>>Okay. We're back live here. The velocity conference is Santa Clara live. This is the cube Silicon angle's flagship program. We go out to the events, restrict the signal from the noise. I'm John furry, the founder of Silicon angle. And our next guest is CEO of guarantee a data, his here in the cube. Welcome to the cube. Thank you. It's great to be here. We are at the velocity conference, which is really the intersection of infrastructure and application development, kind of in a holistic way, full stack new technologies. Um, so first tell us a little about your company and what you guys are doing here at velocity. >>Well, we deal with a new type of database, which took the developers community by storm. This is a no sequel in memory database called Radis where this is very, very fast. You know, it, it processes hundreds of thousand transactions per second at sub milliseconds. And this is all about performance. So velocity is the right right place to be when you deal with Radis. >>So why, why red is, first of all, is taking everyone by storm. We use it, um, great technology. Um, why, why, why is it so popular? >>Well is, has many attractive datatypes and commands, which are very useful in many, many use cases today for almost any application. So that's why, you know, developers really love it, >>The in-memory database. So we cover a lot of storage, SSDs and infrastructure. Um, SSDs had brought up, uh, with flash, a whole nother level of caching on the level for storage area networks really exploded open source scale-out. Um, but people still need the real fast, low latency data, no doubt. And that's where in memory, but developers don't need to be storage gurus to do that. So is that an area that you guys are? >>Yes, definitely. The basic idea is to provide developers what they need in terms of database needs, without all the hassle of, you know, operating those databases. So with our products, which with our product, which is called the Radice cloud right now, this product is provided as a fully managed hosting service over various clouds and platforms as a service. So with this product, the user does not need to do anything, simply send your data and forget about it. We take care of scalability, high availability, stabilizing performance, and all the ops. >>So one of the things about the web that's really challenging it's asynchronous, right? So persistence is a really big thing. How do you guys look at that channel? >>Okay. We have built a whole suite of high availability provisions for Radis. First of all, you can with a click of a button with a checkbox, you can replicate your data set within the same data center, uh, and when a node fails, and this is something which happens in the cloud almost everyday, we immediately, uh, switch your data to the, to the replica and, uh, you are up and running without any, any problem whatsoever. So this is one thing we recently last week, we announced another layer, which is multi a Z replication, which means that you can with a click of a button, replicate your data set to another data center. So if the entire data center fails, we immediately use the replica in the other data center, the backup replica. And again, you're up and running without any interruption. >>This really is a value proposition. That's as a dream scenario for developers with dealing with the cloud. I mean, because your alternative is to provision bare metal, exact load Linux systems >>Administrator. This is crazy. I mean, >>Oh, and cuing too, is another another issue. I mean, how do you know? So if I'm going to manage large volumes of data set to say that, um, my side becomes popular, my application becomes popular because, uh, someone shitted, virally, I want to have that queuing and that persistence that's really, really important. I might not have the time to provision a new server, a new database. So what you're saying is if I get this right with Reddis cloud, I can spin up in dynamically handle that those kinds of replication and persistence >>Over, you know, basic red. Is that right? Absolutely. Absolutely. You know, our native red is the open source is basically, uh, limited in scalability. You cannot grow beyond the single master server. Now the community is working for a while and something which is called Reddis cluster, which is supposed to solve all that. However, this is taking for a very long time with our Reddis cloud, you can grow your dataset from megabytes to Jigga bytes, to terabytes and even more, and all that is done in a fully automated manner without you do not need to deal with nodes, clustering, scaling, stuff like that. And while supporting all the data types and commands of Radis, which is really, really unique. >>Yeah. I mean, I got to say, you know, one of the challenges with the cloud is orchestration, right? And so that's one element. So automation has been a big problem for folks on premise on large enterprises and application developers. The other challenge has been real time. So a lot of apps need to have real time, like no JS or things of that nature. So how does a developer, I'm a developer and I'm, I want real time. I want persistence. And I want to have the flexibility to, to, to just push code and everything take care of itself. How does Reddis help me there? >>Well, red is, as I said, is the fastest data store available today, much faster than anything else. Like, you know, people talk to them about HANA SAP HANA, uh, red is, is, uh, 10 X, you know, in terms of speed, we are talking about hundreds of thousands transactions at sub-millisecond latencies. Whenever you want performance, whenever you need performance, the best database for that is rarely snow. >>Okay. So I got to ask you the question, first of all, big fan, really glad you're here in the cube. So we like, we like what you're doing, um, for the folks that don't understand what you guys are doing or are red or new to Retis. Why is it so good? Why is it so popular and what, what benefits does it provide the developer and say a business that wants to use that? >>I would say use cases, use cases, use cases whenever, whenever you, whenever you need a job management, for example, you know, signaling inside your, your, your application. So platforms such as sidekick, sidekicks, you know, et cetera, use Radice whenever you need, uh, stuff like, uh, Twitter type functionality, you know, followers, et cetera. You have a built in clone within radius for that whenever you need, uh, you know, uh, fast analytics, there is nothing better than red is caching, you know, already since replacing Memcached totally today, new apps, uh, page ranks, post ranks, you know, stuff like that. All these are great use cases for remedies. And if you, you know, in any one of those various is the best for that. Yeah. >>Well, congratulations, really like what you guys are doing. Um, and you're at the show here. What are you showing here at velocity? Again? Congratulations on your success. Well-deserved reticence is really becoming the standard. What, what are you guys doing here at velocity and what are you guys showing? >>We demonstrate, uh, first of all, the service we demonstrate the performance. You can, you know, if you have a minute drop over to our booth next door here, and we show the great performance, you know, we are showing hundred thousands of transactions, you know, with large databases in sub-millisecond latencies. This is, you know, this is real life and we are demonstrating our high availability with multi a Z replication and instant out of fail over. >>Okay, well, we are here with Ofer B gal with the system guarantee, a system data, um, Reddis cloud, great product, congratulations on your success. Thanks for coming inside the cube. This is the velocity conference. This is the kind of technology folks that velocity is about the loss of these, the intersection between a, almost a systems view of user experience, user design with cloud and infrastructure or dev ops, whatever you want to call it, we'll figure out a word for it, but it's really kind of coming together. I guess we call it velocity conference. This is the modern infrastructure that a lot of the web-scale companies or hyperscale companies are using and developers, developers who are small-scale today. We'll be, we'll be big scale. We'll use things like redness. This is what it's all about. This is the Silicon ankles flagship program. Go to youtube.com/looking angled to watch the videos go to siliconangle.com to get, to see the blog posts and coverage. We'll be right back with our next guest. After the short break.

>> From the Cube Studios in Palo Alto in Boston, bringing you data-driven insights from The Cube and ETR. This is "Breaking Analysis" with Dave Vellante. >> The world's leading telcos are trying to shed the stigma of being monopolies lacking innovation. Telcos have been great at operational efficiency and connectivity and living off of transmission, and the costs and expenses or revenue associated with that transmission. But in a world beyond telephone poles and basic wireless and mobile services, how will telcos modernize and become more agile and monetize new opportunities brought about by 5G and private wireless and a spate of new innovations and infrastructure, cloud data and apps? Hello, and welcome to this week's Wikibon CUBE Insights powered by ETR. In this breaking analysis and ahead of Mobile World Congress or now, MWC23, we explore the evolution of the telco business and how the industry is in many ways, mimicking transformations that took place decades ago in enterprise IT. We'll model some of the traditional enterprise vendors using ETR data and investigate how they're faring in the telecommunications sector, and we'll pose some of the key issues facing the industry this decade. First, let's take a look at what the GSMA has in store for MWC23. GSMA is the host of what used to be called Mobile World Congress. They've set the theme for this year's event as "Velocity" and they've rebranded MWC to reflect the fact that mobile technology is only one part of the story. MWC has become one of the world's premier events highlighting innovations not only in Telco, mobile and 5G, but the collision between cloud, infrastructure, apps, private networks, smart industries, machine intelligence, and AI, and more. MWC comprises an enormous ecosystem of service providers, technology companies, and firms from virtually every industry including sports and entertainment. And as well, GSMA, along with its venue partner at the Fira Barcelona, have placed a major emphasis on sustainability and public and private partnerships. Virtually every industry will be represented at the event because every industry is impacted by the trends and opportunities in this space. GSMA has said it expects 80,000 attendees at MWC this year, not quite back to 2019 levels, but trending in that direction. Of course, attendance from Chinese participants has historically been very high at the show, and obviously the continued travel issues from that region are affecting the overall attendance, but still very strong. And despite these concerns, Huawei, the giant Chinese technology company. has the largest physical presence of any exhibitor at the show. And finally, GSMA estimates that more than $300 million in economic benefit will result from the event which takes place at the end of February and early March. And The Cube will be back at MWC this year with a major presence thanks to our anchor sponsor, Dell Technologies and other supporters of our content program, including Enterprise Web, ArcaOS, VMware, Snowflake, Cisco, AWS, and others. And one of the areas we're interested in exploring is the evolution of the telco stack. It's a topic that's often talked about and one that we've observed taking place in the 1990s when the vertically integrated IBM mainframe monopoly gave way to a disintegrated and horizontal industry structure. And in many ways, the same thing is happening today in telecommunications, which is shown on the left-hand side of this diagram. Historically, telcos have relied on a hardened, integrated, and incredibly reliable, and secure set of hardware and software services that have been fully vetted and tested, and certified, and relied upon for decades. And at the top of that stack on the left are the crown jewels of the telco stack, the operational support systems and the business support systems. For the OSS, we're talking about things like network management, network operations, service delivery, quality of service, fulfillment assurance, and things like that. For the BSS systems, these refer to customer-facing elements of the stack, like revenue, order management, what products they sell, billing, and customer service. And what we're seeing is telcos have been really good at operational efficiency and making money off of transport and connectivity, but they've lacked the innovation in services and applications. They own the pipes and that works well, but others, be the over-the-top content companies, or private network providers and increasingly, cloud providers have been able to bypass the telcos, reach around them, if you will, and drive innovation. And so, the right-most diagram speaks to the need to disaggregate pieces of the stack. And while the similarities to the 1990s in enterprise IT are greater than the differences, there are things that are different. For example, the granularity of hardware infrastructure will not likely be as high where competition occurred back in the 90s at every layer of the value chain with very little infrastructure integration. That of course changed in the 2010s with converged infrastructure and hyper-converged and also software defined. So, that's one difference. And the advent of cloud, containers, microservices, and AI, none of that was really a major factor in the disintegration of legacy IT. And that probably means that disruptors can move even faster than did the likes of Intel and Microsoft, Oracle, Cisco, and the Seagates of the 1990s. As well, while many of the products and services will come from traditional enterprise IT names like Dell, HPE, Cisco, Red Hat, VMware, AWS, Microsoft, Google, et cetera, many of the names are going to be different and come from traditional network equipment providers. These are names like Ericsson and Huawei, and Nokia, and other names, like Wind River, and Rakuten, and Dish Networks. And there are enormous opportunities in data to help telecom companies and their competitors go beyond telemetry data into more advanced analytics and data monetization. There's also going to be an entirely new set of apps based on the workloads and use cases ranging from hospitals, sports arenas, race tracks, shipping ports, you name it. Virtually every vertical will participate in this transformation as the industry evolves its focus toward innovation, agility, and open ecosystems. Now remember, this is not a binary state. There are going to be greenfield companies disrupting the apple cart, but the incumbent telcos are going to have to continue to ensure newer systems work with their legacy infrastructure, in their OSS and BSS existing systems. And as we know, this is not going to be an overnight task. Integration is a difficult thing, transformations, migrations. So that's what makes this all so interesting because others can come in with Greenfield and potentially disrupt. There'll be interesting partnerships and ecosystems will form and coalitions will also form. Now, we mentioned that several traditional enterprise companies are or will be playing in this space. Now, ETR doesn't have a ton of data on specific telecom equipment and software providers, but it does have some interesting data that we cut for this breaking analysis. What we're showing here in this graphic is some of the names that we've followed over the years and how they're faring. Specifically, we did the cut within the telco sector. So the Y-axis here shows net score or spending velocity. And the horizontal axis, that shows the presence or pervasiveness in the data set. And that table insert in the upper left, that informs as to how the dots are plotted. You know, the two columns there, net score and the ends. And that red-dotted line, that horizontal line at 40%, that is an indicator of a highly elevated level. Anything above that, we consider quite outstanding. And what we'll do now is we'll comment on some of the cohorts and share with you how they're doing in telecommunications, and that sector, that vertical relative to their position overall in the data set. Let's start with the public cloud players. They're prominent in every industry. Telcos, telecommunications is no exception and it's quite an interesting cohort here. On the one hand, they can help telecommunication firms modernize and become more agile by eliminating the heavy lifting and you know, all the cloud, you know, value prop, data center costs, and the cloud benefits. At the same time, public cloud players are bringing their services to the edge, building out their own global networks and are a disruptive force to traditional telcos. All right, let's talk about Azure first. Their net score is basically identical to telco relative to its overall average. AWS's net score is higher in telco by just a few percentage points. Google Cloud platform is eight percentage points higher in telco with a 53% net score. So all three hyperscalers have an equal or stronger presence in telco than their average overall. Okay, let's look at the traditional enterprise hardware and software infrastructure cohort. Dell, Cisco, HPE, Red Hat, VMware, and Oracle. We've highlighted in this chart just as sort of indicators or proxies. Dell's net score's 10 percentage points higher in telco than its overall average. Interesting. Cisco's is a bit higher. HPE's is actually lower by about nine percentage points in the ETR survey, and VMware's is lower by about four percentage points. Now, Red Hat is really interesting. OpenStack, as we've previously reported is popular with telcos who want to build out their own private cloud. And the data shows that Red Hat OpenStack's net score is 15 percentage points higher in the telco sector than its overall average. OpenShift, on the other hand, has a net score that's four percentage points lower in telco than its overall average. So this to us talks to the pace of adoption of microservices and containers. You know, it's going to happen, but it's going to happen more slowly. Finally, Oracle's spending momentum is somewhat lower in the sector than its average, despite the firm having a decent telco business. IBM and Accenture, heavy services companies are both lower in this sector than their average. And real quickly, snowflake's net score is much lower by about 12 percentage points relative to its very high average net score of 62%. But we look for them to be a player in this space as telcos need to modernize their analytics stack and share data in a governed manner. Databricks' net score is also much lower than its average by about 13 points. And same, I would expect them to be a player as open architectures and cloud gains steam in telco. All right, let's close out now on what we're going to be talking about at MWC23 and some of the key issues that we'll be unpacking. We've talked about stack disaggregation in this breaking analysis, but the key here will be the pace at which it will reach the operational efficiency and reliability of closed stacks. Telcos, you know, in a large part, they're engineering heavy firms and much of their work takes place, kind of in the basement, in the dark. It's not really a big public hype machine, and they tend to move slowly and cautiously. While they understand the importance of agility, they're going to be careful because, you know, it's in their DNA. And so at the same time, if they don't move fast enough, they're going to get hurt and disrupted by competitors. So that's going to be a topic of conversation, and we'll be looking for proof points. And the other comment I'll make is around integration. Telcos because of their conservatism will benefit from better testing and those firms that can innovate on the testing front and have labs and certifications and innovate at that level, with an ecosystem are going to be in a better position. Because open sometimes means wild west. So the more players like Dell, HPE, Cisco, Red Hat, et cetera, that do that and align with their ecosystems and provide those resources, the faster adoption is going to go. So we'll be looking for, you know, who's actually doing that, Open RAN or Radio Access Networks. That fits in this discussion because O-RAN is an emerging network architecture. It essentially enables the use of open technologies from an ecosystem and over time, look at O-RAN is going to be open, but the questions, you know, a lot of questions remain as to when it will be able to deliver the operational efficiency of traditional RAN. Got some interesting dynamics going on. Rakuten is a company that's working hard on this problem, really focusing on operational efficiency. Then you got Dish Networks. They're also embracing O-RAN. They're coming at it more from service innovation. So that's something that we'll be monitoring and unpacking. We're going to look at cloud as a disruptor. On the one hand, cloud can help drive agility, as we said earlier and optionality, and innovation for incumbent telcos. But the flip side is going to also do the same for startups trying to disrupt and cloud attracts startups. While some of the telcos are actually embracing the cloud, many are being cautious. So that's going to be an interesting topic of discussion. And there's private wireless networks and 5G, and hyperlocal private networks, they're being deployed, you know, at the edge. This idea of open edge is also a really hot topic and this trend is going to accelerate. You know, the importance here is that the use cases are going to be widely varied. The needs of a hospital are going to be different than those of a sports venue are different from a remote drilling location, and energy or a concert venue. Things like real-time AI inference and data flows are going to bring new services and monetization opportunities. And many firms are going to be bypassing traditional telecommunications networks to build these out. Satellites as well, we're going to see, you know, in this decade, you're going to have, you're going to look down at Google Earth and you're going to see real-time. You know, today you see snapshots and so, lots of innovations going in that space. So how is this going to disrupt industries and traditional industry structures? Now, as always, we'll be looking at data angles, right? 'Cause it's in The Cube's DNA to follow the data and what opportunities and risks data brings. The Cube is going to be on location at MWC23 at the end of the month. We got a great set. We're in the walkway between halls four and five, right in Congress Square, it's booths CS60. So we'll have a full, they're called Stan CS60. We have a full schedule. I'm going to be there with Lisa Martin, Dave Nicholson and the entire Cube crew, so don't forget to stop by. All right, that's a wrap. I want to thank Alex Myerson, who's on production and manages the podcast, Ken Schiffman as well. Kristin Martin and Cheryl Knight help get the word out on social media and in our newsletters. And Rob Hof is our editor-in-chief over at Silicon Angle, does some great stuff for us. Thank you all. Remember, all these episodes are available as podcasts. Wherever you listen, just search "Breaking Analysis" podcasts I publish each week on wikibon.com and silicon angle.com. And all the video content is available on demand at thecube.net. You can email me directly at david.vellante@silicon angle.com. You can DM me at dvellante or comment on my LinkedIn post. Please do check out etr.ai for the best survey data in the enterprise tech business. This is Dave Vellante for The Cube Insights powered by ETR. Thanks for watching and we'll see you at Mobile World Congress, and/or at next time on "Breaking Analysis." (bright music) (bright music fades)

(relaxing intro music) >> Welcome back to theCUBE's Coverage here live at reinvent 2022. We're here at the Executive Summit upstairs with the Accenture Set three sets broadcasting live four days with theCUBE. I'm John Furrier your host, with two great guests, cube alumnis, back Tanuja Randery, managing director Amazon web service for Europe middle East and Africa, known as EMEA. Welcome back to the Cube. >> Thank you. >> Great to see you. And Karthik Narain, who's the Accenture first cloud lead. Great to see you back again. >> Thank you. >> Thanks for coming back on. All right, so business transformation is all about digital transformation taken to its conclusion. When companies transform, they are now a digital business. Technologies powering value proposition, data security all in the keynotes higher level service at industry specific solutions. The dynamics of the industry are changing radically in front of our eyes for for the better. Karthik, what's your position on this as Accenture looks at this, we've covered all your successes during the pandemic with AWS. What, what do you guys see out there now as this next layer of power dynamics in the industry take place? >> I think cloud is getting interesting and I think there's a general trend towards specialization that's happening in the world of cloud. And cloud is also moving from a general purpose technology backbone to providing specific industry capabilities for every customer within various industries. But the industry cloud is not a new term. It has been used in the past and it's been used in the past in various degrees, whether that's building horizontal solutions, certain specialized SaaS software or providing capabilities that are horizontal for certain industries. But we see the evolution of industry cloud a little differently and a lot more dynamic, which is we see this as a marketplace where ecosystem of capabilities are going to come together to interact with a common data platform data backbone, data model with workflows that'll come together and integrate all of this stuff and help clients reinvent their industry with newer capabilities, but at the same time use the power of democratized innovation that's already there within that industry. So that's the kind of change we are seeing where customers in their strategy are going to implement industry cloud as one of the tenants as they go through their strategy. >> Yeah, and I see in my notes, fit for purposes is a buzzword people are talking about right size in the cloud and then just building on that. And what's interesting, Tanuja I want to get your thoughts because in the US we're one country, so yeah, integrating is kind of within services. You have purview over countries and these regions it's global impact. This is now a global environment. So it's not just the US North America, it's Latin America it's EMEA, this is another variable in the cross connecting of these fit for purpose. What's your view of the these industry specific solutions? >> Yeah, no and thanks Karthik 'cause I'm a hundred percent aligned. You know, I mean, you know this better than me, John, but 90% of workloads have not yet moved to the cloud. And the only way that we think that's going to happen is by bringing together business and IT. So what does that mean? It means starting with business use cases whether that's digital banking or smart connected factories or frankly if it's predictive maintenance or connected beds. But how do we take those use cases leverage them to really drive outcomes with the technology behind them? I think that's the key unlock that we have to get to. And very specifically, and Adam talked about this a lot today, but data, data is the single unifier for all of business and IT coming together to drive value, right? However, the issue is there's a ton of it, (John Furrier chuckling) right? In fact, fun fact if you put all the data that's going to be created over the next five years, which is more than the last 30 years, on a one terabyte little floppy, disk drive, remember those? Well that's going to be 15 round trips to the moon (John Furrier chuckling) and back. That's how much data it is. So our perspective is you got to unify, single data lake, you got to modernize with AI and ML, and then you're going to have to drive innovation on that. Now, I'll give you one tiny example if I may which I love Ryanair, big airline, 150 million passengers. They are also the largest supplier of ham and cheese sandwiches in the air. And catering at that scale is really difficult, right? If you have too much food wastage, sustainability issues, too little customers are really unhappy. So we work with them leveraging AWS cloud and AI ML to build a panini predictor. And in essence, it's taking the data they've got, data we've got, and actually giving them the opportunity to have just the right number of paninis. >> I love the lock and and the key is data to unlock the value. We heard that in the keynote. Karthik, you guys have been working together with AWS and a lot of successes. We've covered some of those on the cube. As you look at these industry solutions they're not the obvious big problems. They're like businesses, you know it could be the pizza shop it could be the dentist office, it could be any business any industry specific carries over. What is the key to unlock it? Is it the data? Is it the solution? What's that key? >> I think, you know the easier answer is all of the about, but like Tanuja said it all starts by bringing the data together and this is a funny thing. It's not creating new data. This data is there within enterprises. Our clients have these data the industries have the data, but for ages these data has been trapped in functional silos and organizations have been doing analytics within those functions. It's about bringing the data together whether that's a single data warehouse or a data mesh. Those are architectural considerations. But it's about bringing cross-functional data together as step one. Step two, is about utilizing the power of cloud for democratized innovation. It's no longer about one company trying to reinvent the wheel, or create a a new wheel within their enterprise. It's about looking around through the power of cloud marketplace to see if there's a solution that is already existing can we use that? Or if I've created something within my company can I use that as a service for others to use? So, the number one thing is using the power of democratized innovation. Second thing is how do you standardize and digitize functions that does not need to be reinvented every single time so that, you know, your organization can do it or you could use that or take that from elsewhere. And the third element is using the power of the platform economy or platforms to find new avenues of revenue opportunity, customer engagement and experiences. So these are all the things that differentiates organization, but all of this is underpinned by a unified data model that helps, you know, use all the (indistinct) there. >> Tanuja, you have mentioned earlier that not everyone has their journey of the cloud looks the same and certainly in the US and EMEA you have different countries and different areas. >> Yep. >> Their journeys are different. Some want speed and fees, some will roll their own. I mean data brick CEO, when I interviewed them that last week, they started database on a credit card swiped it and they didn't want any support. Amazon's knocking on their door saying, "you want support?" "No, we got it covered." Obviously they're from Berkeley and they're nerds, and they're cool. They can roll their own, but not everyone can. >> Yeah. >> And so you have a mix of customer profiles. How do you view that and what's your strategy? How do you get them over productive seeing that business value? What's that transformation look like? >> Yeah, John, you're absolutely right. So you've got those who are born in cloud, they're very savvy, they know exactly what they need. However, what I do find increasingly, even with these digital native customers, is they're also starting to talk business use cases. So they're talking about, "okay how do I take my platform and build a whole bunch of new services on top of that platform?" So, we still have to work with them on this business use case dimension for the next curve of growth that they want to drive. Currently with the global macroeconomic factors obviously they're also very concerned about profitability and costs. So that's one model. In the enterprise space, you have differences. >> Yeah. >> Right, You have the sort of very, very, very savvy enterprises, right? Who know exactly what they're looking for. But for them then it's about how do I lean into sustainability? In fact, we did a survey, and 77% of users that we surveyed said that they could accelerate their sustainably goals by using cloud. So in many cases they haven't cracked that and we can help them do that. So it's really about horses for courses there. And then, then with some other companies, they've done a lot of the basic infrastructure modernization. However, what they haven't been able to yet do is figure out how they're going to actually become a tech company. So I keep getting asked, can I become a tech company? How do I do that? Right? And then finally there are companies which don't have the skills. So if I go to the SMB segment, they don't always have the skills or the resources. And there using scalable market platforms like AWS marketplace, >> Yeah. >> Allows them to get access to solutions without having to have all the capabilities. So it really is- >> This is where partner network really kind of comes in. >> Absolutely. >> Huge value. Having that channel of solution providers I use that term specifically 'cause you're providing the solution for those folks. >> Yeah. Exact- >> And then the folks at the enterprise, we had a quote on the analyst segment earlier on our Cube, "spend more, save more." >> Yeah. >> That's the cloud equations, >> Yeah. because you're going to get it on sustainability you're going to save it on, you're going to save on cost recovery for revenue, time to revenue. So the cloud is the answer for a lot of enterprises out of the recession. >> Absolutely, and in fact, we need to lean in now you heard Adam say this, right? I mean the cost savings potential alone from on-prem to cloud is between 40 and 60 percent. Just that. But I don't think that's it John. >> The bell tightening he said is reigning some right size. Okay, but then also do more, he didn't say that, but analysts are generally saying, if you spend right on the cloud, you'll save more. That's a general thesis. >> Yeah. >> Do you agree with that? >> I absolutely think so. And by the way, usage is, people use it differently as they get smarter. We're constantly working with our customers by the way though, to continuously cost optimize. So you heard about our Graviton3 instances for example. We're using that to constantly optimize, but at the same time, what are the workloads that you haven't yet brought over to the cloud? (John Furrier chuckling) And so supply chain is a great idea. Our health cloud initiative. So we worked with Accenture on the Accenture Health Insights platform, which runs on AWS as an example or the Goldman Sachs one last year, if you remember. >> I do >> The financial cloud. So those, those are some of the things that I think make it easier for people to consume cloud and reimagine their businesses. >> It's funny, I was talking with Adam and we had a little debate about what an ISV is and I talked to the CEO of Mongo. They don't see themselves on the ISV. As they grew up on the cloud, they become platforms, they have their own ISVs and data bricks and Snowflake and others are developing that dynamic. But there's still ISVs out there. So there's a dynamic of growth going on and the need for partners and our belief is that the ecosystem is going to start doubling in size we believe, because of the demand for purpose built or so out of the box. I hate to use that word "out of the box", but you know turnkey solutions that you can buy another one if it breaks. But use the building blocks if you want to build the foundation. That is more durable, more customizable. Do that if you can. >> Well, >> but- >> we've got a phenomenal, >> shall we talk about this? >> Yeah, go get into- >> So, we've built a five year vision together, Accenture and us. which is called Velocity and you'll be much better in describing it, but I'll give you the simple version of Velocity which is taking AWS powered industry solutions and bringing it to market faster, more repeatable and at lower cost. And so think about vertical solutions sitting on a horizontal accelerator platform able to be deployed making transformation less complex. >> Yeah. >> Karthik, weight in on this, because I've talked to you about this before. We've said years ago the horizontal scalability of the cloud's a beautiful thing but verticals where the ML works great too. Now you got ML in all aspects of it. Horizontal verticals here now. >> Yeah, Yeah, absolutely. Again, the power of this kind of platform that we are launching, by the way we're launching tomorrow we are very excited about it, is, create a platform- >> What are you launching tomorrow? Hold on, I got news out there. What's launching? >> We are going to launch a giant platform, which will help clients accelerate their journey to industry cloud. So that's going to happen tomorrow. So what this platform would provide is that this is going to provide the horizontal capabilities that will help clients bootstrap their launch into cloud. And once they get into cloud, they would be able to build industry solutions on this. The way I imagine this is create the chassis that you need for your industry and then add the cartridges, industry cartridges, which are going to be solutions that are going to be built on top of it. And we are going to do this across various industries starting from, you know, healthcare, life sciences to energy to, you know, public services and so on and so forth >> You're going to create a channel machine. A channel creation machine, you're going to allow people to build their own solutions on top of that platform. And that's launching tomorrow. Make sure we get the news on that. >> Exactly. And- >> Ah, No, >> Sorry, and we genuinely believe the power of industry cloud, if you think about it in the past to create a solution one had to be an ISV to create a solution. What cloud is providing for industry today in the concept of industry clouds, this, industry companies are creating industry solution. The best example is, along with, you know, AWS and Accenture, Ecopetrol, which is a leader in the energy industry, has created a platform, you know called Water Intelligence and Management platform. And through this platform, they are attacking the audacious goal of water sustainability, which is going to be a huge problem for humanity that everybody needs to solve. As part of this platform, the goal is to reduce, you know, fresh water usage by 66% or zero, you know, you know, impact to, you know, groundwater is going to be the goal or ambition of Ecopetrol. So all of this is possible because industry players want to jump to the bandwagon because they have all the toolkit of of the cloud that's available with which they could build a software platform with which they can power their entire industry. >> And make money and have a good business. You guys are doing great. Final word, partnership. Where's it go next? You're doing great. Put a plugin for the Accenture AWS partnership. >> Well, I mean we have a phenomenal relationship and partnership, which is amazing. We really believe in the power of three which is the GSI, the ISV, and us together. And I have to go back to the thing I keep focused on 90% of workloads not in cloud. I think together we can enable those companies to come into the cloud. Very importantly, start to innovate launch new products and refuel the economy. So I think- >> We'll have to check on that >> Very, very optimistic. >> We'll have to check on that number. >> That seems a little- >> You got to check on that number. >> 90 seems a little bit amazing. >> 90% of workloads. >> That sounds, maybe, I'd be surprised. Maybe a little bit lower than that. Maybe. We'll see. >> We got to start turning it. >> It's still a lot. >> (laughs) It's still a lot. >> A lot more. Still first, still early days. Thanks so much for the conversation Karthik great to see you again Tanuja, thanks for your time. >> Thank you, John. >> Congratulations, on your success. Okay, this is theCube up here in the executive summit. You're watching theCube, the leader in high tech coverage, we'll be right back with more coverage here, and the Accenture set after the short break. (calm outro music)

(upbeat music) >> Welcome back to Las Vegas, we're at Reinvent 22, AWS's big show going on here at the Venetian. Several thousand, tens of thousands of folks packing that exhibit four and going to sessions and also learning a lot about what's going on in the cloud space. And today we're going to talk about speed, velocity, to be specific. And with me to do that is Chris Wegmann who's the global technology and business lead for the Accenture AWS business group. And Chris is with Accenture. And then Erik Farr immediately on my right, is the global technology leader again for the AWS business group, but at AWS. So very similar titles guys, you're making it tough on the host. But glad to have you with us here. Really appreciate the time. So let's talk about velocity, you know, what's that all about? And Erik, I'll let you jump in on that. And then Chris, you go from there. How about that? >> Yeah, so with velocity, it's really about innovation. It's really about trying to speed the way that we help our customers, not just innovate through the AWS services, but with Accenture. With their ability to come in and really just kind of bring their expertise in industries and in the technology underpinnings and kind of all of the aspects of what we do together as a partnership. >> Okay. Chris? >> Yeah, so when we came up with a concept around velocity, we worked backwards from the customers the traditional Amazon way, right? So, we looked across a lot of the programs we were doing with our customers as well as we were doing internally when we were building assets to take to the market on AWS. And we found we were spending way too much time, anywhere from six to eight months just getting all the foundation in place, all the integration in place, getting the services to the point where we could actually build on top of it or our customers could build on top of it. And we got challenged. We said, there's got to be a better way, right? And so we took a different look at it. We said, can we go build an application? Can we go build code versus accelerators or our blueprints or that type of stuff that really would allow us to walk into a customer or walk into one of our internal organizations that had a an idea around an application or solution to be built on AWS to take to our customers as a service. And said can we go through just a very simple set of checklist, predefined architectures, predefined solutions and that stuff, and can we just crank it out, right? Can we, and that's what we've built. We built this tool and platform based on that concept. So it's designed and it is helping us internally as well as our customers just go that much faster and get to that innovation that Erik talked about. >> So how did it happen between the two of you? >> Yeah. >> It's not easy, right? I mean, as good as your culture is there's still going to be some bumps along the way right? And so how did that evolve? What was that process like? >> Yeah, it's a great question. So I've been working with Accenture for over five years, working with Chris and other people at Accenture. And over those years we've spent countless discussions with our customers all around the world. And just like Chris said, we see all of the different scenarios that our customers are having to deal with. We see the pain points, we try to figure out how do we get better next time? How do we do this in such a way that allows them, those customers to really kind of innovate using AWS, which is what we're all trying to get to. And during that process we started to realize there's a few key themes that we're seeing, right? Not just the foundations, right, what you build off of at the base level, but the data aspects. Like how is a customer going and developing their data lake, so their data meshes, right? How is this happening? And what we've realized is that we are kind of doing that on a custom basis often and we realize we could actually speed that much faster, faster to value, faster to customer appreciation and additional usage and development of their solutions on AWS. >> So I look at it is, from the beginning we started the business group and the reason why we have very similar names is 'cause we represent each side of the organizations that are here. And when we started the business group seven years ago, the whole idea was better together, right? We should be able to come together and help our clients move that much faster, right? And that's what really was at the foundation of this, right? And how we built this, right? We came together, we both saw the problems, right? Obviously AWS has an immense set of services, has an immense set of capabilities. We had a lot of experience of implementing these. Came together, worked together to build this platform. And it's been a great journey, right? I mean, it's great to see the experiences from both sides come together. Some of the common problems, we each had different ways of addressing them and we had to go and debate, which was the best way. And we really are leveraging our joint customers here as well is to get inputs from them since we were working backwards for them. We've now taken this and pulled them into it and really gotten inputs from them on really what they're looking for above and beyond the services they have today. This is designed not just to be something we go use at the beginning of a journey, right? A cloud journey, it's to help customers continue through their journey as well. >> So, and I might have missed this, so I apologize if I did. But we always talk about speed, right? Everybody's about faster, quicker, more efficient and that. So what makes velocity a unique animal in that respect? What exactly is it delivering then for a customer that isn't just kind of baked into the services you'd be proposing to them anyhow? >> Yeah. So first off velocity is designed with automation at the core, right? So instead of having people going in and making changes or anything like that, it's all completely code backed and automated, right? So that alone allows for immense ability for us to go in and actually accelerate that journey for the customer. But in addition to that, because velocity was all developed to work together with this code, it actually allows these pieces and these components to be deployed together, to work together and to ultimately support that customer use case without actually having to go and recreate that every time. >> Okay. And can you gimme an idea, Chris, about somebody or at least how this has been put into practice then yeah? >> So I'll give you a couple examples. One, internally, right? So as part of our relationship, we're investing in these joint industry solutions, right? So industries, we're working with our different industry clients to solve industry specific problems, right? They're not thinking about, okay, let me go lay down a cloud foundation and go do that. They said, I've got a problem I want you to fix. Insurance is a great example, the underwriting processes and insurance, right? So our insurance teams really looked and said, okay, this is what we're going to go build. This is what we need to modernize that process. So instead of going back and going and building all the components they needed, building a data lake, right? Figuring out how data lake's going to work together, build the automation to create all the different EC2 instances and all the different services, security, all that stuff. You know, we were able to very quickly take velocity, go through a very short process with them, understand what they needed and use that code to create that entire environment. And it's not tied to that once it's created, right? So at that point you can still take the updates that we're giving on new services and things like that, but it's their environment, they're able to build on top of it. And it allowed them to rapidly create this insurance platform, right, that they're now taking out into clients. We're taking that same platform we use there and embedding it in every offering, every service that we give to our customers. So whether we're going out and build a cloud foundation, right? Whether we're rebuilding a cloud foundation because hey, it didn't stay up or keep up with the new services that came out from AWS, or we're going and building a data lake, right? Our customers want to take, they don't want to have to do all that heavy lifting in a lot of cases. They don't want it to go make a lot of those hard decisions, right? They want it kind of rebuilt. And what I love about velocity from the beginning, Erik talked about blocks, building blocks, right? And we also heard from our customers is, "I don't want to buy just one thing, right? And I have one size fits all. Hey, I'm really want something around data. Can you gimme that block? I really need something around compliance. Can you gimme that block?" Good example in Accenture, the compliance portion is an area that our internal organization really wanted. So we were able to give them that block. So we're hopeful that this just gives our clients that much more flexibility and move that much faster. >> So, go ahead EriK. >> Yeah, I was going to say I think to to the point too, the other aspect that we get with velocity is the idea and that the vision is that it's designed to be evergreen. And what that means is as AWS, as we release new services to the market, like we're doing this week right? We as the joint development group of velocity are taking those new services, those new features and updating them so that those functionalities are available to our customers that are already using velocity or that are going to use velocity into the future so that they're all taking advantage of it without having to go and do it into their own environments. >> That's what I was asking you about, about if there's a 2.0 down the road or I mean, how do you meet those growing needs and new capabilities that maybe don't exist now but they will a year from now, six months from now? Yeah so, what's on the drawing board right now? >> Yeah, so yeah, just I'll start. The one area that we're really looking at heavily, so the the velocity fabric is really just the underpinning technology that we've already been talking about. We've also got a set of activators, which is really the fact that we're kind of joint deploying this to our customers. But to answer your question, we have a concept of accelerators. So these accelerators are there to be developed over time and they're going to allow us to take those customer use cases that are typically kind of at a microservice level, right? Something smaller than an entire solution or an entire application. And use those to accelerate either the development of solutions into our customer environment or to accelerate our ability to create solutions to then take it out to our customers. So that's on the roadmap for '23 and beyond. >> So I'll build on what Erik was talking a little bit. A 2.0 is actually today, right? Multiple new services came out today, obviously through the site partnership, we had some insights on what's coming, right? And we could start building to those and start knowing customers are going to want to use those. And the idea of velocity is they don't have to go and figure that out themselves, right? So we'll be able to hand that off fairly shortly after those services are released to general availability. And the customers of Velocity will be able to start using 'em, right? And they don't have to go figure out how to integrate 'em and so on. So that's what's in the future. We'll continue to do that, right? We're committed to this. These industry solutions are going to grow, right? I mean that was one of the big reasons we built this. We knew we were going to be building a lot of these industry solutions. We already got several of 'em that are out in the market and we need this platform to do that. So you'll see a lot of velocity powered industry solutions coming out of Accenture. >> Who came up with the name? >> It's a great question. We wanted something around speed, right? 'Cause that's what it, further, faster. >> BLO did it, right? >> Exactly right. Everyone loves speed, right? And that's what we're talking about. So we really looked at lots of names, obviously, and Velocity is one of those ones that just stuck. It felt really right. It felt like it captured what we were trying to do in the market. You know, Accenture, we don't name a lot of things one off, right? They're really focused on what they do. And this was an exception to that because we thought, and we think that it's really going to drive the speed of our customers. And that was a challenge. And we're starting to see that. We're starting to see the improvement and speed that we can get our customers into the cloud. It's awesome. >> Yeah, it caught my attention right away. >> Yeah. >> So success on nicely done there. >> But I also think that velocity is not just about speed, it's speed in the right direction, right? >> Oh, sure. It's meant to design it in the way that our customers are leading and that we can then go along that journey with them. >> Right, yeah. The last thing you want is to go really fast in the wrong way. >> That's exactly right. That's exactly right. >> That's bad recipe. And you've had very few of those. You've had a lot of good recipes. Thanks for the time fellas, we appreciate. >> No, thanks for having us. >> All about Velocity and that offering going out to the marketplace in a, I guess a modernized version. Could you call it modernized now? By the way, it's only been around for couple years. It's all modernized. You are watching the executive summit sponsored by Accenture and also theCUBE, which is the leader in tech coverage. (upbeat music)

(upbeat music) >> Okay, welcome back everyone to theCUBE's coverage of AWS Summit 2022, here at Moscone Center live on the floor, I'm John Furry host of theCUBE, all the action day two, remember AWS Summit in New York City is coming in the summer. We'll be there as well. Got a great guest Murli Murli who's the VP and GM of Cloud Native Business Unit Portworx, been in theCUBE multiple times. We were just talking about the customer he had on Ford from Detroit, where kubernetes will be this year. >> That's right. >> Great to see you. >> Yeah, same here, John. Great to see. >> So, what's the update? Quickly this, before we get into the country, give the update on what's going on in the company, what's happening? >> Well, you know, we've been acquired by Pure Storage it's well over a year. So we've had one full year of being inside of Pure. It's been wonderful, right? So we've had a great ride so far, The products have been renewed. We've got a bunch of integrations with Pure. We more than doubled our business and more than doubled our head count. So things are going great. >> I always had a, congratulations by the way. And I was going to ask about the integration but before I get there, yeah, we've been always like play some jokes on theCUBE and because serverless is so hot, I've been using storage lists and actually saw a startup yesterday had the word networking lists in their title. So this idea of like making things easier, but me, I mean serverless of this is basically servers that make it easier. >> Yeah, yeah >> So this is kind of where we see Cloud Native going. Can you share your thoughts on how Pure and Portworx are bringing this together? Because you can almost connect the dots in my mind. So say specifically what is the Cloud Native angle with Pure? >> Yeah. So look, I'll kind of start by being captain an obvious, I guess. Just sort of stating some obvious stuff and then get to what I hope will be a little bit more new and interesting. So the obvious stuff to start with is just the fact that Cloud Native is exploding. Containers are exploding. It's kind of a well known fact that 85% of the enterprise organizations around the world are pretty much going to be deploying containers, if not already in the next couple of years, right? So one it's really happening. The, buzz is now, it's not just in the future, the hype is now. The second part of that is it's really part of that is things are going production. 56% of these organizations are in production already. And that's the number is going to climb to 80 fairly quickly. So not only is this stuff being deployed as being deployed in sort of fairly mission critical, especially Greenfield applications. So that's kind of one, right? Now, the second thing that we're seeing is as they go in into production, John, the migraines are starting, right? Customer migraines, right? It's always happens in stuff that they have not looked around the corner and anticipated. So one of them is, again, a fairly obvious one is as they go into production, they need to be able to kind of recover from some oops that happens, right? And the kinds of think about this, right? John, this stuff is rapidly changing, right? Look at how many versions of kubernetes come out on a regular basis. On top of that, you got all these app, virgins, new database virgins, new stuff, vendors like us, ourselves have new virgins. So with all these new virgins, when you put it all together the stack, sometimes misbehave. So you got to kind of, "Hey, let me go recover." Right? You have outages. So essentially the whole area of data protection becomes a lot more critical. That's the migraine that people are beginning to get now, right? They can feel the migraine coming on. The good news is this is not new stuff. People know on- >> John: The DevOps. >> Yeah. Well, and in fact it is that transition from DevOps to ITOps, right? People know that they're going into production, that they need backup and data protection and disaster recovery. So in a way it's kind of good news, bad news, the good news is they know that they need it. The bad news is, it turns out that it's kind of interesting as they go Cloud Native, the technology stack has changed. So 82% of customers who are kind of deploying Cloud Native are worried about data protection. And in fact, I'll go one step further 67% of those people have actually kind of looked at what they can get from existing vendors and are going, "Hey, this is not it. This is not going to do my stuff for me." >> And by the way, just to throw a little bit more gas on that fire is ransomware attacks. So any kind of vulnerability opening? Maybe make people are scared. >> Murli: Absolutely. >> So with- >> Murli: Its a board level topic, right? >> Yeah, and then you bring down the DevOps, which is we all know the innovation formula launch in iterate, pivot, iterate, pivot, then innovation you get the formula, all your metrics, but it's a system. >> Correct. >> Storage is part now of a system when you bring Cloud Native into it, you have a consequence if something changes. >> Murli: Correct. >> So I see that. And the question I have for you is, where are we in the stability side of it? Are we close to getting there and what's coming out to help that, is it more tooling? Because the trend is people are building tools around their Cloud Native thing. I was just talking to MongoDB and they got a database, now that's all tooling. Vertically integrate into the asset or the product, because it integrates with APIs, right? So that makes total sense. >> So I think there's kind of again, a good news, bad news there, right? There's a lot of good news, right? In the world of containers and kubernetes what are some of the good news items, right? A lot of the APIs have settled down have been defined well, CNCF has done a great job promoting that, right? So the APIs are stable, right? Second, the product feature set, have become more stable, particularly sort of the the core kubernetes product security kind of stuff, right? Now what's the bad news. The bad news is, while these things are stable they are not ready for scale in every case yet, right? And when you integrate at scale, so and typically the tipping point is around 20 to 30 nodes, right? So typically when you go beyond 20 to 30 nodes then the stuff starts to come a apart, right? Like, the wheels come off of the train and all of that. And that's typically because there's a lot of the products that were designed for DevOps, are not well suited for ITOps. So really there is a new- >> And the talent culture. >> Exactly. >> Talent and culture sometimes aren't ready or are changing. >> So it's a whole bunch of people trying to use kind of a maturing product set with skill sets that are pretty low, right? So when we get into production, then other factors come into play, high availability, right? Security, you talk about ransomware, disaster recovery backup. So these are things that are sort of, I would say not 101 problems, but 201 problems, so right? This is natural as we go to that part of the thing. And that's the kind of stuff that, Portworx and Pure Storage have been kind of focused on solving. And that's kind of been how we've made our mark in the industry, right? We've helped people really get to production on some of these different points. >> Expectation on both companies have been strong, high quality, obviously performance on Pure side from day one, just did a great job with the products. Now, when you go into Cloud Native you have now this connection okay. To the customer, again I think huge point on the changing landscape. How do you see that IT to DevOps emerging? Because the trend that we're seeing is, abstracting way the complexities of management. So I won't say managed services are more of a trend, they've always been around but the notion of making it easier for customers. >> Yep, absolutely right. >> Super important. So can you guys share what you guys are doing to make it easier because not everyone has a DevOps team. >> Yeah, so look, the number one way things are made more easy, is to make it more consumable by making it as a service. So this is one of the things, here we are, at AWS Summit, right? And delighted to be here by the way. And we have a strategic alliance with with AWS, and specifically, what we're here to announce really is that we're announcing a backup as a SaaS product. Coming up in a few weeks we're going to be giing running on AWS as a service integrated with AWS. So essentially what happens is, if you have a containerized set of applications you're deploying it on EKS, ECS, AWS, what have you. We will automatically provide the ability for that to be backed up scaled and to be very, very container granular, very app specific, right? Yeah, so it's designed specifically for kubernetes. Now here's the kind of key thing to say, right? Backup's been around for a long time. You've interviewed, tons of backup people in the past. But traditional backup is just not going to work for kubernetes. And it's very simple if you think about it, John. >> John: And why is that? >> It's a very simple thing, right? Traditional backup focuses on apps and data, right? Those are the two kind of legs of that. And they create catalogs and then do a great job there. Well, here's, what's happened with Cloud Native. You have a thing inserted in the middle called kubernetes. So when you take a snapshot, I'm now kind of going into a specific kind of, world of storage, right? When you take a snapshot, what Portworx does is we take a 3D snapshot. What you really need to recover, from a backup situation where, you want to go back to the earlier stage to be kubernetes specific, you need a app snapshot, snapshot of the kubernetes spec, pod spec, And third of snapshot of the data. Well, traditional, backup folks are not taking that middle snapshot. So we do a 3D snapshot and we recover all three which is really what you need to be able to kind of like get backed up, get recovered in minutes. >> Okay and so the alternative to not doing that is what? What will happen? >> You To do that, to do your old machine level backup? So what happens with traditional backups are typically VM level or machine level, right? So you're taking a snapshot of the whole kind of machine and server or VM setup and then you recover all of that, and then you run kubernetes on that and then you try to recover it- >> John: To either stand everything up again. >> Yeah, yeah. >> John: Pretty much. >> Yeah. Whereas, what do most people want to do? This is a very different use case, by the way, right? How does this work? What people are doing for kubernetes is they're not doing archival kind of backup. What they're doing is real time, right? You're running an ops. Like I said, you got an oops, "Hey, a new release for one of the new databases then work right? Boom! I want to just go back to like yesterday, right? So how do I do that? Well, here you can just go back for that one database, one app, and recover back to that. So it's operational backup and recovery as opposed to archival backup and recovery. So for that, to be able to recover in seconds, right? You need to be, he kind of want integrated with AWS which is what we are. So it's integrated, it's automated, and it's very, very container granular. And so these three things are the things that make it sort of, very specific way. >> I love the integration story. 'Cause I think that's the big mega trend we're seeing now is is that integrating in. And, but again, it's a systems concept. It's not standalone storage, detached storage. >> Murli: Exactly. >> It's always, even though it might be decoupled a little bit it's glued together through say- >> John, you said it right. The easy button is for the system, right? Not for the individual component. Look, all of us vendors in this ecosystem are going around framing, having a being easy. But when we say that, what do we mean? We mean, oh, I'm easy to use. Well that doesn't help the user. Who's got to put all this stuff together. So it's really kind of making that stack work. >> This is easy to use, but it made these things more complex. This is what we do in the enterprise solve complexity with more complexity. >> Putting the problem to the other guy. Yeah. So it's that end to end ease of use is kind of what I would say, is the number one benefit, right? One it's container specific and designed for kubernetes. And second, it really, really is easy. >> Well, I really like the whole thing and I want to get your thoughts as we close out, what should people know about Pure and Portworx's relationship now and in the Amazon integration, what's the new narrative the north Star's still the same? High performance store, backup, securely recover and deliver the data in whatever mechanism we can. That north Star's clear, never changes, which is great. I feel love about Pure and Cloud Native. It's just taking the blockers away- >> I think the single biggest thing I would say, is all of these things, what we're turning into it is as a service offering. So if we're going to backup as a service our Portworx product now is going to be the Portworx enterprise Pure Storage product is going to be offered as a service. So with, as a service, it's easy to consume. It's easy to deploy. It's fully automated. That's the kind of the single biggest aha! Especially for the folks who are deploying on AWS today, AWS is well known for being easy to use. It's kind of fully automated. Well here, now you have this functionality for Cloud Native workloads. >> Final question, real quick, customer reaction so far, I'm assuming marketplace integration, buying terms, join selling, go to market? >> So yeah, it is integrated billing and all of that is part of that kind of offering, right? So when we say easy, it's not just about being easy to use it's about being easy to buy. It's being easy to expand all of that and scaling. Yeah. And being able to kind of automatically or automagically as I like to say, scale it, right? So all of that is absolutely part of it, right? So it is really kind of... It's not about having the basics anymore. We've been in the market now for six, seven years, so right? We have sort of an advanced offering that not only knows what customer want but anticipates what ones can expect and that's a key difference. >> I was talking to Dr. Matt Wood real quick. I know we got to wrap up on the schedule, but earlier today about AI and business analytics division's running and we were talking about serverless and the impact of serverless. And he really kind of came down the same lines where you are with the storage and the cloud data which is, "Hey, some people just want storage and the elastic leap analytics without all the under the cover stuff." Some people want to look under the covers, fine whatever choice. So really two things, so. >> Yeah, yeah. All the way from you can buy the individual components or you can buy the as a service offering, which just packages it all up in a on easy to consume kind of solution, right? >> Final, final question. What's it like at Pure everything going well, things good? >> We love it, man. I'll tell you these folks have welcomed us with open arms. And look, I've been acquired twice before. And I say this, that one of the key linchpins to a successful integration or acquisition is not just the strategic intent that always exists but really around a common culture. And, we've been blessed. I think the two companies have a strong common culture of being customer first, product excellence, and team wins every time. And these three things kind of have pulled us together. It's been a pleasure. >> One of the benefits of doing the queue for 13 years is that you get the seats things. Scott came on the queue to announce Pure Storage on theCUBE, cuz he was a nobody else. There was, oh, you're never going to get escape Velocity, EMC's going to kill, you never owned you. Nope. >> Well, we're talking about marketplaces and theCUBE is the marketplace of big announcements, John. So this is, delighted- >> Announcements. >> Yeah. Yeah. Well that was the AWS announcement. Yeah. So that's, that is big >> Final words, share the audience. What's what to expect in the next year for you guys? What's the big come news coming down? What's coming around the corner? >> I think you can expect from from Pure and Portworx the as a service set of offerings around, HADR backup, but also a brand new stuff, keep an eye out. We'll be back with John. I hope that talking about this is data services. So we have a Portworx data service product that is going to be announced. And it's magic. It's allowing people to deploy databases in a very, very, it's the easy button for database deployment. >> Congratulations on all your success. The VP and General Manager of the Cloud Native Business Unit. >> You make it sound bigger than it actually is, John. >> Thanks for coming on. Appreciate it. >> Thanks. >> Okay theCUBE coverage be back for more coverage. You're watching theCUBE here, live in Moscone on the ground at an event AWS Summit 2022. I'm John Furrier. Thanks for watching. (upbeat music)

>>from the heart of Silicon Valley. It's the Q covering Comcast Innovation date. You want to You by Comcast. >>Hey, welcome back already. Jeffrey here with the Cube worth the Comcast Silicon Valley Innovation Center. It's right in Sunnyvale, not too far from Moffitt. And they had a special day today, really all about customer experience and invited. Ah, lot of industry people around to dig into the issues and find out What is it that's all about customer experience. We're excited to have our next guest. He's ripped Gerber, the chief marketing and innovation officer from Velocity Rip. Great to see you. >>Thanks, Jeff. Thanks for having me here. >>Absolutely. Shade. It's over. People aren't familiar with velocity. Give us the give us the overview. >>A terrific velocity builds mobile and cloud applications 100% on Salesforce. To extend the customer experience into deep into industries such as communications, media, health insurance, government, energy and utilities, we extend the power of the cloud that power of sales force to help these companies compete to transform on to win and improve their customer experiences. >>So what's the tie with Comcast >>tied with Comcast? Well, Comcast is certainly a very innovative media company and of itself in a big sales force customer and some things that they're doing and that we learned about today and some of the technologies that we saw very exciting in terms of how they're integrating you knew content displays and products new ai ai technologies wth the assisted your voice activation modules that we saw others very exciting. So you're a Comcast, like many of us here in Silicon Valley, Certainly are on ah, on some amazing journeys with taking these enabling technologies in making our lives as consumers and customers. And business is so much better, >>right? So you talked about, you know, digital transformation. And he called them the Big Four for your customers, you know, Social Cloud, Mobile and Analytics. How are you seeing those things, Matt? Back? The digital transformation. It's such a big, chewy term. How do you help people kind of zero in on specific, actionable things and initiatives that they can start to see success? >>Right, Right. So we're about a decade in in terms of those transformation technologies that I listed earlier today in our panel, Social Cloud Mobile and Analytics, and we were about 10 years into these, and so many might say we're in a post digital world now and entering what we call a customer engagement world. I mean, so you take these technologies which are amazing in of themselves. You combine them together. Ah, and then you start creating the kinds of experiences that new companies that are cropping up disrupting industries and existing organizations are taking to do things better, faster, less expensive. So one of things that we talked about today is there's a lot of legacy technology. A stack. Let's take C R M, for example, where you have very old technologies that are there that are keeping companies back that are holding back those experiences because of the way that the on premise software has been customized. And it's kind of sticking their and new companies like Salesforce, which is, in fact, a new company. If you think in Silicon Valley, timelines have come in and created this amazing experience level on top that and that we work with Salesforce. It extended even further in those industries to create these these amazing technologies. Ah, pulling up the data from the legacy systems bringing in Social Mobile analytics. Aye aye, and creating an experience that is seamless, almost invisible to you as a consumer or as a business. And so that's when we talk about digital transformation. It's not just the digital part of it. It's the transformation of the entire technology stack inside of an organization of the processes that they're following, sometimes the teams and the people. And it's sometimes the entire industry and of itself, >>right? But is it is it hard to get a B to B vendor to think about delivering their product in the form of inexperience? Right. We hear it all the time, obviously, and and B to C, and everyone's trying to sell experiences and everybody wants experiences, and Gen X wants experiences. But if you think of a sales force application and delivering kind of CR and capability to some sales person on the line, how did they rethink that delivery in the form of an experience for that user? >>Sure, many of the existing ah metrics or benchmarks that you might have as a consumer Ah, business is air now being held to a CZ well, so Comcast is a terrific example where there's a B to see as well as it be to be sales organization on divisions and whether it's the contracting process that you might have with Comcast as a business or the sign up process you might have as a consumer, your expectations are growing exponentially in terms of seamless, fast, intuitive, personal. In those technologies that we work with, the velocity and salesforce together help enable that kind of experiences for companies. Media companies like Comcast, >>for example, right? The other piece of it, we talked about a lot in the in the room before we got out here is driving it internally with your own employees and really driving kind of, ah, customer centric culture and attitude and two degree experience within your own culture so that those people are then able to deliver that to your customer. How are you doing that at velocity? What are some of the priorities that you set in this area? Right >>velocities Five years old, we are one of the fastest ah growing clout, cos actually, in the world today, one of the reasons for that key driver is our core values. We say where values lead company, our 1st 2 values out of our seven, our customers first. And people are the core. And so you can't take. You can't do what we're doing Ah, and grow how we're growing and serve the customers with the results that they're getting the way that we're doing without those two customer first, customer centric strategy. Ah, and emphasis. But then people are People are at the very core of that, and they combine to basically deliver the kinds of results that we're delivering. Whether it's building innovative technologies, helping our customers with Salesforce implement those technologies and helping the leadership of those of those customers that we have you measure, benchmark and demonstrate. Ah, to they're consistencies the results that they're getting from those investments. >>Awesome. Well, thanks for Ah, for joining us today and you're at the event and taking a few minutes on the Cube. >>Awesome. Thank you so much. >>All right, he's rip. I'm Jeff. You're watching the Q worth the Comcast Silicon Valley Innovation Center in Sunnyvale. See you next time. Thanks for watching

>> Announcer: Live from Las Vegas, it's theCUBE covering Veritas Vision 2017, brought to you be Veritas. (light music) >> Welcome back to the Aria Hotel and Veritas Vision 2017. This is theCUBE, the leader in live tech coverage. We go out to the events and extract the signal from the noise. My name is Dave Vellante, and I'm here with my co-host, Stewart Miniman. Rama Kolappan is here, he's the Vice, worldwide Vice President of Product Management and Global Alliances. Rama, thanks for coming on theCUBE. >> Thank you. Thanks for having me. >> You're welcome. So, 360 is a big topic of conversation. It's a fundamental, strategic evolution for Veritas. Why is 360 Data Management needed? >> So, 360 Data Management is an integrated set of products and solutions, if you will, that helps you with data protection, also with copy data management use cases. If you want to move the data and workload for some of the resiliency services as well, and if you, if a customer is also looking for any of the data visibility, which is a very important part of the 360 Data Management. So, we can offer all of it as part of one platform. So it is a very powerful integrated solution set, if you will. >> So we should think of it as a platform, not a product. Everybody talks about platforms today, the API Economy, Platforms beat Products is sort of the mantra, right? Is that the right way to think about it? >> Correct. And, also, we make sure that the different solutions, which is part of 360 Data Management Suite, works with each other, right? For example, if you actually back up your data, you should be able to use the same copy to do a DevTest. So we have a solution called Velocity that is part of our copy data management solution. It should be used, you should be able to use the backup data to do your disaster recovery if you can, right. >> So how does that resonate with customers? I mean, I get the platform perspective, certainly from a vendor view, you got to have the platform. Do the customers see it the same way? Or do they just want to buy products? >> No, so it is a suite, right? And what customers want, especially enterprise customers, they're looking for, to partner with a vendor, like, for example, us. One is for data protection, primarily, in many cases. Once you protect your data, they're looking for instead of finding the products to use, I can use the same data and how can I get value out of it? So I need to have the visibility about the data itself, so we have our InfoMap solution as part of 360 DM suite, to give you the visibility of what that data is with all the metadata information through that, and once they back up the data, they also have other things to do with respect to moving your data, moving your workload, and especially with the cloud adoption, many of them are going through the transformation. There are some pre-consolidation cloud adoption, and so on, so forth, and they need to move their data and workload, say, from on-prem to cloud, and you can also do it from cloud to cloud also, which is coming soon. So, some of those challenges are very critical, and they are looking for someone like Veritas who can offer that solution for them, which is essentially protect it, move your data, workload, be able to do copy data management on it for DevTest use cases, be able to provide visibility, and the digital compliance is a big factor, which I haven't even gone deeper into. There are lot of solutions to offer for the customers. >> Rama, take us inside how 360 Data Management fulfills the vision that was laid out a year ago. I think back to early in my career it was, like, it was the hardware, you know, you follow the Tick-tock of Intel. Today, software, we can usually talk a little bit further about the roadmap but, you know, customers are going to hold you well, "Can I use it now?" Do you have all those pieces, you know? What kind of pieces have been filled in this week, and, you know, where are the pieces where it's more aspirational than where we are today? >> I'm surprised you remembered the Tick-tock Model, which is essentially go through the process and architecture change, alternating with Intel, right? That's the model, I was there for like nine years or so. >> Marching to the cadence of Moore's law, that's what we used to do as an industry. >> Exactly. So, for 360 Data Management, we announced it last year at Vision and at that point, we are putting in the solutions and the use cases together. And what we did, we worked really hard the past one year to make sure that we put these solutions together. One, they should work with each other. Two, we have a tighter integration. And three, we should be also adding more solutions together and we made it also easier for a customer to buy, it's one SKU, right? So, you don't need to have multiple SKUs to do 10 different things. It's much easier to buy. It'll do all the things that an enterprise customer want with all the stuff that I talked about earlier, and from there on, they should be also, we should be able to also cater to some of the newer problems that customers have, which is, essentially, we launched CloudPoint, for example, which does a snapshot management, and we're adding more capabilities to it, and going forward, you will see that the 360 Data Management will evolve to cater to the customer needs. We always place customer in the forefront and make sure that their needs are met first, and that's the stuff that will design the solution, based on their needs. >> We spoke to Mike Palmer this morning and one of the things he said that kind of matured a little bit is, "That interaction with the cloud, when you get down into it, it's nice to talk about public clouds and people use many clouds but they're all a little bit different." So, maybe take us inside, there's a couple announcements you made, maybe give us a little bit of color on that and, you know, come on, tell us how is it working with all these big players? >> So, I run the technology alliances team here as well, so my team works with the various cloud vendors, which is essentially Azure through IBM to Google, AWS, and so on, so forth, right? So we are already working with AWS on multiple product integration, deeper integration. With Azure we are making sure that from some of the roadmap, like when recently we launched EnterpriseWorld, to make sure that it supports Azure, and then also we launched the VIP release that happened very recently. Support for Azure, as well. And we make sure that the other products that I talked about have the cloud as a significant piece of it, part of the roadmap. We have other vendors that are, we have partners that we are working with like IBM, Google, et cetera. They have their own strengths and we are initially going to go, we already sell on a backup as part of our, with IBM. We've been doing that business with them for more than 10 years, right? So there's a lot of moving parts in the sense that they are coming up with a lot of innovation. We are coming up with a lot of innovation and we make sure that we deliver what the customers want with those cloud vendors. And a very simple example is that if you want to do a data and workload migration on-prem to cloud, we can help with that very critical use case for anyone who's going through, looking at cloud transformation and journey to cloud. And, likewise, basic use cases also like backup to cloud, backup in cloud, disaster recovery, migration, DevTest, and these use cases is what we target, and it is part of the 360 Data Management suite itself. >> Can I ask you, it's kind of a wonky question, but it's something I'm curious about, and we talked to Mike Palmer a little bit about it, the challenge of integrating to various cloud services, in the non-trivial nature that, his answer was actually quite interesting. He said, "Listen, it was a lot harder "when we had a gazillion OS's, a lot easier now." But I want to understand that better. So, when you look at, and I am going to pick AWS only because I know it a little bit better and their services, but when you look at the myriad of data, sort of services that they have, are you just targeting the data stores? Like, an S3 or an EBS or a Glacier, or do you have to also think about integrating with other data types, DynamoDB, Kinesis, RedShift, Aurora, et cetera, et cetera. How far do you have to go, and what are the complexities of doing that? >> It's a very interesting time, right. There are various cloud service providers who are there, and each of them have their own services and their own storage, right? So, there's no one standard. S3 has been a standard for last one or two years or so. What we are doing is that we're looking at the portfolio, and we look at the use cases for what we are trying to solve for the customers in the cloud and based on that, we actually have some basic use cases which you don't need a full integration. You need some integration with some of those services, which is where we have people that are doing a lot of closer integration with AWS, and other service providers as well. Going forward, we will be using some of those, you mentioned about many DynamoDB, and other services that they have, machine learning services that they have. >> Stu: Sure. >> And different cloud providers have their own strengths and where they, what they offer. So, we will be looking to integrate with our existing portfolio with some of those services so that it is beneficial for customer. For example, if a customer wants to use only AWS, we are tightly integrated so that they get the best experience in AWS, same thing with Azure, same thing with Google cloud, same thing with IBM cloud, same thing with Oracle public cloud. So, that's our direction. First things first, get all of these basic use cases catered to for the customer. Going forward, have a tighter integration with their services. >> And your value in that chain is visibility and management. It's not so much optimization of that service, is it? >> So, I wouldn't call it as optimization of services. We focus a lot on the data visibility. I think in the keynote, and in my keynote, you might have heard also, is that some of the things that customers, we talk with customers a lot and we find that many of the, many times, they don't know what they have it. Everyone knows that it's called dark data, right. We provide the visibility so that they know what data they have before they do any migration. They know what needs to be migrated. And, as you all know, there are different storage tiers in cloud, like your S3, S3IA. You have your Glacier and it is expensive to bring data back from, say, Glacier to any other storage tier all on-prem. So, you need to have the visibility before you send the data out, right? So, we helped with that as well. So, visibility plays a very critical role in so many areas, not even just cloud but also on-prem as well. >> Rama, 360 Data Management's vision was laid out a year ago. A lot of the pieces are in place now. How are you tracking success, you know? Can you give us how many customers you're doing or just kind of growth, adoption, and how should we be looking forward to kind of measure and say how good this is doing? >> So, we actually launched 360 Data Management not too long ago. In the sense we put the package together, program together, and, as part of it, we saw extremely a lot of good traction not just from one geo, we actually saw a lot of traction in Asia Pacific, in MER, in Americas as well. A lot of the customers are looking for, I mean, there are three tiers to it, as well. We have bronze, gold, silver, right? And we see equal traction across the board. And, right now, I can't give you the numbers numbers, but, having said that, we see a lot of traction from customers on adoption and we have a huge pipeline where customers are very interested. These are backup customers who are looking to do many other things like resiliency services, like copy data management, and so on, so forth. So, the 360 Data Management really solves the problem, what they're looking for. >> Yeah. Can you give us a little color to that packaging and pricing? It's a subscription model to my understanding. >> It is a subscription model but-- >> Which is a little different than if you have a traditional and, you know, what are you seeing, what's the feedback been from customers? >> So, it is a subscription model when we went to market. We are going to be offering as a perpetual as well. So there is a gold, silver bronze tier, I had mentioned it. We have a Backup, InfoMap, and also EBFile as part of the bronze. And then you have, we have P as part of the silver plus bronze together and then in the gold, we have Access, also, as part of the solution. So, they can pick what they want and from our... Going forward, we do hear feedback from customers that they want perpetual as well. So, we already, we heard them. We'll make it happen. >> How about the small, midsize business, what are you, what are you doing for them? And can you talk about that a little bit? >> I'm glad you asked that because a lot of the 360 Data Management is centered around net backup, right? And with net backup, adark, all the good releases. There are also a lot of SMB and mid-market customers, and we have a solution called BackupExec, and I'm sure most of you are aware of BackupExec, it's been there for many years. So, BackupExec solves their problem and within BackupExec, we make sure that there are a lot of SMB customers who have like three or four backup products. And we want to make sure that there's one product that can protect the physical, virtual, and cloud environments. So, BackupExec does that. >> Last question. So, the ecosystem, it's evolving. You guys have great ambitions. Microsoft was here, had a big, big presence. Maybe just general thoughts on the ecosystem and, specifically, your relationship with Microsoft and other cloud suppliers. >> So, we work very closely from a strategic level with the CSPs. We call them the Cloud Service Providers. With Microsoft, we are doing a lot of, not just product integration for Azure, we'll also be supporting many things for AzureStack going forward. We're working with them on that. Also, I mentioned about BackupExec, we're also going to market. We are spending a significant amount of money to define the goal, to go to market with them, with their partners, and so on, so forth. Not just for BackupExec but across for all other products. That said, we also have other partners from the Cloud Service Provider point of view. There is a lot of effort happening from product integration, defining goal market, and as we define that, we're also engaging with their channel partners, who are also our channel partners, to help with the goal market. >> Cool, alright. Well, listen, thanks very much for coming on theCUBE, Rama. Really great to meet you and great to talk to you. >> Thank you, thank you for having me. >> You're welcome, alright. Keep it right there, buddy. We'll be back with our next guest. This is theCUBE. We're live from Veritas Vision 2017. Be right back. (light music)

>> Announcer: Live, from Las Vegas, it's the Cube covering Veritas Vision 2017 brought to you by Veritas. >> Welcome back to Las Vegas, everybody. This is the Cube, the leader in live tech coverage, and this is our second day of Veritas Vision in 2017. I'm Dave Vellante with Stu Miniman. Jason Buffington is here, good friend of the Cube, Senior Analyst with the Enterprise Strategy Group, otherwise known as ESG. Jason, good to see you again. >> Thanks for having me back. >> We've been bumping into each other a lot lately, a lot of storage stuff going on and you you gave a panel discussion today. You had, you know, three of the four big Cloud guys up there, no Amazon, Stu. They weren't up on the panel, but that was good, you had an interview with those guys. >> Jason: Yeah. >> So, congratulations on that and welcome again. >> Yeah, everyone wants to talk about data protection, right? So, there's... >> Dave: Hottest topic, isn't it? >> It is, every time you go to a show, the last show that I was at, it seemed like over half the booths were talking about data protection. So, to come here, you know, Veritas kind of owns that as a name. And so it's been fun to just be part of the participants. >> Yeah, Jason, you know, you cover this base, and you know Veritas well. There are people I talked to getting ready for this, and they said, "We remember Veritas back in its hay day." You know, back pre-acquisition. During the virtualization era, it kind of got quiet. I mean, they got acquired by Semantic, things went down, but now they're an independent company, and one of the shows that, you know, we've been at VMWorld, absolutely. Data protection is super hot, you know, product of the year was one of those companies, whole lot of startups there, a lot of investment. What's your take on kind of the new Veritas, you know, where they fit in that ecosystem with all those startups and everybody else? >> No, that's a good read, so let's talk about the market first, and then I'll put Veritas in it, right? So, I think you're spot on that when the virtualization wave came through, most of the really big established data protection vendors were not first market, right? And in fact, every time that we see this, I've been doing this for 28 years, I've been backing stuff up, right? And for most of it, every time the platform shifts, the traditional dominant data protection vendors are not the first ones to jump on that new gear, right? Windows versus NetWare, now we're into virtualization. So, we saw Veeam, and PHD and vRanger, and a few others that barely get an honorable mention in that line, right? We're in a really interesting time, though, this time around because every time, in the past, when you moved off of the old platform, the presumption was, you turned it off, right? This time around, we're on the, here's a fancy word, we're on the precipice of a new shift again because we're looking at Cloud as the new platform to move to. But here's the fun part. We're not leaving the old stuff behind, right? We're not turning off all the virtual servers and the physical servers are on their way out the door as we go to Cloud. We're embracing Multicloud as the new destination, not this mid-step along the way. And I think that's really interesting because, just like in every time past, it means we're going to get a reset of the leader board when it comes to data protection. And, just like in times past, the secret sauce that made you dominant on the last platform, doesn't necessarily give you an edge technology-wise on the next platform. All it really does is give you momentum, right? So, yeah, there's a few other folks that we could list that they've got some momentum going for one reason or another along the way, but for the marketplace, if physical and virtual and Cloud are all going to be together, Veritas has been doing some of those for 20 some odd years. They've made some announcements around the rest of the suites. I think they're in a good place here. The thing I'm excited about from Veritas, and I do, I'm a fan, you want to root for them, right? I mean, 25 years on the bench, you want to see them keep going. I think the opportunity is that, since the divestiture from Semantic, they have a lot more focus, right? You know, it's really hard to tell a story that's everything from Malware and cyber security, all the way through to a breadth of data protection. But if you look at how they're talking about things now, and I really like the 360 narrative that kind of pulls it all together. Every part of their portfolio kind of pulls the other parts together, right? It doesn't matter, in data management, whether you want to start with backup, or you want to start with storage, or you want to start with availability, anywhere you look on that circle, it's going to pull the rest of the line in, and these are all the things that folks are asking for from a customer base. So, I like the tech that they've got. I like where the market is headed, and I think they've got a real shot to be one of those top three dominant names that we talk about moving forward. >> Yeah, so, I mean it's a 30 plus year history. >> Jason: Yeah. >> And pretty amazing, I mean this is an amazing story, this company. I mean, they came out, kind of a small company, and then there was that relationship which they bought Seagate. You know, Seagate's backup business. Seagate actually had a piece of the company for a while. >> Jason: Yeah. >> You know, Al Shugart, when he sold that stock, basically saved Seagate cause of the cash infusion. So, it was a long history, and then they kind of went dormant... >> Jason: Yeah. >> For a while under the Symantec Governance. And now, so the big question is, can Veritas get its mojo back in the space and become that super hot company again? >> So, by the way, sidebar, you talked about Seagate. I actually have a copy of Seagate Backup Exec sitting on a shelf in my office. (Dave laughing) And one of these days, I will open up the data protection museum, cause I think I've got most of the pieces and parts laying around. So, can Veritas get is mojo back? The thing that Veritas has to consistently remind people, one, we are not your daddy's or your granddaddy's backup company anymore, right? So, they're working on things like, they announced this week a new UI coming for NetBackup 8.1, and I thought they were going to crowd mob out of affirmation for that. People were so excited for, you know, finally we're going to get a contemporary UI that doesn't look like 1995 coming in, in that backup. So, certainly, some of the cosmetics, the sterilization of that UI going across as many of those products as possible in order to provide more of a contemporary feel. That's an easy place to dig on, right? But I think what Veritas really needs to think about is, they need to remind folks that, while they are not the stodgy presumption of what people might think, this is not their first rodeo in any of these areas, right? We had new announcements on software to find storage this week. Things like storage foundation and VCS, they've been doing that for 25 years, right? I mean, they've been doing to software to find storage before it was a thing, right? Availability, right? So, we talk about, I like the VRP product. I think it's a cool architecture, and something certainly that powers a lot of the Cloud mobility type capabilities that are there. And the idea of a heterogeneous platform to enable higher levels of availability, I think the market is just now growing into that, right? So, the trick is, we're not the old folks, but, oh by the way, we have reams of experience like you can't imagine. Let's put those things together and have an enterprise level conversation. >> So, let's lay the horses out on the track here. I mean, we were all at VMWorld, and we saw the, it was the hottest... That and security, backup and security are the two hottest spaces in the business right now. We saw the startups, the Cohesity's, the Rubrik's, the Zerto's, and sort of, the upshots. The Veeams, you know, a lot of action at their booths. Obviously, Veritas getting its mojo back. Where's Commvault in all this, so how do you lay out the horses on the track, what's the competitive landscape look like? Paint a picture for us. >> Yeah, so, first and foremost, I always go back to what ESG calls the data protection spectrum, right? So, the behaviors of archive, backup, snapshot, replication, availability. They are not interchangeable mechanisms. We call it a spectrum as a rainbow kind of feel. You know, when is the last time you went outside, saw a rainbow in the sky, and one of the colors was missing? You know, these colors do not replace each other. Snapshots and replications, etc. When you look at where the market's going, imagine a capital Y. In fact, if you go look up on your favorite blog site, I have a blog on, why does data protection have to evolve? This is the answer to your question. The base of that Y is just backup. Can you make copies of all of your stuff? And even that, I think a lot of folks have a challenge with. The next step up is that idea of data protection. So, backup plus snapshots plus replications, single set of policies. Where the market's going, and how it kind of lays out the horses, is now we're at that fork in the road in the capital Y, right? And some of the folks are moving down the availability path. And think about that word for a second, you can remember the vendors who like to go that direction. We're going from reactive recovery to proactive assured productivity, right? Because all the backup folks are just as down until somebody hits the restore button. That's the thing that no one really wants to talk about, as opposed to, if you have monitoring, if you have orchestration, if you have failover and rapid recovery mechanisms. Now, you really do have an availability story that comes out of that. And not all the vendors that you mentioned have that. >> Dave: Well, who are the leaders? >> Yeah, so, certainly, from a momentum and brand perspective, Veeam is definitely on the front line of that, you know, I think car racing is more easier... >> Dave: Cause they've got growth and... >> Yeah, they have momentum, they have, certainly virtualization is still a sweet spot for the data centers... >> Obviously, Veritas is... >> Veritas is absolutely... >> They said 15 years in a row in the Gartner Upper Right... >> Yeah. >> Okay, check. >> Dell EMC, broad portfolio there. Those are kind of the biggest three from, who has all the checked boxes they need to make sure they have a dialogue for the next conversation. >> And Commvault, you wouldn't put in that? >> So, well, I always think of three, you know, bronze, silver, gold, not in that order. >> Yeah, it's like baseball playoffs. Who's going to get in, who's the wild card, you know. >> So, Commvault checks all the right boxes, right? They have all the right narratives along the way. I think the challenge is, organizationally, they're a little siloed in how they tell the stories, and so sometimes it's hard to remember that they're actually the only ones who have a single code base. The ones that, you know, one set of tech that can check all the boxes. Everyone else actually has some myriad of pieces and parts that have to be assembled along the way. >> Dave: So, that's both a strength and a weakness... >> Yeah. >> Dave: For Commvault, right? >> Yeah, the opportunity is there to increase the marketing to tell one narrative. >> Kind of Tivoli, same thing, right? >> Yes, same kind of idea there. And by the way, I don't count, let's call them Spectrum Protect now, but I don't count them out. So, Spectrum Protect took a facelift a couple years ago and really got virtualization savvy. They took the, they had the same gap that everyone else that you mentioned had, and, what is it, six, four, a couple years back, they finally got around to that. And then they just announced Spectrum Protect Plus, which is really built for that V-Admin role. So, certainly we've got a good lens there. On the other side, just like in every other generation, you've got some upstarts that are looking pretty good. >> Well funded, some of them paid 100 million. >> Yeah, well funded, some of them I think have kind of a little bit of a puffer fish, right? They feel bigger than they are for the moment, and yet, the tech looks really good. They want to have a dialogue that says, don't start with backup and try to grow forward. Start over, right? Reimagine what storage might look like in the broader range of things. And by the way, data protection is one of the outcomes for that. And so, you put the Actifio, Cohesity, Rubrik, kind of mix, along the lines for that. You also get the... Catalogic stuff that goes into, that's OEM by IBM, kind of gets on the other side. I think that's going to be probably the coolest thing to watch in 2018. So, you hear the buzz words of copy data management. Everybody wants to talk about some version of those three words. We think that the market's going to go either evolution versus revolution. So, evolution is, start with the data protection folks that you know, and those technologies are going to grow into data management type folks. Here at the show, right, so we saw Veritas Velocity. It's their first foray into that. Cloud Point starts to come into that mix as well. So, the idea of keeping all you need, getting rid of it when you don't, and enabling, and here's the fun part, enabling those secondary use cases so that you can get more value out of that otherwise dormant data. Mike talked about that during the day one keynote. I thought he was spot on for that. So, that's the evolution approach. Revolution, start over, better storage, gets you the same results. Those other guys are old anyway... >> So, Bill Coleman's saying, "It's ours to lose." He said that to us on the Cube. They're obviously an evolution play. >> Jason: Yep. >> I've also heard, they've got, they've made the claim, "We've got the best engineering team in the business." Comments? >> So... >> Dave: It's a very competitive market. >> Yeah, it's hard to say best. I never like ultimate superlatives, but here's what I will say. I meet an amazing number of engineers at Veritas who have been doing this 15, 20, 25 years. There's a lot of wonderful institutional knowledge that comes out of that, that you don't get when you're three, five years, even if you come from multiple vendors, and you kind of pop along the way. There are folks that their initials are still in the source code of NetBackup, and I think that gives them an edge from that perspective if they have a vision from an architecture and from a message perspective on carrying it forward and growing beyond just backup. >> Yeah, Jason, want to get your commentary on the customers. So, one of the things we're trying to reconcile here is, they've got a lot of NetBackup customers. >> Jason: Yeah. >> And then they're pitching this new Cloud hyper-scale, distributed architecture world. Are the customers ready for that? Are they, you know, Bill Coleman told us, five years, ten years, maybe five years from now, every single product that's selling today will be obsolete. So, are the Veritas customers today ready to make that move? What are you hearing? Or are they just going to, you know, go to Microsoft and Amazon and, you know, come in that way? How does this, you know, it goes that kind of revolutionary, evolutionary, discussion you were having. >> Good read, so working backwards, I don't think the answer for better backup for the enterprise is clouding. Cloud managed, absolutely. Disaster recovery as a service, as a secondary tier for the people who don't want to have dormant data centers, yeah probably. But we're still going to have a significant majority of infrastructure on-prem that's going to demand for current SLAs to have recoverability on-prem as well. So, I don't think it starts from a Cloud angle. What I do think, from the Veritas customer perspective is, certainly, you know, Veritas is, their homies are the NetBack of admins. That role is evolving. Or maybe I should say it's devolving. You know, you're not going to have backup admins in the same way. Honestly, more and more, we see that data protection should be part of a broader system's management platform management conversation, right? Cause if I'm an IT generalist, that means I don't have a Ph.D. in backup, and I don't want one. I'm an IT generalist, and I'm the one who's responsible for provisioning servers, and patching servers, and providing access to servers. When those green lights turn red, I want to be able to be part of that process and not wait on somebody else. And if I want to be part of the recovery process, it means I better be part of the protection process as well. So, certainly, Veritas is going to have to grow into some new personas of who they're going to be adding value to. IT ops is the big one, right? So, the backup admin is starting to decline a little bit, the V-Admin for the virtualization role is starting to decline a little bit. That IT operations role is really taking a much more dominant share. That said, Veritas's best route to market is to go through the backup admin, and not in spite of because you can turn that backup admin into a hero by saying, "Look, you have a certain set of problems." "Your adjacent peers have a wider set of problems, "and aren't you going to be the smart one "to walk in somebody who can fix "the rest of the problems while we're at it." And that's that 360 story... >> Well, to your point, evolve or devolve, that role. So, we're out of time, but how about a plug for some recent research, what's hot, what's new, anything that you've worked on that you want to share with the audience. >> Yeah, so ESG, we just finished research on real world SLAs and availabilities. So, how are people doing that proactive lens, as opposed to just reactive? Today, earlier today, I kicked off research with the research team on copy data management, so all that evolution/revolution, we're in that right now. And then the next two projects we're working on, GDPR readiness and data protection drivers in Western Europe. Appliance form factors for data protection, so turnkey versus dedupe, is kind of the next one. And then we're going to refresh our Cloud Strategy Data Protection intersection, so BaaS, DRaaS, STaaS, IaaS, and SaaS, and how the protection traction moves. >> Awesome, sounds like a good lineup. I'd be interested to see that GDPR readiness. We'll have to forecast that and... >> That'll be fun. >> And then hit you up after that comes out cause there's going to be some big gaps going on there. >> Yeah. >> Hey, thanks very much for coming back in the Cube, good job. >> Thanks for having me. >> Alright, you're welcome. Okay, keep it right there everybody, Stu and I will be back. This is day two, Veritas Vision. You're watching the Cube.

>> Announcer: It's The Cube. Covering HPE Big Data Conference 2016. Now here are your hosts, Dave Vellante and Paul Gillin. >> Welcome back to Boston, everybody, this is The Cube, we're here live at HP's big data conference, hashtag seize the data. Steve Spear is here, he's an author, MIT professor, author of The High Velocity Edge, welcome to The Cube, thanks for coming on. >> Oh, thanks for having me. >> I got to tell you, following Phil Black, you were coming onstage, I have never heard you speak before, I said, "Oh, this poor guy," and you did awesome, you were great, you held the audience, so congratulations, you were very dynamic and he was unbelievable and you were fantastic, so. >> Today was second-worst speaking setup, one time I was on a panel where it was three admirals, a general, and then the other guy wearing a suit, I said, "Well at least another schmo in a suit," and his opening lines were, "You know, this reminds me, "when I was on the space shuttle and we were flying "to the Hubble," and I'm like, "A flipping astronaut, "I got to follow an astronaut?" So anyway, this was only a SEAL, there were a lot of them, there were far fewer astronauts, so that was easy. >> What I really liked about your talk is, first of all, you told the story of Toyota, which I didn't know, you may. >> No, my experience with Toyota was in the early '70s, I remember the Toyota sort of sweeping into the market but you talked about 20 years before it when they were first entering and how this really was a company that had a lot of quality problems and it was perceived as not being very competitive. >> Yeah, Toyota now people look at as almost, they just take for granted the quality, the productivity, they assume good labor relations and that kind of thing, it's non-unionized, not because the unions haven't tried to unionize, but the employees don't feel the need. And again, in the '50s, Toyota was absolutely an abysmal auto-maker, their product was terrible, their productivity was awful and they didn't have particularly good relations with the workforce either. I mean, it's a profound transformation. >> And you gave this test, in the 50s, I forget what it was, it was one-tenth the productivity of the sort of average automobile manufacturer and then they reached parity in '62, by '68 they were 2X, and by '73, they were off the charts. >> Right, right, right. >> Right, so amazing transformation and then you try to figure out how they did it and they couldn't answer, but they said, "We can show you," right? And that sort of led to your research and your book. >> Yeah, so the quick background is in some regards, this fellow Kenneth Bowen, who was my mentor and advisor when I was doing my doctorate, he could argue we were late to the game because people started recognizing Toyota as this paragon of virtue, high quality at low cost, and so that in the 1980s prompted this whole investigation and the term lean manufacturing came out of the realization that on any given day, Toyota and suppliers were making basically twice the product with half the effort and so you had this period of '85 to about '95 where there was this intense attempt to study Toyota, document Toyota, imitate Toyota, General Motors had a joint venture with Toyota, and then you have the mid-'90s and there's no second Toyota, despite all this investment, so we go to the Toyota guys and say, "Look, clearly if everyone is studying you, imitating you, "copying you, and they haven't replicated you, "they've missed something, so what is it?" And they say, "I'm sorry, but we can't tell you." And we said, "Well you got to be kidding, I mean, "you have a joint venture with your biggest competitor, "General Motors," and they said, "No, no, it's not that we wouldn't tell you, "we just actually don't know how to explain what we do "'cause most of us learn it in this very immersive setting, "but if you'd like to learn it, "you can learn it the way we do." I didn't realize at the time that it would be this Karate Kid wax-on, wax-off, paint-up, paint-down experience, which took years and years to learn and there are some funny anecdotes about it but even at the end, their inability to say what it is, so I went years trying to capture what they were doing and realizing I was wrong 'cause different things wouldn't work quite right, and I can tell you, I was on the Shinkansen with the guy who was my Toyota mentor and I finally said, "Mr. Oba, I think I finally "figured it out, it all boils down to these basic "approaches to seeing and solving problems." And he's looking over my cartoons and stuff and he says, "Well, I don't see anything wrong with this." (laughs) >> That was as good as it got. >> That was as good as it got, I was like, "Score, nothing wrong that he can see!" So anyway. >> But so if you talk about productivity, reliability, you made huge gains there, and the speed of product cycles, were the three knobs that Toyota was turning much more significantly than anybody else and then fuel efficiency came. >> Right, so if you start looking at Toyota and I think this is where people first got the attraction and then sort of the dismissive of, we don't make cars, so the initial hook was the affordable reliability, they could deliver a much higher-quality car, much more affordable based on their productivity. And so that's what triggered attention which then manifest itself as this lean manufacturing and its production control tools. What then sort of started to fall off people's radar is that Toyota not only stayed ahead on those dimensions but they added to the dimensionality of the game, so they started introducing new product faster than anybody else and then they introduced new brand more successfully so all the Japanese, Nissan, Honda, Toyota, all came out with a luxury version, but no one came out with Lexus other than Toyota. The Affinity and the Acura, I mean, it's nice cars, but it didn't become this dominant brand like the Lexus. And then in trying to hit the youth market, everyone tried to come up with, like Honda had the Element but nothing like the Scion, so then Toyota's, and that's much further upstream, a much more big an undertaking than just productivity in a factory. And then when it came time to this issue around fuel efficiency, that's a big technology play of trying to figure out how you get these hybridized technologies with a very very complex software engineering overlay to coordinate power flow in this thing and that, and everyone has their version of hybrid, but no one has it through six generations, 21 platforms, and millions of copies sold. So it didn't matter where you were, Toyota figured out how to compete on this value to market with speed and ease which no one else in their industry was replicating. >> You're talking about, this has nothing to do with operational efficiency, when you talk about the Scion for example, you're talking about tapping into a customer, into an emotional connection with your customer and being able to actually anticipate what they will want before they even know, how do you operationalize that? >> So I think, again, Toyota made such an impression on people with operational efficiency that a lot of their genius went unrecognized, so what I was trying to elaborate on this morning is that Toyota's operational efficiency is not the consequence of just more clever design of operations, like you have an algorithm which I lack and so you get to a better answer than I do, it was this very intense almost empathetic approach to improving existing operations, so you're working on something and it's difficult so we're perceptive of that difficulty and try to understand the source of that difficulty and resolve it, and just do that relentlessly about everything all the time, and it's that empathy to understand your difficulty which then becomes the trigger for making things better, so as far as the Scion comes in, what you see is the same notion of empathic design apply to the needs of the youth market. And the youth market unlike the folks who are, let's say at the time, middle-aged, was less about reliable affordability, but these were people who were coming of age during the Bannatyne era where, very fast mass customization or the iPod era, which was common Chassis but very fast, inexpensive personalization and the folks at Toyota said, "You know what, "the youth market, we don't really understand that, "we've been really successful for this older mid-market, "so let's try to understand the problems that the youth "are trying to solve with their acquisitions," and it turned out personalization. And so if you look at the Scion, it wasn't necessarily a technically or technologically sophisticated quote-unquote sexy product, what it did was it leant itself towards very diverse personalization, which was the problem that the youth market was trying to solve. And you actually see, if I can go on this notion of empathic design, so you see this with the Lexus, so I think the conventional wisdom about luxury cars was Uber technology and bling it, throw chrome and leather and wood and when Toyota tried that initially, they took what was I guess now the Avalon, full-sized car, and they blinged it up and it was contradictory 'cause if you're looking for a luxury car, you don't go to a Toyota dealer, and if you go to a Toyota dealer and you see something with chrome and leather and wood veneer, you're like, you have dissonance. So they tried to understand what luxury meant from the American consumer perspective and again, it wasn't, you always wish you'd get this job, but they sent an engineering team to live in Beverly Hills for some months. (laughs) It's like, ooh, twist my arm on that one, right? But what they found was that luxury wasn't just the physical product, it was the respectful service around it, like when you came back to your hotel room, you walked in, people remembered your name or remembered that, oh we noticed that you used a lot of bath towels so we made sure there were extra in your room, that sort of thing, and if you look at the Lexus, and people were dismissive of the Lexus, saying, "It looks like slightly fancier Toyota, "but what's the big deal, it's not a Beamer or Mercedes." But that wasn't the point, it was the experience you got when you went for sales and service, which was, you got treated so nice, and again, not like hoity toity but you got treated respectfully, so anyway, it all comes back to this empathic design around what problem is the customer or someone inside a plan trying to solve. >> So Toyota and Volkswagen trying to vie for top market share but Toyota, as you say, has got this brand and this empathy that Volkswagen doesn't. You must get a lot of questions about Tesla. Thoughts on Tesla. >> Yeah, cool product, cool technology and time will tell if they're actually solving a real problem. And I don't mean to be dismissive, it's just not an area where I've spent a lot of time. >> And we don't really know, I mean, it's amazing and a software-defined automobile and autonomous, very difficult to predict, we're very tight on time. >> All the cool people seem to drive them though. >> Yeah, that's true. Last question I have is, what the heck does this have to do with analytics at a conference like this? >> Right, so you start thinking about the Toyota model, really, it's not that you can sit down and design something right, it's that you design things which you know deep-rooted in your DNA is that what you've designed is wrong, and that in order to get it right and actually much righter than anything else in the marketplace, what you need to do is understand what's wrong about it and so the experience of the user will help inform what's wrong, the worker rounds they do, the inconveniences they experience, the coping, the compensation they do, and that you can not only use that to help inform what's wrong, but then help shape your understanding of how to get to right, and so where all this fits in is that when you start thinking about data, well first of all, these are gigantic systems, right, which it's probably well-informed to think in terms of these systems are being designed by flawed human beings so the systems themselves have flaws, so it's good to be attentive to the flaws that are designed in it so you can fix them and make them more usable by your intended clientele. But the other thing is that these systems can help you gain much greater precision, granularity, frequency of sampling and understanding of where things are misfiring sooner than later, smaller than larger, so you can adjust and adapt and be more agile in shaping the experience. >> Well Steve, great work, thanks very much for coming on The Cube and sharing and great to meet you. >> Yeah likewise, thanks for having me. >> You're welcome. Alright, keep it right there, everybody, Paul and I will be back with our next guest, we're live from Boston, this is The Cube, we'll be right back. (upbeat music)