. Now we have a lot to talk about, right? E mean the work scaling mentioned right around Devil's integration, for example, on power Max right on da npower store, right? I mean, you start looking at the integration work that we're doing together. It means that customers are getting the benefits of the joint integration work and testing right that comes and so you're guaranteed out of the box toe work. Also, you know, don't forget that contain owners and all of the things we're doing around containers. It's basically designed thio accommodate the fact that containers air spun up more quickly or destroyed more quickly, their shared across the hybrid cloud more frequently and without an inherent security model and built in data protection. It's really hard to go and see how you can deploy these with the enterprise resilience that's demanded at enterprise scale. And so that's what we're doing together, right? And, you know, we build great software, Uh, but without great hardware partnerships, it's one hand clapping, right. It's about getting our teams together, right? That really makes it sing at the customer level. >>You know, I think that's a really example of the business. Performance results have come in Vienna, where you guys were doing a great job. Go way back to the years ago when Pat and Raghu we're talking with from Amazon and all. Since then, it's been joint development, join integrations, and that's a great business model for you. And so, Caitlyn, I wanna get back to you. Because at VMRO we covered Project Monterey, the new initiative for the anywhere but a year before they had Project Pacific that came toe life with product results. Tan Xue specifically, you guys have the power protect data manager that we talked about in the summer, but now for Tan Xue supported and Tan Xue environments that super relevant, can you share any updates on your end on the power protect Data Manager and Tan Xue? >>Yeah, I li I couldn't agree more that great engineering mix our jobs a lot more fun and a whole lot easier. So we've been really lucky. And the partnership we've had has really never been stronger. So yeah, but the most recent release of power protect Data Manager introduces the support for that tan xue protection. It also introduces really important things like storage, storage based policy management. So in in biosphere, when you set up a storage policy, you have data protection as part of that and you have the integration with power protect data Manager. So you're able to automatically protect new VM that are created by that storage policy of being applied. >>But >>at the same time, it's also being tracked in power. Protect Data Manager. So you have that consistency across enabling your vitamins and enabling your data protection your i t. Team. To keep track of that, we also have ah tech preview that we did at VM World about how we're working as from Dell technology standpoint to innovate around. How do you protect some of these VMS that are so large and so mission critical that you need to be able to protect them in a new and innovative way that doesn't disrupt the business. And we did a tech preview of that, and it's something you'll hear more about from us, too. But it's PM traditionally would be in this category of unprotected ble because of the impact it could have on the environment and how we're really looking to do that in a more efficient and intelligent way. So we can actually protect those be EMS. And there's there's really a whole lot more. When you talk about objects, scale and everything else that we've done, it's really exciting. And you don't think Lee and I have ever talked as much as we do now. Ah, and it's been a lot of a lot of fun. >>It's been great following both of you guys on the keep interviews over the years. The success in the vision We had early conversations about what the plans where it's kind of all playing out. So I want to congratulate both of you of VM Ware Adele Technology. So good job going forward. The collaboration. I want to get to that in a second, you'll into it. But Caitlin Lee, I want to get your thoughts because one of the big themes this year besides covert and all the issues that that's highlighting. But in the cloud world, automation has been the number one conversation we've been hearing, and with that you got machine learning all the tech around that as you abstract away. The complexity of the infrastructure to make the modern APS automation has been great. The business cross connect is everything is a service we're seeing. This is the big wave coming. Could you guys share your vision on how all this stuff you mentioned V balls and all objects scale all these things? There's a >>lot of >>plumbing underneath and a lot of tooling, a lot of part piece parts. If that gets programmable, >>automation >>kicks in, which then enables everything is the service because you guys both share your vision of what that means in terms of what's going to change and what would it impact the customer? >>Yeah, and it's very relevant for this week, right? Dell Technologies world. That's a big part of what we've announced this week in our commitment to really bringing our portfolio as a service, and it's really interesting, especially for folks like Lee and I, who have been doing kind of mawr product marking and talking about speeds and feeds and thinking about how you make the product life simpler. And how do you automate that? Have the intelligence built in things like Biaro have been such an important part of that, especially with power store coming to market. But if you think about where that leads us, actually changes everything, which is when you have everything as a service and we're really delivering outcomes to our customers and no longer products. That automation is actually just a important and maybe even more important. But it's not the end user that cares about it directly is actually us, because as Dell Technologies, we become the ones managing that infrastructure, owning that infrastructure and the more automation we can bring in, the more intelligence we can build them for ourselves. The more insights we can give to our customers, the better that service can become. And it's really a flip from how we've always been thinking about and really rolling out automation. It's not actually about enabling our end users to do anything. It's actually about enabling them to not worry about any of it, but enable our own organization to support their outcomes better. So it really changes everything. >>Lee, what's your thoughts on this? Everything you've got, V Sphere V Center. You've got all the storage you got all the back up. All this stuff has to be automated. Makes sense. But as a service, how does that impact your world? >>You know, it really does. When you think about the VMRO Cloud Foundation, right, which is the integration of all of our V sphere with Visa. And with these, you know, our NSX products that will be realized. Management suite. Tom Zoo now, right, All of this pulled together. One of things that's interesting is when you go to the public cloud, we have some experience now where we always deliver that full stack together. And what that does is it frees up customers. Thio, go on, focus on the applications, I think and stop looking down the infrastructure. Start looking up at the APS. And so we're offering and bringing that same level of experience to the on premises data centers. And now bridging that across the hybrid cloud that all of a sudden gives you this sense that Hey, I'm future ready. No, matter where I am today. If I'm thinking about the hybrid cloud, I could go on move there, right. And with our partnership with Dell Technologies, there's such a great opportunity to bridge that uniquely, by the way across all of my on premises infrastructure, including common policy based management, back into storage through RV Valls efforts, right and then back in through objects scale right into objects based, uh, applications and through our DP efforts to data protection efforts, then back into, like, date full data protection. And so what you get now is we're helping customers realize that I got this. I could take new Cooper navies orchestrated applications and I could make them work and do it with the same operational model that I have today. Start spending more time on the applications, less time, basically configuring and managing underlying infrastructure. >>Caitlin you mentioned that earlier at the top of the segment, ease of use, making it easier, simpler, great stuff on the on on the future. Lee, I gotta ask you about Project Monterey. We did a lot of coverage on VM World on silicon angle in the Cube. I love how this comes out. It's always, You know, the brain trust that VM Ware lays out the future, they fill it in throughout the year, expect to see some meat on the bone there. But what is that gonna do from for new capabilities and how with Dell Technologies? Because, um, it's end to end, right this Michael Dell and I talked, I think, two years ago, a Dell Tech world. And then last year, he hit the point home hard and to end with Dell Technologies. It kind of feels like it's gonna be a good fit. Could you share how that Monterey project fits in with Dell Technologies? >>Yeah. We're so pleased to be showing this together with Dell Technologies at the VM World to showcase this new idea that you could basically go on, start offloading CPUs and using smart knicks as a way to basically now provide, um or let's call it a, You know, a architecture that allows you to, uh, be responsive to new application needs. So let me talk a little bit about that. So when we opened up Tansu, right, we got this complete inflow pouring of new container base kubernetes orchestrated APS. So what? We found was, Hey, they're driving a lot of CPU needs their driving a lot of scale out security needs for things like distributed firewalls. And so we started looking at this, and what's clear is we need to basically use the CPU very judiciously, So it's basically reserved for the APS. And so what we're doing now is we're basically saying there's an opportunity for us to go in, offload the CPU for things that look more like infrastructure, including S X, I and other things. And at the same time, then we could go and work together with Dell Technologies to be the deployment vehicle. And so, just like Project Pacific, which was going broad, if you will, this project moderate, which is going deep like the canyon, John not far from here, um is, you know, a source of all new discovery right where we'll be working together and over time, just like the Project Pacific name faded to black and became product Tan Xue vcf with Tom juvie sphere. With Hangzhou, we'll see that Project Monterey will evolve into new products coming together with Dell Technologies. >>Caitlin, can you elaborate on Take a min, explain the product how this renders into products because I can also imagine just the benefits just from a security standpoint. Efficiency. If the platform, um, there's a range of things, could you take a minute to >>explain the >>impact on products? >>Yeah, I think you'll hear a lot more about it, but we're obviously excited to be partners on this is Well, and I think it's It's just another example of the more intelligent the infrastructure can become than the rest of the entire I T organization can run more efficiently and that that can come in the form of the A. I built into power, Max, that can come in the form of the evils that we have both in Power Max and Power Store that can come in the form of even just the fact that we have now built a fully containerized S three compatible objects or platform called objects scale which we have no in early access. Um, that can run on the V sand data persistence platform, and it just gives you the ability to leverage this all of the right technology. And we can continue to really partner on that. I think Project Monterey really opens up even more opportunities to do that, and you'll certainly hear more from us on that in the future. >>I >>mean, you got compression, you got encryption. A lot of benefits across the board. Great to have you guys both on and your graduation. The great event. Final question for both of you, talk about this has been a crazy year. We're not face to face, so everything will be online. What should customers and partners and people watching know about the relationship between VM Ware and Dell Technologies this year? What's the big message to take away? What should people walk away with and and think about? >>I think it's It's never been stronger than ever, uh, than it's been than it is right now. We have never had >>more >>breath and more depth of integration. I think that the partnership on the engineering level, on the product management level on the marketing level, we have really never been in a better place. And you know what? What? My team is really enjoyed with VM world season and you're coming up on Deltek. World season is we've really enjoyed the fact that we've had so much richness >>of >>that integration to talk >>about, and >>we also know there's even more coming. So I, you know, from from my standpoint, if we really feel it and probably the best and most rewarding time we hear about that, is when we bring new things into market, we hear that back. And when Power Store came into the market and over the past few right kind of first months in market, one of the most resounding feedback that has come out as one of the most differentiated parts is that it? It's so incredibly integrated with VM ware. But we've even gotten questions from analysts asking, you know, did you purposely make it feel like you are really working similarly to a B M or environment? And you know what? That just shows how closely we have been working as organizations is that it comes a very seamless experience for our customers. >>Lee Final Word. >>What >>should people walk away with this year on the relationship between Be and we're in Dell Technologies? >>Well, I think the best partnerships right are ones that are customer driven. And what you're finding here is customers. They're actually encouraging us, right? We're doing a lot of three way meetings now, right where customers like, Hey, tell me how you're going to go involved this. How do I How do I basically modernized right and preserve my existing investment, perhaps Or, you know, update here, Or how do I grow like customers have really complex individual situations. And what you confined right is that we're helping jointly not, you know, just simply with the engineering side, which is awesome, but also with the idea that we're helping customers go on deploy responsibly in a time where it's very difficult to plan. And so if you come to us, we can help you jointly plan for the future in uncertain times and make sure that you're gonna be successful. And that's just a great feeling when you're a customer looking at, How do you deploy going forward in this? You know, with the amount of pace of change that we've got, >>I want to congratulate. Both of you have been following you guys. Success has been proven out on the business results and also the products and the enablement that you guys are providing customers been great. Thanks for coming on. Great to see both of you have a great event. Thanks for. Come on. >>Thank you. It's a pleasure. >>Okay, I'm John for your here with the Cube. Covering Del Technology Worlds Digital experience 2020 The Cube Virtual. >>Thanks for watching.

>>from around the globe. It's the Cube with digital coverage of Dell Technologies. World Digital Experience Brought to You by Dell Technologies. >>Welcome to the Cubes coverage of Dell Technologies World. The Digital Experience in 2020 I'm Lisa Martin, and I'm pleased to welcome back one of our alumni on the Cube. Joining me is Gil Shorts in the SPP and the Edge Portfolio Strategy at Execution for Dell Technologies. Gil, it's great to see you, even virtually. >>It's great to see you again, Lisa. >>It wouldn't be a Dell Technologies world if I didn't get a chance to talk to you. We didn't have you on the Cube, so we appreciate it. And you are very socially distant from me. I am in California. You're in Israel, so we're following guidelines. But one of the one of the other things that's changed since I've lasting you is you're now in this new role with respect to edge. Tell me a little bit about that. >>Well, a few months ago, the Dell Technologies Management asked me to look after our, um, its strategy and execution. Um, they put me in this role to execute on a strategy that has been developed for a while. Look at the market looking, looking at the opportunity. Onda also, you know, based on where I came from with VX rail looking at similar concept, that would be implemented across the board. And so here I am today in the process of setting up 18 that would help the company to capture that future opportunity. >>Well, congratulations on that. So we've been talking about the edge for a while. It isn't anything new, but talk to us about what's going on from Dell Technologies Perspective. What are some of the things that you're seeing with respect to the value that the Edge will provide two businesses in any industry? >>Um, you're right and he's not new. We have bean at the edge, all of us, the industry, definitely Dell Technologies forever. What's different is that for the last few years, a lot of the applications that are there to capture information and make real time decisions have bean in data centers or in the cloud, and we used to connect all sorts of sensors directly to those of data centers or clouds. Well, now we have too much information. That information is very costly. to move. It takes time to move it. I'm sometimes you don't want to move into a cloud or even your own data center. And so the industry is starting to move more and more. Compute storage, networking towards the edge. Eso It's nothing new, but you know there's use cases. Some of them are all use cases that need to migrate towards where the data is created to be a manufacturing plant or a retail store or or a minor or utility company. And there are a new use cases that are just being enabled by technology by, uh, better connectivity. Um, computer vision. You know, it used to be there in a store. There was a point of sale. Well, now there's a self check out, sometimes with the front detection capability. So all of those presents a fairly drastic change, where some expectation as 75% of the world's data, is created outside of the traditional data center cloud by 2025. And that's why we need to be working towards being the best choice for our customers for the edge applications. >>So, yeah, you quoted Gartner saying that 75% of that cloud enterprised it or the enterprise data is going to be processed outside formal data center or the cloud by 2025 is, you said That's in five short years, hopefully short years when we return to normal, so tremendous amount of change going on. But you also talk about some new use cases. I'm just curious, since the world has so dramatically changed our since we last saw you in person, are any of those use cases driven by the pandemic and how many businesses have had to Tibbett so quickly and change their way of operating? >>Well, that that's a very good example of how edge applications are being being leveraged. Obviously, computer vision, thermal imaging. Um, in some places, though, that's, you know, a very loaded term. You know, some social distancing applications are being created around the world. The the the world is a new way to respond to this, uh, this pandemic. But this pandemic, you know, will come will hopefully go soon. Go away soon when we get the vaccine. Um, but even day to day has changed the we doom or in a digital manner, we leverage more sensors and all sorts of electronic feelers out there. Um, you know, I talked to in agriculture Company recently that they have a robot that looks at their plans every day and decides which one are healthy and which one are sick and what to do about it. Um, they have a robot that follows that one and take section, and I suggested that they should have another robot to just eat the fruits. And, you know, none of us will be required anymore. But the point is, on a mission e no applications are being created because we can, and that that requires real time decision making. And that's why compute and storage and networking are moving towards where the data is created, and hence the growth in edge applications as we see them, >>that really time implication is absolutely critical. And that's something that businesses, whether it's agricultural or construction or retail, for example, or manufacturing that needs that real time insight. We talk about that all the time. We also talk about the term, you know, businesses need to get actionable insights from data, and that's one of those terms, like data driven. That could mean multiple different things. What from Dell technologies perspective, enabling a business to get actionable insights from data. What does that mean from Dell? Text perspective. And how is the edge of facilitator of that? >>Well, I think we need to look at, you know, our value, it our focus, which is in the infrastructure. I'm there. And so if somebody has information created at the edge, they would have their own way to analyze that data. Sometimes it's gonna be people data scientists with another latest application. Many times more and more, it's gonna be machines through machine learning that will analyze the situation and make recommendations. Either way, this environment needs to be up and running. It needs to be resilient. It needs to be outside of the data center, which presents a lot of challenges. Um, it's, you know, fragmented technology that is moving from different places to the edge in multiple multiple physical and environmental constraints. Um, those environments are remote and distributed. It's not in your data center, which means that you need to make sure that you have reliable service and support. You also need to secure it better. Suddenly, there is more entry points of things that people could touch and on great problems for the organization. So our job, in my opinion, is to solve those problems is to say, Look, you know, you need to move towards the edge to analyze your data, to make decisions. We're here to solve that problem and and allow you to do this without making a significant significant trade off, you know, versus doing it in your own data center or in the cloud. >>Yeah, I was talking to one of Dell Technologies customers the other day who has tens of thousands of sensors and cameras all over the world, or maybe great work there. And I'm thinking all of the challenges with respect to the environmental implications or right physical implications. And I was thinking, you know, the business is doing edge in California. The last month would have been very challenged with things like the smoke. How do you help organizations to enable that infrastructure to be reliable under different physical and environmental conditions? >>That's a great question, and I will just say before before I have said specifically that while the physical constraints are something that we usually talk about when we talk about EJ, I actually think that the bigger problem is management. Um, but we're not unaware for the physical requirements. So we are busy delivering recognized short depth. You know, servers we just launched recently. The extra to a platform, Highly ragged eyes, short depth will speak server that can go from minus, you know, sells you some to 55 cents you saw in temperature. Um, or you know, the ability to connect those through, you know, software defined networking. Or if I talk about a little bit of my heritage taking the same extra, too, with the VM or Visa V X range stack and said, you know, putting it out there as a ruggedized but also remotely managed in full stack solution. Um, So you will see us putting out and have bean different form factors front and serviceability, different temperature ranges, a different kind of CPS, all of those. But I will also tell you that we're gonna focus heavily on the way to manage those and secure them and update them because I think that's where the simplification comes, not just from the form factor of themselves. >>Yeah, that has been the heterogeneous and and very widely distributed nature of the H has been a barrier for businesses for quite a while. Can you unpack that a little bit? Mawr In terms of the simplification of the management, How is Dele? Technology is going to enable a business to achieve that. >>Well, let's start with what? What? What we have out there in the market today. Somebody could have a cloud native application developed, you know, maybe even all containerized. And they could run it on tansy t k g on the VX rail, and they could run it in thousands of locations around the world. I'm centrally managing all of those Andre the phone factors being, you know, regular server or ragged, A server. Um, the ability to run your edge application as an extension off your cloud model is also very important getting to consistent operation. So, for example, somebody is using VM, or Cloud Foundation in their data center. Could leverage that recently large capability off multiple multi classroom manager. So now you have a central VM or club foundation managing multiple classes out there on DSO, we bring together the physical attributes and the management attributes on at the same time. Um, if you expand on it I also think the Dell will have to meet customers where they are with, you know, the the ability to get simplifying and automate solutions for their choice off applications where they are today. And so that's what we're going to be working towards. >>So when you're talking with customers who are either looking to expand their edge operations, simplify them like you were just talking about, or even those businesses that are looking to explore and exploit the edge for operational improvement and maybe being able to deliver a better customer experience. I'd love to know how you approach those different customers. For example, I know that Dell says Don't consider the edge of separate problem. >>That's true the and I don't think customers look at the edges a separate problem either. In other words, the most conversations today would would look at in architecture that has some cloud and some edge. That cloud could be in their own hybrid cloud solution in the data center or a hyper scaler solution that they're running on. Um, if you think about the most generic problem at the edge, it's an analytics problem, right? So we know. So we know the data is created at the edge, it's going to be analyzed by definition. If you talk about machine learning, for example, parts would happen at the edge. What would happen in the data center or in the cloud? Um, if you look at any other type of analytics, you'll make some real time decisions. But save some of the information back in the cloud. So it's not a separate decision anymore. It's got to be somehow connected to your infrastructure. And I think that also learns toe. More and more organizations are putting together the O. T. What we call it operational technology in the i t. Um, when they're trying to leverage I t best practices in the OT space, and I think that's how they're coming together, right, you have to transform. You need to do something with the data. You look at a new architectures. I t brings that cloud or hybrid cloud or distributed computer architectures er into those more traditional environments. >>A little bit about that we've tried and we've talked about the I T. O T. Convergence and relationships in the past many times on the queue. But that's an essential component here, so that not only can a business really face those barriers, confront them and eliminate them, but it's also sometimes a bit culturally challenging. What do you see when you talk with customers and you recognize that's one of the things that they need to do with the line? I t n ot what? Your recommendations there, >>Um, first of all is I always wonder if ot people now we're calling them ot people. I certainly know that I t people are identified as I d. I think multi people are head of engineering head of production. You know, they run their businesses and and they've been doing things they you know, it's not like they haven't been doing even the analysis. Even nothing really is New Year. But they would use the, you know, the machine manufacturer on prem solution or a cloud solution to many specific so solutions worm or bespoke or specific specific machine specific problems. Oh, the advent off edge computing and those environments moving closer to the edge and the architecture unable to consolidate, by the way one of the strength until technology has. And so instead of just solving a you know, a A I don't know. Machine maintenance schedule or improvement in a plan. We can have an environment that's all that and possibly the video surveillance and maybe the plan. TRP. There is no need anymore to solve any problems specifically with a specific solution. That's where I t comes in, because that's what I T has been doing for a long time. So that conversation that bridge between solving specific problem and putting together an architectural ER that could consolidate multiple use cases and be part of an overall cloud our data center to its strategy. It's very, very helpful for both sides because because it's it's very effective. Um, I think more and more customers are realizing that that was conversations are happening and I t is being put into recommend a solution. So Andi, I think in fact, there's some research that shows that that is happening, Andi, that sets us up to have the right conversation with right, um, owners in those accounts. >>That's excellent. That brings up another question. I had you mentioned the word bespoke a minute or so ago, and I thought, you know so many of the of the edge deployments. There's complexity there. There might be unique requirements depending on business, depending on vertical. What's Dell Technologies approach to tackling the edge? Consistently like like the top three things that you go to with every opportunity every day appointment that you know, these three things fundamentally must be and part of the foundation. >>I think we touched on those. I think the recognition that it's part of a larger strategy is one. And so it's gonna be playing along in that you know that strategy, that data center to edge or cloud strategy. Um, the other one is the management that you put in place. And so, by the way, even even a few things that we we are gap today, which is why we are investing in the edge. Um, like the ability to provision with zero touch simplifying that experience, though we are very good at life cycle management, for example, which is the next thing. So it's that consistent operation between core and edge, which is very important. It's the physical constraints that have to be addressed in, I think, more important than anything is the ability to get support because you can't be everywhere that is considered for us and that you need somebody to be there in Tel. Um, you know, his people almost everywhere around the world that can be there on on a short notice to take care of problems. Moreover, many of our technologies dial home, and so we know when things happen even before they do. Um so I think sometimes people mention enterprise. Great. You know, it's It's a very important consideration to look at those edge. Sometimes people think that edge is small and possibly not as, um um, requiring as a Davis and replication. In my opinion, the workloads that are now going to the head require enterprise grade treatment and to end. And so you know, it's it's the management. It's the physical environment in the support that you may require that are very common. >>Excellent. Thank you. So last question for you. Since we don't get to do a physical Dell Technologies world this year, hopefully we will again one day soon. I want to know in this new role what are you you're excited about with respect to edge when you're engaging with customers, presumably over video conferencing. What are some of the things that you see that you're really excited about safe for the next sector. 12 months? >>Well, look, from a business perspective. Clearly, um, the the pendulum is swinging our way in a sense of customer need. What we have, which is very nice, because you can solve customer problems with a lot of experience and a amazing portfolio, though it has some gaps that we're gonna work on, Which is why you know what we're investing from a personal standpoint, it's It's kind of a rare opportunity to touch real life things. If that makes any sense, Every conversation is about tangible things that people do. They manufacturer, they save lives. They are growing plants. Um, it is. It has a very physical element that makes makes it so much more interesting. It also the edges. You know, it's the one area that we deal with. It has a paan almost in every sentence, so you can go for a conversation without anybody or anybody can >>Ugo. Now let's let's end it with a great panel for the edge. >>I know So what? No, I'm just saying, maybe I'm living on the edge. Who knows? >>Oh, nice living on the edge. I think that's what we're all doing during this coven. 19. Well, Gil, it's been so great to have you back on the Cube. Thank you for your time. I look forward to seeing you. Hopefully the next event in person. >>I hope so too. Lisa. Good to see you. >>Likewise. Bar Guillotine Arnson. I'm Lisa Martin. You're watching the cubes. Coverage of Dell Technologies, World 2020. A digital experience.

>> Announcer: From around the globe, it's theCUBE with digital coverage of Ansible Fest 2020, brought to you by Red Hat. >> Everyone welcome back to theCUBEs, virtual coverage of Ansible Fest 2020. I'm John Furrier, host of theCUBE, we're here virtual, we're not face to face obviously because of COVID. So we're doing a virtual event Ansible Fest coverage. We have Mary Johnston Turner, research Vice President of Cloud Management at IDC international data Corp. Mary great to see you, thanks for coming on for Ansible Fest 2020. >> Thanks for inviting me. >> So obviously Cloud Management, everything's Cloud native we're seeing that at VM world, we've got Re-invent coming up, Azure has got growth. The enterprises have gotten some religion on Cloud Native, COVID certainly is forcing that. What are you seeing from your research at IDC around the convergence of Cloud strategies. What's the data tell you, what's the research show? >> Well, obviously with COVID a lot of folks have pivoted or accelerated their move to the Cloud in many ways. And I think what's happening is that we're seeing many, many organizations recognizing they continue to have need for On-prem resources. They're building out edge, they've got remote work from home, they've got traditional VM workloads, They've got modern Cloud Native container-based workloads running On-Prem and in public Clouds and public Cloud services. So it's really kind of a striking world of connected Clouds is how I'm talking about it increasingly. And I think what that means from an operational perspective is that it's getting more and more challenging for organizations to maintain consistent configuration, stable APIs, security, compliance and conformance. And they're really starting to look at Automation as the way to deal with the increasing scale and velocity of change because that's one of the things that's happening. And I think COVID accelerated that is we've seen organizations stand up applications they never thought they were going to have to stand up and they not only stood them up very quickly, but then they continue to update them with great frequency often multiple times a day or a week. And and the infrastructure has had to pivot and the workloads have had to migrate. So it's really been a very challenging time for many organizations. And I think those that are coping the best with it are the ones who have been investing in Automation particularly Automation in CICD pipeline and code based environment. >> Yeah, you know, you're seeing the releases, obviously Automation has helped on the agile side, VMs and containers have been a great way to automate, how are customers looking at this? Because it seems to be Automation is like the first step towards everything as a service, right? So it's XAAS as it's says, as it's called in the industry. Services is ultimately the holy grail in all this because you get, when the Automation and services used to be Automation, Automation, Automation. Now you're hearing as a service, as a service, as a service as the top three priorities. So it seems to be a trajectory. How are customers getting first of all... Do you agree with that? And then how do customers think about this? Cause sometimes we're ahead of the customers. Automation is the first step. What's your take on this, and what are customers planning when it comes to Automation? Are they thinking as a service? What'd you hearing from the customers? >> Let's talk a little bit about what we mean by as a service. Cause that's a really interesting concept, right? And I've been hearing this conversation with folks as a service started a decade or more ago, taking things that particularly software that ran On-prem infrastructure or software. And putting it into share Data Centers where we could run Multi tenant Environments we could scale it, and each Cloud provider basically got that scale by investing in their own set of infrastructure Automation. So whether it was Azure or VMware or whoever, they build a whole repeatable, scalable environment that they could control. What's happening now is that we're seeing these control planes get stretched back to On-prem resources. And I think what's really happening is that the line about where does the thing physically have to run? Becomes more of a discussion around the physics of the matter, Latency, Data Volumes, transaction processing cost of installed equipment. And every organization is making its own choice about what's the right mix, in terms of where physically do things have to run, and how they want to manage them. But I think that we're starting to see a abstraction layer coming in between that. And a lot of that abstraction is Automation that's portable that can be applied across all these environments. And that can be used to standardize configurations, to maintain standard APIs, to deploy at very fast speed and consistency across all these different resources. And so Automation and the related management layer to me is that new abstraction layer that actually is going to allow most enterprises to stop worrying quite so much about (chuckles) what kind of as a service am I buying? And focus more on the economics and the performance and the physics of the infrastructure, and then maintain consistency with highly Automated, Repeatable, Programmable Style Environments that are consistent across all these different platforms. >> Yeah, that's a great point. It's great insight, I love that. It's almost, as you can almost visualize the boardroom. We need to change our business model as a service. Go do it, climb that hill, get it done, what are you talking about? What you're trying to manage workloads inside our enterprise and outside as they started looking at the workload aspect of it, it's not trivial to just say it, right? So your containers has barely filled the void here. How are customers and how are people getting started with this initial building block of saying okay, do we just containerize it? Cause that's another hand waving activity which has a lot of traction. Also you put some containers has got some goodness to it, are many people getting started with solving this problem? And what are some of the roadblocks of just managing these workloads inside and outside the enterprise? >> Well, again I think, yeah many organizations are still in the early stages of working with containers. Right now I think our research shows that maybe five to 10% of applications have been containerized. And that's a mix of lift and shift of traditional workloads as well as net new Cloud Native. Over the next couple of years almost enterprise has tell us to think a third of their workloads could be containerized. So it's ramping very, very quickly. Again, I think that the goal for many organizations is certainly containers allow for faster development, very supportive microservices, but increasingly it's also about portability. I talk to many organizations that say, yeah, one of the reasons I'm moving, even traditional workloads into containers is so that I have that flexibility. And again, they're trying to get away from the tight coupling of workloads to physical resources and saying I'm going to make those choices, but they might change over time or I might need to go what happens. I have to scale much faster than I ever thought. I'm never going to be able to do that my own data center, I'm going to go to the Cloud. So I think that we're seeing increasing investments in, Kubernetes and containers to promote more rapid scaling and increased business agility. And again, I think that means that organizations are looking for those workloads to run across a whole set of environments, geographies, physical locations, edge. And so they're investing in platforms and they count on Automation to help them do that. >> So your point here is that in five, 10% that's a lot of growth opportunity. So containers is actually happening now so you starting to see that progression. So that's great insight. So I've got to ask you on the COVID impact, that's certainly changed some orientation because hey, this project let's double down on this is a tailwind for us, work from home this new environment and these projects, maybe we want to wait on those, how do we come out of COVID? Some people have been saying, some spending in some areas are increasing, some are not, how are customers spending money on infrastructure with COVID impact? What are you seeing from the numbers? >> Well, that's a great question, and I do see one of the major things we do is track IT markets and spending and purchasing around the world. And as you might expect, if you go back to the early part of the year, there was a very rapid shift to Cloud, particularly to support work from home. And obviously there was a lot of investment in virtual desktops and remote work kinds of and collaboration very early on. But now that we're sort of maturing a little bit and moving into more of ongoing recovery resiliency sort of phase, we continue to see very strong spending on Cloud. I think overall it's accelerated this move to more connected environments. Many of the new initiatives are being built and deployed in Cloud environments. But again, we're not seeing a Whole Hog exit from On-prem resources. The other thing is Edge. We're seeing a lot of growth on Edge, both again there's sort of work from home, but also more remote monitoring, more support for all kinds of IOT and remote work environments, whether it's Lab Testing or Data Analysis or Contact Tracing. I mean, there's just so many different use cases. >> I'm going to ask you about Ansible and Red Hat. I see you've been following Ansible since the acquisition by Red Hat. How do you think they're doing Visa Vie the market, their competitors that have also been acquired? What's your take on their performance, their transition, their transformation? >> Well, this infrastructure is code or Automation is code market has really matured a lot over the last 10 or more years. And I think the Ansible acquisition was about five years ago now. I think we've moved from just focusing on trying to build elegant Automation languages, which certainly was an early initiative. Ansible offered one of the earlier human readable Python based approaches as opposed to more challenging programming languages that some of the earlier solutions had. But I think what's been really interesting to me over the last couple years with Red Hat is just what a great job they've done in promoting the community and building out that ecosystem, because at the end of the day the value of any of these infrastructures code solutions is how much they promote the connectivity across networks, Clouds, servers, security, and do that in a consistent, scalable way. And I think that's what really is going to matter going forward. And then that's probably why you've seen a range of acquisitions in this market over the last couple of years, is that as a standalone entity, it's hard to build those really robust ecosystems, and to do the analytics and the curation and the support at large scale. So it kind of makes sense as these things mature that they become fun homes with larger organizations that can put all that value around it. >> That's great commentary on the infrastructure as code, I totally agree. You can't go wrong by building abstraction layers and making things more agile. I want to get your take on some announcements that are going on here and get your thoughts on your perspective. Obviously they released with the private Automation hub and a bunch of other great stuff. I mean, bringing Automation, Kubernetes, and series of new features to the platform together, obviously continuation of their mission. But one of the things when I talked to the engineers is I say, what's the top three things, Ansible Fest, legal collections, collections, collections, so you start to see this movement around collections and the platform. The other thing is, it's a tool market and everyone's got tools we need a platform. So it's a classic tools. As you saw that in big data other areas where need start getting into platform, and you need management and orchestration you need Automation, services. What's your perspective on these announcements? Have they been investing aggressively? What does it mean? What's your take? And what does it mean? >> Yeah, I would agree that Red Hat has continued to invest very aggressively in Red Hat and in Ansible over the last few years. What's really interesting is if you go back a couple years, we had ASML engine, which included periodic, maybe every quarter or even longer than that distributions that pretty much all Ansible code got shipped on. And then we had tower which provided an API and a way to do some audit and logging and integration with source control. And that was great, but it didn't move fast enough. And we just got done talking about how everything's accelerated and everything's now connected Clouds. And I think a lot of what the Red Hat has done is really, approach the architecture for scale and ecosystem for scale. And so the collections have been really important because they provide a framework to not only validate and curate content but also to help customers navigate it and can quickly find the best content for their use cases. And also for the partners to engage, there's I think it's 50 plus collections now that are focused on partner content. And so it's I think it's really provided an environment where the ecosystem can grow, where customers can get the support that they need. And then with the Automation hub and the ability to support really robust source control and distribution. And again, it's promoting this idea of an Automation environment that can scale not only within a data center, but really across these connected environments. >> Great stuff. I want to get your thoughts cause I want to define and understand what Red Hat and Ansible, when they talk about curated content, which includes support for open shifts, versus pulling content from the community. I hear content I'm like, oh, content is that a video? Is that like, what is content? So can you explain what they mean when they say they're currently building out, aggressively building curated content and this idea of what does content mean? Is it content, is it code? >> Yeah, I think any of these Automation as code environments. You really have a set of building blocks that in the Ansible framework would be be modules and playbooks and roles. And those are relatively small stable pieces of code, much of it is actually written by third parties or folks in the community to do a very specific task. And then what the Ansible platform is really great at is integrating those modules and playbooks and roles to create much more robust Automations and to give folks a starting point, and ability to do, rather than having to code everything from scratch to really kind of pull together things that have been validated have been tested, get security updates when they need it that kind of thing. And so the customers can focus on essentially changing these things together and customizing them for their own environment as opposed to having to write all the code from step one. >> So content means what, in this context, what does content mean for them? >> It's Automation building blocks. It's code, it's small amounts of code that do very specific things (chuckles) and in a collections environment, it's tagged, it's tested, it's supported. >> It's not a research report like of a Cube video, it's like code, it's not content. >> Yeah, I know. But again, this is Automation as code, right? So it it's pieces of code that rather than needing an expert who understands everything about how a particular device or system works, you've got reusable pieces of code that can be integrated together, customized and run on a repeatable, scalable basis. And if they need to be updated cause an API changes or something, there's a chain that goes back to the the vendors who, again are part of the ecosystem and then there's a validation and testing. So that by the time it goes back into the collections, the customers can have some confidence that when they pull it down, it's not going to break their whole environment. Whereas in a pure community supported model, the contents made by the community, may be beautiful, but you don't know, and you could have five submissions that kind of do the same thing. How do you know what's going to work and what's going to be stable? So it's a lot of helping organizations get Automation faster in a more stable environment. >> We can certainly follow up on this train cause one of things I've been digging into is this idea of, open source and contribution, integrations are huge. The collections to me is super important because when we start thinking about integration that's one of Cloud native, supposedly strength is to be horizontally scalable, integrated, building abstraction layers as you had pointed out. So I've got to ask you with respect to open source. I was just talking with a bunch of founders yesterday here in Silicon Valley around as Cloud scales and certainly you seeing snowflake build on top of AWS. I mean, that's an amazing success story. You're starting to see these new innovations where the Cloud scale providers are providing great value propositions and the role open source is trying to keep pace. And so I got to ask you is still open source, let me say I believe it's important, but how does open source maintain its relevance as Cloud scale goes on? Because that's going to force Automation to go faster. Okay, and you got the major Cloud vendors promoting their own Cloud platforms. Yet you got the innovation of startups and companies. Your enterprises are starting to act like startups as container starts to get through this lift and shift phase. You'll see innovation coming from enterprises as well as startups. So you start to see this notion bring real value on top of these Clouds. What's your take on all this? >> Well, I think open source and the communities continue to be very, very important, particularly at the infrastructure layer, because to get all this innovation that you're talking about, you act, if you believe you've got a connected environment where folks are going to have different footprints and, and probably, you know, more than one public Cloud set of resources, it's only going to, the value is only going to be delivered if the workloads are portable, they're stable, they can be integrated, they can be secure. And so I think that the open source communities have become, you know, continue to be an incredibly important as a way to get industry alignment and shared innovation on the, on the platform and infrastructure and operational levels. And I think that that's, you know, going to be, be something that we're going to see for a long time. >> Well Mary, I really appreciate your insights, I got one final question, but I'll just give you a plug for the folks watching, check out Mary's work at IDC, really cutting edge and super important as Cloud management really is at the heart of all the, whether it's multicloud, on-premise hybrid or full Cloud lift and shift or Cloud native, management plays a huge important role right now. That's where the action is. You looking at the container growth as Mary you pointed out is great. So I have to ask you what comes next. What do you think management will do relative to Cloud management, as it evolves in these priority environments around Cloud, around on-premise as the operations start to move along, containers are critical. You talked about the growth is only five, 10%, a lot of headroom there. How is management going to evolve? >> Well, again, I think a lot of it is going to be is everything has to move faster. And that means that Automation actually becomes more and more important, but we're going to have to move from Automation at human speed to Automation at container and Cloud speed. And that means a lot is going to have to be driven by AI and ML analytics that can and observability solutions. So I think that that's going to be the next way is taking these, you know, very diverse sources of, of log and metrics and application traces and performance and end user experience and all these different things that tell us, how is the application actually running and how is the infrastructure behaving? And then putting together an analytics and Automation layer that can be a very autonomous. We have at IDC for doing a lot of research on the future of digital infrastructure. And this is a really fundamental tenant of what we believe is that autonomous operations is the future for a Cloud and IT. >> Final point for our friends out there and your friends out there watching who some are on the cutting edge, riding the big wave of Cloud native, they're at Cube calm, they're digging in, they're at service meshes, Kubernetes containers, you name it. And for the folks who have just been kind of grinding it out, an it operations, holding down the Fort, running the networks, running all the apps. What advice do you give the IT skillset friends out there that are watching. What should they be doing? What's your advice to them, Mary? >> Well, you know, we're going to continue to see the convergence of, of virtualized and container based infrastructure operations. So I think anyone out there that is in those sorts of roles really needs to be getting comfortable with programmatic code driven Automation and, and figuring out how to think about operations from more of a policy and scale scalability, point of view. Increasingly, you know, if you believe what I just said about the role of analytics driving Automation, it's going to have to be based on something, right? There's going to have to be rules. There's going to have to be policies is going to have to be, you know, configuration standards. And so kind of making that shift to not thinking so much about, you know, the one off lovingly handcrafted, handcrafted environment, thinking about how do we scale, how do we program it and starting to get comfort with, with some of these tools, like an Ansible, which is designed to be pretty accessible by folks with a large range of skillsets, it's human readable, it's Python based. You don't have to be a computer science major to be able to get started with it. So I think that that's what many folks have to do is start to think about expanding their skill sets to operate at even greater scale and speed. >> Mary, thanks so much for your time. Mary Johnston Turner, Vice President of Research at Cloud for Cloud management at IDC for the Ansible Fest virtual. I'm John Ferrier with theCUBE for cube coverage, cube virtual coverage of Ansible Fest, 2020 virtual. Thanks for watching.

>>from around the globe. It's the Cube with digital coverage of VM World 2020 brought to you by VM Ware and its ecosystem partners. Welcome back. I'm stew Minuteman, and this is we've actually reached the end of the cubes coverage of VM World 2020. Hard to believe. 11 years we've done lots of interviews here has been great to be able to engage with the audience talk, talk to the executives, talk some customers, but saving one more for you. So happy to welcome to the program is the first time on the Cube. But we've been talking to him since they came out of stealth. So I have the co founder and CEO of Minhai. Oh, and that is a non Babu Harry Asami A B. So nice to see you. Thanks so much for joining us. Thank >>you too. Thank you for having me on the show. >>Alright. So we love when we get to talk to the founders of companies were gonna dig into your company. But before we do just frame for us, you're not really high performance. I Oh, I oh, is in the name of your company. Um, men might make me think that there's some miniaturization, but give us the VM Ware connection. Obviously, VM Ware talked a lot about Cloud this week. They've talked about going deep into a I and computing. So we know this ecosystem has changed a lot in the 11 years that we've been covering it. Tell us how you and your company high end >>sounds good. Yeah. So men in many of those stands for minimalism right somehow in the enterprise like it has always been like shiny, heavy, complex things, find complex solutions to simple problems and charge them a lot. That has been the trend in the past, right? That's what Cloud has recent in the Enterprise and men on mini Iot is actually about solving that data storage problem. A very large scale. And the solution is like find simple solutions to complex problems. And we grew in the cloud in the both in the public and Private Cloud, and we are now the fastest growing object storage for the private cloud. And now we, um, we're coming into the government, the territory we actually CVM where is set to lead the kubernetes race. And in the Cooper Natives, if you look for an object storage pretty much, many ways standard. And this is where we bring our ecosystem toe. Be aware. And we, um where brings the enterprise market of cloud And this is the start off the private cloud. In the long run, I think public and private cloud will look alike. >>Yeah, absolutely. We've We've been writing about this for for for for many years a b We saw the enterprises taking on more of the characteristics of the hyper scholars, the hyper scholars. Of course, they're coming more to the enterprise. Ah, lot of discussion about hybrid and multi cloud these days. But what I want you to explain a little bit when? When When when your company was formed. You talk about, you know, doing these kubernetes environment. You do partner with AWS and azure, but ah, lot of what you do is on premises and that strikes people as a little bit unconventional in the thing. Or definitely 2017 and even for 2020. So help us understand. You know what it is exactly that you know the technology bring and why you think it's the fit for if you extend making private cloud on par with public. >>Yeah, it's not surprising to us at all, but it made no sense when we started with the rest of the world, right? Even the investors like not our other investors but the typical venture community toe the rest of the world. They thought that an object storage if it is not useful inside AWS, there is no use but an object storage at all. And we our question was very simple that the amount of data the world will produce in the next 10 years bulk off the data. Where is it going to be? Right? And it's not going to be in the public cloud. And it didn't sound obvious back then, right? And we saw that in the long run, public and private cloud will look alike but bulk of the data if it's going to be generated outside AWS while AWS s three sets the standard, the rest of the world what are they going to do? So many who was raised to be the S three for the rest of the world and the rest of the world is the biggest market. And back then there was no private cloud. There was public cloud and public cloud. What meant only AWS, right? And this was not so long ago. We're talking like 56 years, right? And then soon multi cloud came from multi cloud private cloud came what really accelerated. This is basically kubernetes and containers, right? In fact, containers started the trend and then Coburn It has accelerated it further nowadays. If you if you see why it's no longer a dream, are a faith based model, right, it's actually we're we're talking about, like a $540,000. Actually, 540,000 doctors pulled a day, right? And 400 like 400 well million or so Dr Pools in aggregate. That shows that the entire industry has changed, and it's already the Coburn. It is even public or private cloud. It is the one hybrid infrastructure layer, and now it has now it's no longer private Cloud is that question right? And customers are now able to move between public and private cloud. The trend is hybrid hybrid cloud. I think it's irreversible. >>Alright, you talked about Dr Poles and the code there, so let's make sure our audience understand exactly what you are. Sounds like your software sounds like open source is a piece of it. Help us understand. You know how you fit with Because if we're talking about object storage, there's gotta be some infrastructure underneath that. What does mean I owe provide and where do you turn to the partners? >>Yeah, so just like server less, it means that it's not like there is no server, right? It's about a software problem. Similarly, storage right When store when object storage is containerized, we still need drives, right? That is where VM ware V Sand comes. Descends Job is to virtualized the physical layer toe the basically container layer. But end of the day if you see the it is a software problem and what may I would just like a database would solve the metadata data store problem. I mean, I will solve the blob data problem. And in the public, cloud object storage is the foundational piece. It is the primary storage, but we saw this as a software problem, and when customers started building these applications, they actually containerized their application and use Cooper notice to roll out their application infrastructure. And when they do that, they cannot possibly by a hardware appliance on the public cloud. And even on the on the private cloud, they when they when they completely orchestrate two containers, they cannot roll out hardware appliances. This is where the the industry the cloud native community always saw this as a software problem. It was obvious to them for the enterprise I t it was not so clear. And the storage industry giants, if you see everyone off them is a hardware appliance play, and they are in for a total shock. And we were basically as a as reset with their seven or to update one, if there is a lot of interesting things to come. >>All right, So if if I understand Here you sit from a VM Ware environment, I've got V sand underneath. I've got Tangguh above, and you're you're providing that object service in between. So for our for our friends in the in the channel market on when thinking about gear, anything that V san can sit on, you just can come along for the ride. Do I have that right? >>Yeah. So underneath the sand is basically bunch of J boards, right? These are like Dell and HP servers with the drives in them on This is not a hardware appliance anymore, right? You look at the storage market, it is. Stand our NASA plans. That is how the enterprise I t operated not in the club world. And as we and we're moves into the cloud world, everything looks cloud native and in this case, the sand. NASA plans have no role to play. Even the object storage hardware appliance has no role to play because we and we're becomes the end where Visa becomes the new block storage layer. And then they have positioned object storage database. Everything as a data data store are a data persist since layer. So only this software only the software that is contained race gets to play on top of, um, where in the new World, including the storage itself. And it's No, there is no appliance here. >>All right, so and your your solution is is listed as kubernetes kubernetes native. So now you mentioned VCR seven, VCR seven, update one Now house full kubernetes support. I'm assuming Then you can plug into tansy you you can plug into, uh, Amazon Azure. Other kubernetes options out there. Is that the case? >>Yeah, So from a customer point of view, right? If you are on the enterprise, I d. Environment Now from I t administrator point off you. Nothing changes much other than from the V Center console itself. You now get to see me, and I will in in the first suspend data services. You click and deploy entirely as a software without even learning to spell Cooper notice. You can build a private cloud storage multi tenant exactly like how public cloud storage outrage. And that is from the private cloud point a few right, and it's purely software. You're not waiting for six months, but the hardware to arrive and long procurement cycles and provisioning all that is now provisioned as a software container. In just five minutes, you can actually set up a private cloud in Prospector. That's for the private cloud, right? But why? The reason why customers want this to be a software problem is they roll out their software on the on the private cloud on the public cloud for burst, wear clothes and sustained work clothes on private cloud burst workloads on public cloud. Noncritical jobs are anything that is fast moving on, convenience based. They push it to public cloud. Customers do want tohave one leg here and one like there. And nowadays even the edge on decentralized on the from the telco space toe video on other other areas even the edges now growing toe. They want a your software solution. The entire data center software is now containerized. They can roll out Public cloud Our private cloud are on the edge On with me No, we solve the data side the compute side Then we're already has done a wonderful job on the networking side. They have done it on on the beast on the storage site dated the physical toe container layer movies. And now the data storage part is what we solved. Now what does this do to the end user? Now they can build software and truly deploy on public private our age without any modification on entirely it is a software problem. This >>great. What do you find? Or some of the more prevalent use cases, you know, sitting on top, What applications or the key ones that people are deploying your solution for >>Yeah, So in the public cloud, if you see, that's that. That's actually a good place to start if you see in the public cloud, right, starting from even simple static website hosting toe aml, big data, workloads toe. Even the modern databases like Snowflake, for example is built on object storage in the public cloud. It has become a truly horizontal play. And that is how it started right there. W started with history and then came everything else. And now that trend is beginning to percolate into the enterprise. And surprisingly, we found that the enterprise was the explosion of data. Growth is actually not about like cat videos, right? What? What are these touring? Mostly We found that bulk of the data that is drowning that crisis messing generated data. And these are basically like some kind of log data event data data streams that are continuously produced on that actually can grow from 10 terabytes to 10 petabytes in a very short time. This is where clearly object storage has become the right choice, just like in the public cloud. But customers are now adopting object storage as the primary storage and now multiple applications. Whether it is the cloud native applications in like the Hangzhou Application Service like spring boot and like all the clothes on re stack from their toe. So all the m l big data workloads pretty much everybody has been verging to object storage as there foundation. >>Yeah, absolutely. You seen some of those use cases very prevalent here in the VM Ware community. I heard you talking about it. I was expecting to hear you talk about Splunk data protection, something that's been a big topic of conversation in the last few years. Obviously, VM Ware has a number of key partners. So I'm assuming many of those air who you are also working with. >>Look, it felt good broad Splunk Splunk itself is actually is an important move that what we did recently with VM where finally we can run Splunk natively on BM where at large scale and without any performance penalty and at a price point that it becomes really attractive Now comparing Splunk Cloud, where's the Splunk on Prem? We can actually show like at least like one third off what it would cost to run on Splunk load. So I don't know Splunk themselves would like it, But I think Splunk as a company would like what customers like, right? And this is where Splunk actually now can sit on many, many us, all the all their data stores. They call it smart store underneath underneath me. I will now, when the previous original Visa incarnation, we couldn't actually your huge amounts of data. But now, with the visa and direct, we actually have access to the local drives and you can attach as many drives as you want. Then if you want more capacity, more more number of servers so you can pack thousands and thousands off drives at a price point that even public cloud cannot be anywhere closer. And this is actually important. Yeah, environment for the Splunk customers. Because for them, not only the cost right, even the data is sensitive for them. They cannot really, really push it to the public cloud data generated outside of the public cloud. If data generated inside Public Cloud, probably Amazon has their own solution, and Splunk cloud makes sense. But when data is produced outside, these are sensitive data and it's huge volume, and they produce on an average, like the kind of users VCs center about. It's a day on on, then it's only growing at an accelerated pace. And this is where the Visa and Direct and Mini Oh, you can now bring that workload onto the number. Finally, the ICTY can control the control, the Splunk deployments. This is something important for I t right in the past, if you see big data workloads always ran on bare metal and silos, something I d hated right This time it is flexible that it's not just flexible, exactly gets better. >>Well, it sure sounds like the technology maturation has finally caught up on the VM ware standpoint with the vision that you and the team had. So give us a little bit. Look forward now that you've got kubernetes really being embraced by VM where on and starting to see maturation in this space. Where do we go from here? >>So we were actually, If you see what they brought to the table this time, they didn't actually catch up with others, right? Typically, the innovation in the recent times happened in the open source space and then the large vendors will come and innovate. Startups and open source started the innovation large, large. When the large winters come in later. But this time around, remember, actually did the innovation part and these and direct. It's actually a big step forward in the Covenant of CSE space. And the reason why it's a big step is C s A. Traditionally is designed for the sand gnats vendors and using the same C s. A model, remember, was able to bring in large work clothes and that allowed entirely to use the local drive possibility. Right now it moving forward. What What we will see. What were said to see is the cloud native workload. Actually a ran as a silo in the Enterprise, right? There was big data workloads. There was the applications team that ran Cooper knitters and containers on their own. There are on their on their own develop shop on enterprise. I'd ran the idea introspect These three were not connected on finally this time around. By bringing cover natives native into the I T infrastructure, there is going to be a convergence. You will not. The silos will get eliminated. Big data, big data workloads, ml wear clothes on bare metal will now come toe come toe. Then I will be aware that the Governor disk combination and you will see the the coordinative applications space. They will hand over the physical layer infrastructure onto the VM Ware e and everybody coming together. I think it's the best. Big step forward. >>Well, maybe. I sure hope you're right. We love to see the breaking down of silos. Things coming together. We've been a little bit concerned over the last few years that we're rebuilding the silos in the cloud. We've got different skill sets different there, but we always love some good tech optimism here, uh, to say that we're gonna move these sorts of Thank you so much. Great to catch up with you and definitely look forward to hearing more from you and your customers in the future. >>Thank you to this. Wonderful to be on your show. >>All right. We want to thank everybody for joining VM World 2020 for day. Volonte John, for your big thanks to the whole production team and of course, VM Ware and our sponsors for helping us to bring this content to you. As always, I'm stew Minuteman and thank you for joining us on the Cube

>>Hi, everyone. This is L. A from Visa Research today. I would like to tell you about my work with Salim. Earlier. Took from Boston University about how to construct group with invisible inversion from heart problems on ice Arjuna graphs over I say model E eso Let me start this talk by tell you, uh, what is a group with invisible inversion? A group was invisible Inversion is defined by Hulkenberg and Mona In 2003 It says a representation off a group should satisfy two properties. The first is literally that inversion. It's heart. Namely that giving an including off group element X computing Uh, the including off its inverse his heart. The second is that the composition is still easy, namely given the including off X and Y computing the including off X plus y is easy here we're seeing. Plus, is the group operation. So let me explain this definition by going through our favorite example where discreet log it's hard, namely in the Multiplicity group of finance field. We include a group element A as G today, namely, put it into the exponents and more, uh, cute. So given G energy today finding a it's hard. So this group representation at least satisfy one way, as you mean this great look. It's hard. So let's look at at whether this a group satisfied group was invisible inversion. So it turns out it is not because given due to the A finding G to the minus A, it's still easy. So if we say this is the representation off the universe, then computing this reputation is simple. So this is a no example. Off group was invisible invasion. So the work off Falkenburg and Mona started by looking. How can we find group was invisible inversion? And what are the applications off such a group? Representation, >>It turns out, in their sisters. They did not find any group reputation representation that satisfy this property. But instead they find out that if you can find such a group and then they they have >>a cryptographic applications, namely building direct directed transitive signatures a year later in the work off Iraq at or they also find that if you can have this kind of group with invisible inversion there, you can also construct broadcast encryption with a small overhead, and this is before we know how to construct the broadcast encryption with small overhead over Terry's elliptic curve. Paris. So let's look at another attempt off constructing group with invisible inversion. So instead off defining. Still, let's look at a group where we put >>the including in the exponents and instead of defining due to the minus A as the inversion Let's define due to the one over a as the the inverse off do today. So it turns out you can also define that. And it happens that in many groups, minimally, if you more, uh, some special value a que then given G energy to the A, then competing due to the one over A is also conjectured to be hard. But if you define the group element in the experiment in that way, then multiplication in >>the group exponents is also hard, and so we cannot compose. So this is another no example where group inversion is actually difficult to compute. But composition is difficult to compute, uh, either. So for this kind of group, they cannot use this to build directly transitive signatures or broadcast encryption. So now let's make this attempt, uh, visible by allowing thio. So so thio have ability to compute composition. Namely, we represent the including off A as the follows. So first we help you today >>and then we also give an office Kate the circuit which contains a and n such that I take a group element X, and it can output due to the to a model end. So it turns out giving this circuit you have a feasibility off doing composition and in the work off yamakawa at all to show that if and that the underlying off station is io and assuming and it's an R s a moderately then Thistle >>is actually a good construction off group with invisible university. So technically, assuming I oh, we have already know candidates for group was in physical inversion. Uh, but that work still leaves the open problem off constructing group with invisible inversion without using general purpose sophistication. And in this talk, I would like to talk to tell you about a group was inversion candidate from some new certainly problems And the brief logic off this talk is the following. So elliptical insurgencies can be represented by graph, uh, and the graphs has a ship off volcanoes. For example, this one if you look imagine you're looking for a volcano from top to down and this is the Creator, and this is like the direction off going down the volcano. And arguably this is the reason which attracts me to looking to. I certainly problems, and also I certainly graphs can be an I certainly can be used to represent a group called Idea Class Group >>and then eventually we will find some group >>problems on this graph, which we conjecture to be hard. And they use map thes harness to the harness off inverting group elements in the ideal classroom. So this will be the high level overview off this talk. >>So what are a little bit curve? Assertiveness? So to talk about elliptic curve, I certainly okay spend the whole day talking about its mathematical definition and the many backgrounds off elliptic curve. But today we only have 15 minutes. So instead, let me just to give you a highlight help have overview off what I certain this and I certainly is a mapping from when a little bit of curve to another, and I certainly is an interesting equivalence relation between elliptic curves. It's interesting in its mathematical theory, over a finite field and elliptic curve can be identified by its J environment. And later, >>when we talk about elliptic, curve will think about their represented by their environment, which is a number in the finance field >>and given to elliptic curves and namely, given their environments, we can efficiently decide whether these two groups assertiveness, namely in polynomial time. And given these backgrounds, let me now jump to the exciting volcanoes. So it turns out >>the relation among I certainly occurred. Assertiveness curbs can be represented by the I certainly graphs, which looks like volcanoes. So let's first look at the graph on the left and let's fix a degree for that. I certainly so I certainly has different degrees. So let's for simplicity. Think about their crimes. So let's fix a degree Air say equals 23 >>and we will let each of the note in the graph to represent a different elliptic curve, namely a different Jane environment, and each is represent an air degree by certainly so if you fix the degree ill and I certainly is their religions, uh, they just look like what I said, like what kind of going from top to bottom and if, let's say, fix all the >>elliptic curve on the creator or, in general, all the elliptic curves on the same layer off the volcano, Then you allowed to have different degrees. So this is degree L and this is degree M, etcetera, etcetera. And then the graph actually looks like it's almost fully connected. Eso imagine all of them are connected by different degrees. And the graph structure is actually described not too long ago in the pH. Diseases off Davico Hell in 1996 and later it gets popularized in a paper in 2002 because they say, Hey, this looks like a volcano. So now the I certainly will. Kind of is they used in many reference by according the graph. >>So let me tell you a little bit more about the relation off. I certainly and the idea class group. So the short story is, if you fix a layer on the uncertainty graph, say the creator. So actually, all the notes has a 1 to 1 mapping to the group element in an ideal >>class group. The foremost Siri is the ideal class group acts on the, uh, set off a surgeon is which have the same in the more it is a Marine. But we will not go into their, uh in the talk today. So let me give you a simple example. So this is, ah, concrete representation off an ideal class group off seven group elements. And if we fix a J zero j environment off one off the grade curve, let's say this guy represents the identity in the idea class group. And then we let J one to represent one off the class group elements. Then it's inverse is just going one step back from the origin in the opposite direction S O. This is a very important picture we will use exactly the J environments to represent and the idea class group elements eso This is exactly the reputation we're gonna take, except we're gonna work with over the icy modeling. So after giving some mathematical background off elliptical by certainly in a certain graph now, let's talk about competition of problems >>and before jumping into I say model E, let me start from the, uh, more traditionally studied. I certainly problems over the finite field. The first problem is if I fix a degree, air and I give you a J environment off elliptic curve. Ast one off the note. That's first. Take an easy question. Is it easy to find all off? >>It's certainly neighbors off degree will say there is a polynomial. >>The answer is yes. And the technically there are two different ways. Uh, I will not go to the details off what they are, but what we need to know is they require serving, uh, polynomial off degree or air squares. Let's look at another problem that so imagine I select to random >>curves from an I certainly graph. So think about this. Uncertainty graph is defined over a large field, and they are super polynomial limited graphs off them. I'm choosing to random curves. >>The question is, can you find out an explicit I Certainly between them naming and Emily passed from one to the other. It turns out this >>problem is conjecture to be hard even for quantum computers, and this is exactly what was used in the post to quantum key exchange proposals in those works. So they have different structures could aside the seaside. They're just a different types off in the book is a Marine off the question is off the same nature finding and passed from one curve to the other. So these are not relevant to our work. But I would like to introduce them for for some background, off the history off. I certainly problems, >>So you have a work we need to >>study. I certainly problems over in, I say endogenous. And so the first question is even how to define. And I certainly, uh oh, and I certainly graph over the ring like, uh, over and I say modular. Same. So >>there is a general way off defining it in the special case. So in this talk, I will just talk about the special case because this is easier to understand. So think about I have the have the ability off peaking too. I certainly volcan als over multi and multi cube. That has exactly the same structure. And then I just use a C a c r T composition to stick them together. So namely a J >>zero. The value is the CRT off the J zero over. They're over the small fields P and the Cube and the N S equals to P times Q. And by the way, thes gene variants will be exactly the way to represent an ideal class group off such a size in this example is the ideal class group off, uh, with discriminate minus 250 bucks. Okay, so now let's look at what this magical over this representation. So let's look at back to the problem we start from namely, finding all the insurgents neighbors at this time over. And I see model E eso. I give you the J environment off easier and ask you to find a one off the its neighbors finding the J environment off one off its neighbors. So it turns out, even this problem is hard. And actually, we can prove this problem is as hard as factory and naive. Way off. Explaining off What's going on is that the two methods that work over the finite field that doesn't work anymore, since they both required to solve high degree polynomial model end, and that this is hard where when end is in, I certainly I say modelers. So to be useful for constructing a group off invisible inversion, we actually need to look at this called a joint neighbors. Such problems, namely, if I give you a curve zero, which represents the identity, then another crib, which represents a the group element. Your task is to find its inverse namely one off the E two candidate beneath zero. Yeah, eso it turns out this problem. We also conjectured to it to be hard and we don't know how to base it on how this a factoring, uh, again, the not even reason is the way to solve it over the finite field doesn't work because they both required to solve polynomial off degree higher than one over in i. C model is. And this is exactly the reason that we believe the group inversion is hard over deserve visitation Now. Finally, we also would like to remind the readers that for death according to the definition off group with invisible inversion, we would also like the group elements to be easy to compose. No, that's not. Make another observation that over. If you're finding the joint neighbor off, I certainly off different degree. Say, if I give you a J invent off Iwan and Jane Barrett off you to ask you to find the J environment off the three and they happened to off co prime degree I. Certainly then there is a way to find their joint neighbor because they're cold prime. And there's only one solution to solving the modular polynomial that I haven't defined out. But this is the way we make sure that composition is easy. Normally we output, including that are a cold prime so that they can be composed to summarize that we propose a group candidate group with invisible inversion from any particular I. Certainly it requires a chapter because you need to know the prime factors off. I seem odd early to set up the whole system and generated the including in our me assumption is that certain joint neighbors such problem on the I certainly graphs defined over S a moderately it's hard again group within physical inversion has the application of constructing broadcasting, corruption directed transitive signatures, and it's a very interesting problem to explore

>>Welcome everyone. Good morning. Good evening to all of you around the world. I am so excited to welcome you to launch bad our annual conference for customers, for partners, for our own colleagues here at Mirandes. This is meant to be a forum for learning, for sharing for discovery. One of openness. We're incredibly excited. Do you have you here with us? I want to take a few minutes this morning and opened the conference and share with you first and foremost where we're going as a company. What is our vision then? I also want to share with you on update on what we have been up to you for the past year. Especially with two important acquisitions, Doc Enterprise and then container and lens. And what are some of the latest developments at Mirandes? And then I'll close also with an exciting announcement that we have today, which we hope is going to be interesting and valuable for all of you. But let me start with our mission. What are we here to Dio? It's very simple. We want to help you the ship code faster. This is something that we're very excited about, something that we have achieved for many of you around the world. And we just want thio double down on. We feel this is a mission that's very much worthwhile and relevant and important to you. Now, how do we do that? How do we help you ship code faster? There are three things we believe in. We believe in this world of cloud. Um, choice is incredibly important. We all know that developers want to use the latest tools. We all know that cloud technology is evolving very quickly and new innovations appear, um, very, very quickly, and we want to make them available to you. So choice is very important. At the same time, consuming choice can be difficult. So our mission is to make choice simple for you to give developers and operators simplicity and then finally underpinning everything that we dio is security. These are the three big things that we invest in and that we believe that choice, simplicity and security and the foundation technology that we're betting on to make that happen for you is kubernetes many of you, many of our customers use kubernetes from your aunties today and they use it at scale. And this is something we want to double down on the fundamental benefit. The our key promise we want to deliver for you is Speed. And we feel this is very relevant and important and and valuable in the world that we are in today. So you might also be interested in what have been our priorities since we acquired Doc Enterprise. What has happened for the past year at Miranda's And there are three very important things we focused on as a company. The first one is customer success. Um, when we acquired Doc Enterprise, the first thing we did is listen to you connect with the most important customers and find out what was your sentiment. What did you like? What were you concerned about? What needed to improve? How can we create more value and a better experience for you? So, customers success has been a top of our list of priorities ever since. And here is what we've heard here is what you've told us. You've told us that you very much appreciated the technology that you got a lot of value out of the technology, but that at the same time, there are some things that we can do better. Specifically, you wanted better. Sele's better support experience. You also wanted more clarity on the road map. You also wanted to have a deeper alignment and a deeper relationship between your needs and your requirements and our our technical development that keep people in our development organization are most important engineers. So those three things are were very, very important to you and they were very important to us here. So we've taken that to heart and over the past 12 months, we believe, as a team, we have dramatically improved the customer support experience. We introduced new SLS with prod care. We've rolled out a roadmap to many many of our customers. We've taken your requirements of the consideration and we've built better and deeper relationships with so many of you. And the evidence for that that we've actually made some progress is in a significant increase off the work clothes and in usage of all platforms. I was so fortunate that we were able to build better and stronger relationships and take you to the next level of growth for companies like Visa like soc T general, like nationwide, like Bosch, like Axa X l like GlaxoSmithKline, like standard and Poor's, like Apple A TNT. So many, many off you, Many of all customers around the world, I believe over the past 12 months have experienced better, better, better support strong s L. A s a deeper relationship and a lot more clarity on our roadmap and our vision forward. The second very big priority for us over the last year has been product innovation. This is something that we are very excited about that we've invested. Most of our resource is in, and we've delivered some strong proof points. Doc Enterprise 3.1 has been the first release that we have shipped. Um, as Mirant is as the unified company, Um, it's had some big innovative features or Windows support or a I and machine learning use cases and a significant number off improvements in stability and scalability earlier this year. We're very excited to have a quiet lens and container team, which is by far the most popular kubernetes. I'd, um, in the world today and every day, 600 new users are starting to use lens to manage the community's clusters to deploy applications on top of communities and to dramatically simplify the experience for communities for operators and developers alike. That is a very big step forward for us as a company. And then finally, this week at this conference, we announcing our latest product, which we believe is a huge step forward for Doc Enterprise and which we call Doc Enterprise, Container Cloud, and you will hear a lot more about that during this conference. The third vector of development, the third priority for us as a company over the past year was to become mawr and Mawr developer centric. As we've seen over the past 10 years, developers really move the world forward. They create innovation, they create new software. And while our platform is often managed and run and maybe even purchased by RT architects and operators and I T departments, the actual end users are developers. And we made it our mission a za company, to become closer and closer to developers to better understand their needs and to make our technology as easy and fast to consume as possible for developers. So as a company, we're becoming more and more developers centric, really. The two core products which fit together extremely well to make that happen, or lens, which is targeted squarely at a new breed off kubernetes developers sitting on the desktop and managing communities, environments and the applications on top on any cloud platform anywhere and then DACA enterprise contain a cloud which is a new and radically innovative, contain a platform which we're bringing to market this week. So with this a za background, what is the fundamental problem which we solve for you, for our customers? What is it that we feel are are your pain points that can help you resolve? We see too very, very big trends in the world today, which you are experiencing. On one side, we see the power of cloud emerging with more features mawr innovation, more capabilities coming to market every day. But with those new features and new innovations, there is also an exponential growth in cloud complexity and that cloud complexity is becoming increasingly difficult to navigate for developers and operators alike. And at the same time, we see the pace of change in the economy continuing to accelerate on bits in the economy and in the technology as well. So when you put these two things together on one hand, you have MAWR and Mawr complexity. On the other hand, you have fast and faster change. This makes for a very, very daunting task for enterprises, developers and operators to actually keep up and move with speed. And this is exactly the central problem that we want to solve for you. We want to empower you to move with speed in the middle off rising complexity and change and do it successfully and with confidence. So with that in mind, we are announcing this week at LAUNCHPAD a big and new concept to take the company forward and take you with us to create value for you. And we call this your cloud everywhere, which empowers you to ship code faster. Dr. Enterprise Container Cloud is a lynch bit off your cloud everywhere. It's a radical and new container platform, which gives you our customers a consistent experience on public clouds and private clouds alike, which enables you to ship code faster on any infrastructure, anywhere with a cohesive cloud fabric that meets your security standards that offers a choice or private and public clouds and offer you a offers you a simple, an extremely easy and powerful to use experience. for developers. All of this is, um, underpinned by kubernetes as the foundation technology we're betting on forward to help you achieve your goals at the same time. Lens kubernetes e. It's also very, very well into the real cloud. Every concept, and it's a second very strong linchpin to take us forward because it creates the developing experience. It supports developers directly on their desktop, enabling them Thio manage communities workloads to test, develop and run communities applications on any infrastructure anywhere. So Doc, Enterprise, Container, Cloud and Lens complement each other perfectly. So I'm very, very excited to share this with you today and opened the conference for you. And with this I want to turn it over to my colleague Adam Parker, who runs product development at Mirandes to share a lot more detail about Doc Enterprise Container Cloud. Why we're excited about it. Why we feel is a radical step forward to you and why we feel it can add so much value to your developers and operators who want to embrace the latest kubernetes technology and the latest container technology on any platform anywhere. I look forward to connecting with you during the conference and we should all the best. Bye bye. >>Thanks, Adrian. My name is Adam Parco, and I am vice president of engineering and product development at Mirant ISS. I'm extremely excited to be here today And to present to you Dr Enterprise Container Cloud Doc Enterprise Container Cloud is a major leap forward. It Turpal charges are platform. It is your cloud everywhere. It has been completely designed and built around helping you to ship code faster. The world is moving incredibly quick. We have seen unpredictable and rapid changes. It is the goal of Docker Enterprise Container Cloud to help navigate this insanity by focusing on speed and efficiency. To do this requires three major pillars choice, simplicity and security. The less time between a line of code being written and that line of code running in production the better. When you decrease that cycle, time developers are more productive, efficient and happy. The code is higher, quality contains less defects, and when bugs are found are fixed quicker and more easily. And in turn, your customers get more value sooner and more often. Increasing speed and improving developer efficiency is paramount. To do this, you need to be able to cycle through coding, running, testing, releasing and monitoring all without friction. We enabled us by offering containers as a service through a consistent, cloudlike experience. Developers can log into Dr Enterprise Container Cloud and, through self service, create a cluster No I T. Tickets. No industry specific experience required. Need a place to run. A workload simply created nothing quicker than that. The clusters air presented consistently no matter where they're created, integrate your pipelines and start deploying secure images everywhere. Instantly. You can't have cloud speed if you start to get bogged down by managing, so we offer fully automated lifecycle management. Let's jump into the details of how we achieve cloud speed. The first is cloud choice developers. Operators add mons users they all want. In fact, mandate choice choice is extremely important in efficiency, speed and ultimately the value created. You have cloud choice throughout the full stack. Choice allows developers and operators to use the tooling and services their most familiar with most efficient with or perhaps simply allows them to integrate with any existing tools and services already in use, allowing them to integrate and move on. Doc Enterprise Container Cloud isn't constructive. It's open and flexible. The next important choice we offer is an orchestration. We hear time and time again from our customers that they love swarm. That's simply enough for the majority of their applications. And that just works that they have skills and knowledge to effectively use it. They don't need to be or find coop experts to get immediate value, so we will absolutely continue to offer this choice and orchestration. Our existing customers could rest assure their workloads will continue to run. Great as always. On the other hand, we can't ignore the popularity that growth, the enthusiasm and community ecosystem that has exploded with communities. So we will also be including a fully conforming, tested and certified kubernetes going down the stock. You can't have choice or speed without your choice and operating system. This ties back to developer efficiency. We want developers to be able to leverage their operating system of choice, were initially supporting full stack lifecycle management for a bun, too, with other operating systems like red hat to follow shortly. Lastly, all the way down at the bottom of stack is your choice in infrastructure choice and infrastructure is in our DNA. We have always promoted no locking and flexibility to run where needed initially were supporting open stock AWS and full life cycle management of bare metal. We also have a road map for VM Ware and other public cloud providers. We know there's no single solution for the unique and complex requirements our customers have. This is why we're doubling down on being the most open platform. We want you to truly make this your cloud. If done wrong, all this choice at speed could have been extremely complex. This is where cloud simplification comes in. We offer a simple and consistent as a service cloud experience, from installation to day to ops clusters Air created using a single pane of glass no matter where they're created, giving a simple and consistent interface. Clusters can be created on bare metal and private data centers and, of course, on public cloud applications will always have specific operating requirements. For example, data protection, security, cost efficiency edge or leveraging specific services on public infrastructure. Being able to create a cluster on the infrastructure that makes the most sense while maintaining a consistent experience is incredibly powerful to developers and operators. This helps developers move quick by being able to leverage the infra and services of their choice and operators by leveraging, available, compute with the most efficient and for available. Now that we have users self creating clusters, we need centralized management to support this increase in scale. Doc Enterprise Container cloud use is the single pane of glass for observe ability and management of all your clusters. We have day to ops covered to keep things simple and new. Moving fast from this single pane of glass, you can manage the full stack lifecycle of your clusters from the infra up, including Dr Enterprise, as well as the fully automated deployment and management of all components deployed through it. What I'm most excited about is Doc Enterprise Container Cloud as a service. What do I mean by as a service doctor? Enterprise continue. Cloud is fully self managed and continuously delivered. It is always up to date, always security patched, always available new features and capabilities pushed often and directly to you truly as a service experience anywhere you want, it run. Security is of utmost importance to Miranda's and our customers. Security can't be an afterthought, and it can't be added later with Doctor and a price continued cloud, we're maintaining our leadership and security. We're doing this by leveraging the proven security and Dr Enterprise. Dr. Enterprise has the best and the most complete security certifications and compliance, such as Stig Oscar, How and Phipps 1 $40 to thes security certifications allows us to run in the world's most secure locations. We are proud and honored to have some of the most security conscious customers in the world from all industries into. She's like insurance, finance, health care as well as public, federal and government agencies. With Dr Enterprise Container Cloud. We put security as our top concern, but importantly, we do it with speed. You can't move fast with security in the way so they solve this. We've added what we're calling invisible security security enabled by default and configured for you as part of the platform. Dr Price Container Cloud is multi tenant with granular are back throughout. In conjunction with Doc Enterprise, Docker Trusted Registry and Dr Content Trust. We have a complete end to end secured software supply chain Onley run the images that have gone through the appropriate channels that you have authorized to run on the most secure container engine in the >>industry. >>Lastly, I want to quickly touch on scale. Today. Cluster sprawl is a very real thing. There are test clusters, staging clusters and, of course, production clusters. There's also different availability zones, different business units and so on. There's clusters everywhere. These clusters are also running all over the place. We have customers running Doc Enterprise on premise there, embracing public cloud and not just one cloud that might also have some bare metal. So cloud sprawl is also a very real thing. All these clusters on all these clouds is a maintenance and observe ability. Nightmare. This is a huge friction point to scaling Dr Price. Container Cloud solves these issues, lets you scale quicker and more easily. Little recap. What's new. We've added multi cluster management. Deploy and attach all your clusters wherever they are. Multi cloud, including public private and bare metal. Deploy your clusters to any infra self service cluster creation. No more I T. Tickets to get resources. Incredible speed. Automated Full stack Lifecycle management, including Dr Enterprise Container, cloud itself as a service from the in for up centralized observe ability with a single pane of glass for your clusters, their health, your APs and most importantly to our existing doc enterprise customers. You can, of course, add your existing D clusters to Dr Enterprise Container Cloud and start leveraging the many benefits it offers immediately. So that's it. Thank you so much for attending today's keynote. This was very much just a high level introduction to our exciting release. There is so much more to learn about and try out. I hope you are as excited as I am to get started today with Doc Enterprise. Continue, Cloud, please attend the tutorial tracks up Next is Miska, with the world's most popular Kubernetes E Lens. Thanks again, and I hope you enjoy the rest of our conference.

>>from around the globe. It's the cue with digital coverage of active EO data driven 2020. Brought to you by activity. We're back. This is the cubes coverage. Our ongoing coverage of active FiOS data driven. Of course, we've gone virtual this year. Ash. Ashutosh is here. He's the founder, president and CEO of Active Eo. Great to see you again. >>Likewise, They always always good to see you. >>We have We're in a little meet up, You and I in Boston. I always enjoy our conversations. Little did we know that, You know, a few months later, we would only be talking at this type of distance and, uh and of course, it's sad. I mean, a data driven is one of our favorite events is intimate, its customer content driven. The theme this year is you call it the next normal. Some people call it the new abnormal, the next normal. What's that all about? >>I think it's pretty pretty fascinating to see when we walked in in March, all of us were shocked by the effect of this pandemic. And for a while we all scrambled around trying to figure out How do you react to this one, and everybody reacted very differently. But most people have this tendency to think that this is going to be a pretty broom environment with lots of unknown variables, and it is important for us to try to figure out how to get a get our hands on this. By the time we came on. For six weeks into that, almost all of us have figured out this is Ah, this is not something you fight again. This is not something you wait, what, it to go away? But this is one. Did you figure out how to live in and you figured out how to work around it? And that, we believe, is the next long. It's not about trying to create a new abnormal. It's not about creating a new normal, but it's truly one that basically says that is it. That is a way, perhaps packed forward. There's a is a way to create this next normal, and you just figured out how to live with the environment, behalf and the normal outcomes of companies that have done remarkably well as a result of these actions. Fact. If you're being one of them, >>it's quite amazing isn't it? I mean, I've talked to a lot of tech companies, CEOs and their customers, and it's almost like they feel the first reaction was course they cared about their there, their employees and their broader families. Number one number two was many companies, as you know, saw a tailwind, and it initially didn't want to be seen as ambulance chasing. And then, of course, the entrepreneurial spirit kicked in and they said, Okay, we can only control what we can control and tech companies in particular just exceedingly Well, I don't think anybody really predicted that early >>on. Yeah, I, um I think of the heart, We're all human beings, and the first reaction was to take it off. Four constituencies, right? One. Take care of your family. Take it off your community, take care of your employees, take care of your customers. And that was the hardest part. The first 4 to 6 weeks was to figure out How do you do each of those four. Once you figured that part out or you figured out ways to get around to making sure you can take it off those you really found the next mom, you really start forgetting our out of continue to innovate Could, you know to support each of those four constituencies and people have done different things. I know it's amazing how, um, Cuba continues to operate As far as a user is concerned, they're all watching anymore. Yes, we don't have the wonderful desk, and we all get to chat and look in the eye. But the content of the messages asked powerful as what it waas a few months ago. So I'm sure this is how we're all going to figure out how to make through this new next normal >>and digital transformation kind of went from from push to pull. I mean, every conference you go to, they say, Well, look at uber, you know, look at Airbnb and it put up the examples you have to do this to, and then all of sudden the industry dragged you along. Some Curis esta is toe. How and and I guess the other point there is digital means data. We've said that many, many times. If you didn't have a digital strategy during the height of the lock down, you couldn't transact business and still many restaurants is still trying to figure this out, But so how did it affect you and your customers? >>Yeah, it's very interesting. And I we spend a lot of time with several of our customers were managing some of the largest I T organizations. We talk about very interesting phenomena that happened some better beginning of this year. About 20 years ago, we used to worry about this thing called the Digital Divide, those who have access the network and Internet and those who don't. And now there is this beta divide, the divide between organizations that know how to leverage, exploit and absolutely excellent the business using data and those adorable. I think we're seeing this effect so very clearly among organizations that unable to come back and address some of this stuff. And it's fascinating. Yes, we all have the examples off the lights off. People are doing delivery. People are doing retailing, but there are so many little things you're seeing organizations. And just the other day, he had a video from Century Days Is Central Data System, which is helping accelerate Cohen 19 research because it will get copies of the data faster than they would get access to data so that these are just much, much faster. Sometimes you know, several days to a few minutes. It's that that level of effect, it's not just down to some seven. You know, you almost think of it as nice to have, but it's must have life threatening stuff. Essential stuff or just addressing. Korea was running a very pretty in a wonderful article about this supercomputer in That's Doing an Aristo covert 19 and how it's figured out most of these symptoms they're able to figure out by just crunching a ton of data. And almost every one of those symptoms that the computer has predicted Supercomputer is predicted has being accurate. It's about data. It is absolutely about data, which is why I think this is a phenomenal time for companies. Toe Absolutely go change. Make this information about data exploration, data leverage, exploitation. And there's a ton of it all over all around us. >>Yeah, and and part of that digital transformation, the mandate is to really put data at the core. I mean, we've we've certainly seen this with the top market cap companies. They've got dated at the core, and and now, as they say it's it's become a A mandate. And, you know, there's been several things that we've clearly noticed. I mean, you saw the work from home required laptops and, you know, endpoint security and things of that. VD. I made a comeback, and certainly Cloud was there. But I've been struck by the reality of multi Cloud. I was kind of a multi cloud skeptic early on. >>Yeah, >>I said many times I thought it was more of a symptom than it was a strategy, but it's that's completely flipped. Ah, recently in r e t r surveys, we saw multi cloud popping up all over the place. I wonder what you're seeing when you talk to your customers and other CEOs. >>Yeah, So fascinating, though really is the first flower part of sometime in 2018. End of 2018 >>Go right, Yeah, >>the act if you'll go on world, which is a phenomenal way to completely change the way you think about the using object storage in the flower for two years that we saw about 20% of our business. By the end of two years, the beginning of this year, 20% of our business was built on never it in the cloud since March. So that was end of our almost ended the Q one. So now we just limit left you three in six months. We added 12 more percent of the business literally weeded in six months. What we did not do before for 18 months before that, right? Significantly more than what we did for a year and a half before that. And there are really three reasons and we see this old nor again, we have a large customer. We closed in January. Ironically, were deploying out of UK, a very large marketing organization. Got everything deployed, running the they're back up and beyond and a separate data center. And they had a practical problem of not being able to access the second sight literally in the middle of deployment. Mystere that customer, Did you see me Google Cloud? Because they were simply no way for them to continue protecting their data, being able to develop new applications with that data that simply had no access. So there was. This was the number one reason the inability for already physically access, but put their their employees at rest and have before the plow would be the infrastructure. That's number one, so that first of all, drove the reason for the cloud. And then there's a second reason there are practical reasons. And why some clerk platforms that good one working the other ones are not. So where, uh, some other more fuels. And so if I'm an organization that has that spans everything, I've got no power PC and X 86 machine A vm I got container platforms. I got Oracle. They got a C P. There is no single cloud platform that supports all my work loaders efficiently. It's available in all the agents I want. So inevitably I have to go at our different about barefoot. So that's a second practical visa. And then there's a strategic reason. No, when no customer what's really locked into anyone card back at least two. You're gonna go pear more likely? Three. So those are the reasons. And then, interestingly enough, have you were on a panel with as global Cee Io's and in addition to just the usual cloud providers of you all know and love inside the U. S. Across the world, in Europe, in Asia, there's a rise off the regional flower fire. See you take all this factor. So have you got absolute physical necessity? You got practical constraints of what can the club provided support the strategic reasons on why either Because I don't want to be locked into a part for better or because there is a rise off data nationalism that's going on, that people want to keep their data within the country bombs all of these reasons. But the foundations or why multiplier is almost becoming a de facto. It's impossible. What a decent size organization to assume. They were just different on one car ready. >>The big trend we're seeing, I wonder if you could comment. Is this this notion of the data life cycle of the data pipeline? It's a very complex situation for a lot of organizations, their data siloed. We hear that a lot. They have data scientists, data engineers, developers, data quality engineers, just a lot of different constituencies and lines of business. And it's kind of a mess. And so what they're trying to do is bring that together. So they've done that data. Scientists complain they spend all their time wrangling data, but but ultimately the ones that are succeeding to putting data at the core is, we've just been discussing are seeing amazing outcomes by being able to have a single version of the truth, have confidence in that data, create self serve for their for their lines of business and actually reduce the end and cycle times. It's driving your major monetization, whether that's cost cutting or revenue. And I'm curious as to what you're seeing. You guys do a lot of work. Heavy work in Dev ops and hard core database those air key components of that data Lifecycle. Yeah, you're seeing in that regard regarding that data pipeline. >>Yeah, it's a It's a phenomenal point if you really want to go back and exploit data within an organization. If you really want to be a data driven organization, the very first thing you have to do is break down the silos. Ironically, every organization has all the data required to make the decisions they want to. They just can't either get to it or it's so hard to make the silos. That is just not what trying to make it happen. And 10 years ago we set out on this mission rather than keep this individual silos of data. Why don't we flip it open and making it a pipeline, which looks like a data cloud where essentially anybody who's consuming it has access to it based on the governance rules based on the security rules that the operations people have said and based on the kind of format they want to see data. Not everyone even want to see the data in a database. Former, maybe you want the database for my convert CSP for my before you don't analytics And this idea of making data, the new infrastructure, this idea of having the operations people provide this new layer for data, it's finally come to roost. I mean, it's it's fascinating. I was the numbers last quarter. We just finished up. You do now. 45% of our customer base is uses activity or for reuse is the back of data for things that excellent. The business things that make the business move faster, more productive or you will survive. That was the mission. That was what we set out to do 10 years ago. We were talking to an analyst this morning, and now this is question off. You know, it looks like there's a team of backup data being reused, said Yeah, that's kind of what we've been saying for 10 years. Backup cannot be an insurance back up in order to your destination. It has to be something that you could use as an asset and that I think it's finally coming to the point with you can use back up a single source of truth only if you designed it right from the beginning. For that purpose, you cannot just lots of lots of ways to fake it. Make it try to pretend like you're doing it. But that was a trooper was off making date of the new infrastructure, making it a cloud, making it something that is truly an ask. And it's fascinating to see our businesses. You take any of our larger counts and the way they've gone about transforming not just basic backup. India. Yes, we are the world's glasses back up in most Kayla will be our solution. That's that's a starting point. But do we will be used after Devil applications 8, 10 times faster? Ron Analytics, 100 ex pastor. The more data you have, the more people who use data you have, the better this return makeups. >>You know, that is interesting to hear you talk about that because that has been the holy Grail of backup. Was toe go beyond insurance to actually create business value. And you're actually seeing some underlying trends We talked about that data pipeline in one of the areas that is the most interesting is in database, which was so boring for so many years. Ah, and you're seeing new workloads emerge. Take the data warehouse beyond your reporting. Never really lived up to its Ah, it's promise of 360 degree view. You mentioned analytics. That's really starting toe happen. Ah, and it's all about data John, for Used to say that your data is that is the new development kit. You call it the new infrastructure, and it's sort of the same same type of theme. So maybe some of the trends you're seeing in ah in database enoughto talk about that for a little bit and then pick your brains and some other tech like object storage is another one that we've really seen takeoff? >>Yeah. So I think our journey with object story began in 16 4017 as we started or Doctor Cloud platform in response to the user requirements, Uh, we did more like most companies have done and unfortunately continue to do to take the in print product. And then it's smooth under the cloud. And one of the things we saw was there was a fundamental difference off how the design points of flower engineering is all about what they're designed it for object story, that one of those one of those primitives fundamental stories, primitives that the cloud providers actually produced that we know really exploited. There was. It was used as a graveyard for data. It's a replacement for me, please, where data goes to die. And then we look at it really closely and say, Well, this is actually a massively scalable, very low cost storage, but it has some problems. It has an interface that you cannot use with traditional servers. Uh, it has some issues around not being able to read, modify right the data. So it feels like a consuming a lot of stories. So we're going to solve those problems because a good two years to come back with something on world that fundamentally creeds objects the lady like this massive use capable high performer disk? Yes, except it is ridiculously low cost and optimize the capacity. So this finger on world that patented has really become the foundation of how everything in our works without using CPU Ray, that is simply nothing at a lower PCO that if you wanted to basic backup, the, uh, more importantly, use that to do this a massive analytics and you don't know more data warehouse data leaks. It is not a good deal of Lake House aladi. All of these are still silent. All of these are people trying to take some data from somewhere put into one of the new construct and have it being controlled by somebody else. This is artist thing. It's just you just move the silos from some place to another place instead of creating a pipeline. If you want to really create a pipeline object story has been integral part of the pipeline, not a separate bucket by itself. And that's what we did. And same thing with databases, you know, most business, most of the critical business and I was on a daily basis, and the ability to find a way to leverage those. Move them on our leverage in terms of whichever format databases access. Which location or Saxes doesn't know how big it is. Lots of work has gone into trying to figure figure that one out. And we we had some very, very good partners in some of the largest customers who help take the journey with us. I'm pretty much all of the global 2000 accounts you see across the board, but an integral part of a process. >>You mentioned the word journey and triggered a thought. Is your discussion with Robbie, the CEO of of Seeing >>A. It was a customer years. >>Ah, and what he said. I liked what he said. He course he used the term journey. We all do. But he said, You know what? I kind of don't like that term because I want to inject the sense of urgency essentially what he was saying. I want speed, you know, journeys like Okay, kids get in the car, were in a drive across country. We're gonna make some stops. And so, while there's a journey, he also was was really trying to push the organization hard and he talked about culture. Ah, as some of the most difficult things and it goes like many. See, I said, Now the technology is almost the easy part. It's true when it works. Oh, I thought that was a great discussion that you had. What were some of your takeaways >>with thinking? Robbie's is very astute. Ah, I t executive was being around the block for so long and one of the fascinating things, but a asking this question about what's the biggest challenge was just gone through this a couple of times. What is the biggest challenge? Taking an organization as vulnerable as well known A C gate is. I mean, this is a data company. This is This is the heart of the Oliver Half the world's data is on seeing stuff. How are you today was, or company has been around for long in the middle of Silicon Valley and make it into ah into a fast growing transformation company that's responding to the newer challenges. And I thought he was going to come back with Well, you know, I gotta go to the abuses. I picked this technology that techno in. Surely that is exactly what I expected he would end up with. There's nothing through technology in this day and age when you can have an Elon Musk and send a card of Mars. It's not many technologies that we can really solve many covered 19 ism. Next one Do we gotta go solve? Well, frankly, he kid upon the one thing that matters to every company. It is the fundamental culture to create a biased of action. It's a fundamental culture where you have to come back and have a deliverable that moves the ball forward every day, every month, every quarter, as opposed to have this CDs off. Like you said, a journey that say's and we all know this right? People talk about, we're going to do this in face one. We're gonna do this and face to and good food release and face three nothing and what happens Invasive. Nobody gets a number feast. I think he did a great job of saying I fundamentally had to go change the culture that was my biggest take away, and this I've heard this so many times the most effective I D execs wait a transformation. It actually shows in the people that they have. It's not the technology, it's the people. And some. This history is replete with organizations that have done remarkably well, not by leveraging the heck out of the technology, but truly by leveraging the change in the people's mindset. And, of course, that at that point that leverages technology where a proper here. But Robbie's a insightful person, always such a They lied to talk them, said they like for him to have chosen us as a its information technology for him to go pull his data warehouses and completely transformed how I was doing manufacturing across the globe. >>You know, I want to have some color of what you just said because some key keep takeaways that from what you just said, ashes is You know, you're right when you look back at the history of the computer industry used to be very well known processes, but the technology was the big mystery and the and the big risk and you think about with Cove it were it not for Technology Way didn't know what was coming. We were inventing new processes literally every day, every week, every month. It's so technology was pretty well understood. It and enabled that. And when you when you think when we talked earlier about putting data at the core, it was interesting to hear Robbie. He basically said, Yeah, we had a big data team in the U. S. A big tainted TV in Europe. We actually organized around silos and and so you guys played a role you were very respectful about, you know, touting active video with him. You did ask him, You know what role you play, But it is interesting to hear and talk about how he had to address that both culturally. And of course, there's technology underneath to enable that unification of data that silo busting, if you will. And you guys played a role in that. >>Yeah, I always enjoy, um, conversation with folks who have taken a problem, identified what needs to be done and then just get it done. And its That's more fascinating than you. Of course, I video plays a small part in a lot of things, and we're proud to have played a small part in his big initiative, and that's true of know the thousands of customers we talk about. But it's such a fascinating story to have leaders who come back and make this transformation happen, and to understand how they went about making those decisions, how they identified where the problem with these are so hard. We all see them in our own life, right? We see there is a there's a problem, but sometimes it takes a wider don't understand. How do you identify them and what do you have to do and more importantly, actually do it? And so whenever use, whenever I get an opportunity with people like Robbie, I think understanding that there's a way to help, uh, we always make sure that we play our own small part, and we're privileged to be a part of those kinds of journeys. >>Well, I think what's interesting about activity on the company that you created is essentially that. We're talking about the democratisation of data, that whole data pipeline, that discussion, that we had the self service of that data to the lines of business and, you know, you guys clearly play a role there. The multi cloud discussion fits into that. I mean that these air all trends that are tail winds for companies that can that can help sort of you know, flattened the data globe. If you if you will, your final thoughts. >>Yeah, I know you said something that is so much at the heart of every idea Exactly that you're talking to, if they truly is. The fundamental asset that I finally end up with is an organization. The democratization of data. Where I do not lock this into another silo, another platform, another ploughed. Another application has to be part of my foundation design and therefore my ability to use each of this cloud platform for the services they provide. While I and they were to move the data to where I needed to be. That is so critical. So you almost start to think about the one possession and organization now has. And we talked about this with a group of CEOs. They might be some pretty soon. Not too far off, but data stolen asset. I might actually have our data mark data market, just like you. I was stopped working, but I can start to sell my data. You know, imagine a coup in 19. There's so many organization that have so much data, and many of them have contributed to this research because this is an existence of issue. But you can see this turning into a next level. So, yes, we've got activities, will move the data toe one level higher where it's become a foundation construct for the organization. The next part is gonna actually done. This is the one asset would actually monetize someone stuff. And it will be not too long when you need to talk about how there's this new exchange and what's the rate of data for this company? Was, is that company in the future trading options? Who knows is gonna be really interesting. >>Well, I think you're right on this notion of a data. Marketplaces is coming, and it's not not that far away, Blash. It's always great to talk to you. I hope next year a data driven weaken we could be face to face. But I mean, look, this has been we we've dealt with it. It's it's actually created opportunities for us toe to reinvent ourselves. So congratulations on the success that you've had and ah, and thank you for coming on the Cube. >>No, thank you for hosting us and always a big fan off Cube. You guys, you engage with you since early days, and it is fascinating to see how this company has grown. And it's probably many people don't even know how much you've grown behind the seats, technologies and culture that you created yourself. So it's hopefully one day we'll strict the table that I would be another side and asking of our transformation. Digital transformation of Cuban cell >>I would love to. I'd love to do that index again. And thank you, everybody for watching our continuous coverage of active fio data driven keeper Right there. We'll be back with our next guest right after this short break. >>Thank you.