>>mhm >>Yes, >>everyone welcome back to the cubes coverage of Red Hat summit 2021. I'm john for your host of the cube, we've got a great segment here on how Red Hat is working with telcos and the disruption in the telco cloud. We've got a great guest cube alumni Darrell Jordan smith, senior vice president of industries and global accounts at Red Hat, uh Darryl, great to see you. Thanks for coming back on the cube. >>It's great to be here and I'm really excited about having the opportunity to talk to you >>today. Yeah, we're not in person in real life is coming back soon, although I hear mobile world congress might be in person this year looking like it's good a lot of people gonna be virtual activating. I know a lot to talk about this is probably one of the most important topics in the industry because when you talk about telco industry, you're really talking about um the edge, talking about five G talking about industrial benefits for business because it's not just Edge for connectivity access. We're talking about internet of things from self driving cars to business benefits. It's not just consumer, it's really bringing that together, you guys are really leading with the cloud native platform from rail, open shift men and services. Everything about the cloud native underpinnings you guys have been successful as a company but now in your area, telco is being disrupted. Absolutely. Give us your take on this is super exciting. >>Well, it's actually one of the most exciting times I've been in the industry for 30 years are probably aging myself now. But in the telecommunications industry, this, for me is the most exciting. It's where technology is actually going to visibly change the way that everyone interacts with the network and with the applications that are being developed out there on our platform and as you mentioned IOT and a number of the other ai and Ml innovations that are occurring in the market place. We're going to see a new wave of applications and innovation. >>What's the key delivery workloads you're seeing with Five G environment? Um, obviously it's not just, you know, five G in the sense of thinking about mobile phones or mobile computers as they are now. Um, it's not just that consumer, hey, surf the web and check your email and get an app and download and communicate. It's bigger than that. Now, can you tell us Where you see the workloads coming in on the 5G environment? >>You hit the nail on the head, The the the, the killer application isn't the user or the consumer and the way that we traditionally have known it, because you might be able to download a video in that take 20 seconds less, but you're not going to pay an awful lot more money for that. The real opportunity around five years, the industrial applications, things that I connected car, automotive, driving, um factory floor automation, how you actually interface digitally with your bank, how we're doing all sorts of things more intelligently at the edge of the network using artificial intelligence and machine learning. So all of those things are going to deliver a new experience for everyone that interacts with the network and the telcos are at the heart of it. >>You know, I want to get into the real kind of underpinnings of what's going on with the innovations happening. You just kind of laid out kind of the implications of the use cases and the target application workloads. But there's kind of two big things going on with the edge in five G one is under the hood, networking, you know, what's going on with the moving the packets around the workload, throughput, bandwidth etcetera, and all that goes on under the hood. And then there's the domain expertise in the data where AI and machine learning have to kind of weaving. So let's take the first part first. Um open shift is out there. Red hat's got a lot of products, but you have to nail the networking requirements and cloud Native with container ization because at large scales, not just packaged, it's all kinds of things going on security, managing a compute at the edge. There's a lot of things under the hood, if you will from a networking perspective, could you share what red hats doing in that area? >>So when we last spoke with the cube, we talked a lot about GMOs and actually people living Darryl, >>can I Cause you really quickly? I'm really sorry. Keep your answer in mind. We're gonna >>go right from that question. >>We're just kidding. Um, are you, is anything that you're >>using or touching running into the desk? We're just getting >>a little bit of shakiness on your camera >>and I don't want to. >>So anyway, >>that is my, my elbows. No worries. So no >>worries. Okay, so take your answer. I'll give you like a little >>321 from behind the scenes >>and and we'll go right as if >>john just ask >>the questions, we're gonna stay running. >>So I think, uh, >>can you ask the question just to get out of my mind? Perfect. Well let's, let's do >>from that. So we'll stay on your shot. So you'll hear john, but it'll be as if >>he just asked the question. So jOHn >>team up. Here we go. I'm just gonna just jimmy and just keep my other question on the okay, here we go. So Darryl, open shift is optimized for networking requirements for cloud native. It's complex into the hood. What is red hat doing under the hood to help in the edge in large complex networks for large scale. >>Yeah. So, so that's a very good question in that we've been building on our experience with open stack and the last time I was on the cube, I talked about, you know, people virtualizing network applications and network services. We're taking a lot of that knowledge that we've learned from open stack and we're bringing that into the container based world. So we're looking at how we accelerate packets. We're looking at how we build cloud native applications on bare metal in order to drive that level of performance. We're looking at actually how we do the certification around these applications and services because they may be sitting in different app lets across the cloud, but in some instances running on multiple clouds at the same time. So we're building on our experience from open stack, we're bringing all of that into open shipping, container based environment with all of the tallinn necessary to make that effective. >>It's interesting with all the automation going on. Certainly with the edge developing nicely the way you're describing it, certainly disrupting the Telco cloud, you have an operator mindset of cloud Native operator thinking, kind of, it's distributed computing, we know that, but it's hybrid. So it's essentially cloud operations. So there's an operator mindset here that's just different. Could you just share quickly before we move on to the next segment? What's different about this operating model for the, these new kinds of operators? As you guys been saying, the C I O is the new cloud operator, That's the skill set they have to be thinking and certainly to anyone else provisioning and managing infrastructure has to think like an operator, what's your >>view? They certainly do need anything like an operator. They need to look at how they automate a lot of these functions because they're actually deployed in many different places will at the same time they have to live independently of each other. That's what cloud native actually really is. So the whole, the whole notion of five nines and vertically orientated stacks of five nines availability that's kind of going out the window. We're looking at application availability across a hybrid cloud environment and making sure the application can live and sustain itself. So operators as part of open shift is one element of that operations in terms of management and orchestration and all the tooling that we actually also providers red hat but also in conjunction with a big partner ecosystem, such as companies like net cracker, for example, or IBM as another example or Erickson bringing their automation tool sets and their orchestration tool sets of that whole equation to address exactly that problem >>you bring up the ecosystem. And this is really an interesting point. I want to just hit on that real quick because reminds me of the days when we had this massive innovation wave in the nineties during that era. The client server movement really was about multi vendor, right. And that you're starting to see that now and where this ties into here I think is when we get your reaction to this is that, you know, moving to the cloud was all about 2 2015. Move to the cloud moved to the cloud cloud native. Now it's all about not only being agile and better performance, but you're gonna have smaller footprints with more security requires more enterprise requirements. This is now it's more complicated. So you have to kind of make the complications go away and now you have more people in the ecosystem filling in these white spaces. So you have to be performance and purpose built if you will. I hate to use that word, but or or at least performing an agile, smaller footprint grade security enabling other people to participate. That's a requirement. Can you share your reaction to that? >>Well, that's the core of what we do. A red hat. I mean we take open source community software into a hardened distribution fit for the telecommunications marketplace. So we're very adapt to working with communities and third parties. That ecosystem is really important to us. We're investing hundreds of engineers, literally hundreds of engineers working with our ecosystem partners to make sure that their applications services certified, running on our platform, but but also importantly is certified to be running in conjunction with other cloud native applications that sit over the same cloud. So that that is not trivial to achieve in any stretch of the imagination. And a lot of 80 technology skills come to bear. And as you mentioned earlier, a lot of networking skills, things that we've learned and we've built with a lot of these traditional vendors, we bring that to the marketplace. >>You know, I've been saying on the cube, I think five years ago I started talking about this, it was kind of a loose formulation, I want to get your reaction because you brought up ecosystem, you know, saying, you know, you're gonna see the big clouds develop out. The amazon Microsoft came in after and now google and others and I said there's gonna be a huge wave of of what I call secondary clouds and you see companies like snowflake building on on top of amazon and so you start to see the power law of new cloud service providers emerging that can either sit and work with across multiple clouds. Either one cloud or others that's now multi cloud and hybrid. But this rise of the new more C. S. P. S, more cloud service providers, this is a huge part of your area right now because some call that telco telco cloud edge hits that. What is red hat doing in this cloud service provider market specifically? How do you help them if I'm a cloud service provider, what do I get in working with Red Hat? How do I be successful because it's very easy to be a cloud service provider now more than ever. What do I do? How do you help? How do you help me? >>Well, we we we offer a platform called open shift which is a containerized based platform, but it's not just a container. It involves huge amounts of tooling associated with operating it, developing and around it. So the concept that we have is that you can bring those applications, developed them once on 11 single platform and run it on premise. You can run it natively as a service in Microsoft environment. You can actually run it natively as a service in amazon's environment. You can running natively on IBM's Environment. You can build an application once and run it in all of them depending on what you want to achieve, who actually provide you the best, owning the best terms and conditions the best, the best tooling in terms of other services such as Ai associated with that. So it's all about developing it once, certifying it once but deploying it in many, many different locations, leveraging the largest possible developing ecosystem to drive innovation through applications on that common platform. >>So assumption there is that's going to drive down costs. Can you why that benefits the economics are there? We talk about the economics. >>Yeah. So it does drive down costs a massive important aspect but more importantly it drives up agility. So time to market advantages actually attainable for you so many of the tell coast but they deploy a network service traditionally would take them literally maybe a year to roll it all out. They have to do it in days, they have to do updates in real time in data operations in literally minutes. So we were building the fabric necessary in order to enable those applications and services to occur. And as you move into the edge of the network and you look at things like private five G networks, service providers or telcos in this instance will be able to deliver services all the way out to the edge into that private five G environment and operate that in conjunction with those enterprise clients. >>So open shit allows me if I get this right on the CSP to run, have a horizontally scalable organization. Okay. From a unification platform standpoint. Okay, well it's 5G and other functions, is that correct? That's correct. Ok. So you've got that now, now I want to come in and bring in the top of the stack or the other element. That's been a big conversation here at Redhead Summit and in the industry that is A I and the use of data. One of the things that's emerging is the ability to have both the horizontal scale as well as the special is um of the data and have that domain expertise. Uh you're in the industries for red hat. This is important because you're gonna have one industry is going to have different jargon, different language, different data, different KPI S. So you've got to have that domain expertise to enable the ability to write the apps and also enable a I can, you know how that works and what were you doing there? >>So we're developing open shift and a number of other of our technologies to be fit for the edge of the network where a lot of these Ai applications will reside because you want them closer to the client or the the application itself where it needs to reside. We're creating that edge fabric, if you like. The next generation of hybrid cloud is really going to be, in my view at the edge we're enabling a lot of the service providers to go after that but we're also igniting by industry, You mentioned different industries. So if I look at, for example, manufacturing with mind sphere, we recently announced with Seaman's how they do at the edge of the network factory automation, collecting telemetry, doing real time data and analytics, looking at materials going through the factory floor in order to get a better quality results with lower, lower levels of imperfections as they run through that system and just one industry and they have their own private and favorite Ai platforms and data sets. They want to work with with their own data. Scientists who understand that that that ecosystem inherently you can move that to health care and you can imagine how you actually interface with your health care professionals here in north America, but also around the world, How those applications and services and what the Ai needs to do in terms of understanding x rays and looking at common errors associated with different x rays to. A practitioner can make a more specific diagnosis faster saving money and potentially lives as well. So different different vertical markets in this space have different AI and Ml requirements and needs different data science is different data models. And what we're seeing is an ecosystem of companies that are starting up there in that space that we have, what service part of IBM. But you have processed the labs of H T H 20 and a number of other very, very important AI based companies in that ecosystem. >>Yeah. And you get the horizontal scalability of the control plane and in the platform if you will, that gives you cross organizational leverage uh and enable that than vertical expertise. >>Exactly. And you want to build an Ai application that might run on a factory floor for for certain reasons to its location and what they're actually physically building. You might want to run their on premise, you might actually want to put it into IBM cloud or in Zur or into AWS, You develop, it wants to open shift, you can deploy it in all of those as a service sitting natively in those environments. >>Darrell, great chat. I got a lot going on telco cloud, There's a lot of cloud, native disruption going on. It's a challenge and an opportunity and some people have to be on the right side of history on this one if they're going to get it right. Well, no, and the scoreboard will be very clear because this is a shift, it's a shift. So again, you hit all the key points that I wanted to get out. But I want to ask you to more areas that are hot here at red hat summit 21 as well again and as well in the industry and get your reaction and thoughts on uh, and they are def sec ops and automation. Okay. Two areas. Everyone's talking about DEV ops which we know is infrastructure as code programming ability under the hood. Modern application development. All good. Yeah, the second their security to have sex shops. That's critical automation is continuing to be the benefits of cloud native. So Deb see cops and automation. What you're taking has that impact the telco world in your world. >>You can't you can't operate a network without having security in place. You're talking about very sensitive data. You're talking about applications that could be real time chris pickling mrs actually even life saving or life threatening if you don't get them right. So the acquisition that red hat recently made around stack rocks, really helps us make that next level of transition into that space. And we're looking about how we go about securing containers in a cloud native environment. As you can imagine, there will be many, many thousands tens of thousands of containers running if one is actually misbehaving for what one of a better term that creates a security risk in a security loophole. Were assuring that up that's important for the deployment, open shift in the Tokyo domain and other domains in terms of automation. If you can't do it at scale and if you look at five G and you look at the radios at the edge of the network and how you're gonna provision of those services. You're talking about hundreds of thousands of nodes, hundreds of thousands. You have to automate a lot of those processes, otherwise you can't scale to meet the opportunity, you can't physically deploy, >>you know, Darryl, this is a great conversation, you know, as a student of history and um development and I always kind of joke about that and you you've been around the industry for a long time. Telcos have been balancing this um evolution of digital business for many, many decades. Um and now with Cloud Native, it's finally a time where you're starting to see that it's just the same game now, new infrastructure, you know, video, voice, text data all now happening all transformed and going digital all the way, all aspects of it in your opinion. How should telcos be thinking about as they put their plans in place for next generation because you know, the world is now cloud Native. There's a huge surface here of opportunities, different ecosystem relationships, the power dynamics are shifting. It's it's really a time where there will be winners and there will be losers. What's your, what's your view on on how the telco industry needs to clarify and how they be positioned for success. >>So, so one of the things I truly believe very deeply that the telcos need to create a platform, horizontal platform that attracts developer and ecosystems to their platform because innovation is gonna sit elsewhere, then there might be a killer application that one telco might create. But in reality most of those innovations that most of those disruptors are going to occur from outside of that telco company. So you want to create an environment where you're easy to engage and you've got maximum sets of tools and versatility and agility in order to attract that innovation. If you attract the innovation, you're going to ignite the business opportunity that 5G and 60 and beyond is going to actually provide you or enable your business to drive. And you've really got to unlock that innovation and you can only unlock in our view, red hat innovation. If you're open, you follow open standards, you're using open systems and open source is a method or a tool that you guys, if you're a telco, I would ask you guys need to leverage and harness >>and there's a lot, there's a lot of upside there if you get that right, there's plenty of upside, a lot of leverage, a lot of assets to advantage the whole offline online. Coming back together, we are living in a hybrid world, certainly with the pandemic, we've seen what that means. It's put a spotlight on critical infrastructure and the critical shifts. If you had to kind of get pinned down Darryl, how would you describe that learnings from the pandemic as folks start to come out of the pandemic? There's a light at the end of the tunnel as we come out of this pandemic, companies want a growth strategy, wanna be positioned for success what you're learning coming out of the pandemic. >>So from my perspective, which really kind of 11 respect was was very admirable. But another respect is actually deeply uh a lot of gratitude is the fact that the telecommunications companies because of their carrier, great capabilities and their operational prowess were able to keep their networks up and running and they had to move significant capacity from major cities to rural areas because everyone was working from home and in many different countries around the world, they did that extremely and with extremely well. Um and their networks held up I don't know and maybe someone will correct me and email me but I don't know one telco had a huge network outage through this pandemic and that kept us connected. It kept us working. And it also what I also learned is that in certain countries, particularly at a time where they have a very large prepaid market, they were worried that the prepaid market in the pandemic would go down because they felt that people would have enough money to spend and therefore they wouldn't top up their phones as much. The opposite effect occurred. They saw prepaid grow and that really taught me that that connectivity is critical in times of stress that we're also everyone's going through. So I think there are some key learnings that >>yeah, I think you're right on the money there. It's like they pulled the curtain back of all the fun and said necessity is the mother of invention and when you look at what happened and what had to happen to survive in the pandemic and be functional. Your, you nailed it, the network stability, the resilience, but also the new capabilities that were needed had to be delivered in an agile way. And I think, you know, it's pretty much the forcing function for all the projects that are on the table to know which ones to double down on. So I think you pretty much nailed it. Darrell Jordan smith, senior vice president of industries and global accounts for red hat kibble, unnatural. Thanks for that insight. Thanks for sharing great conversation around telcos and telco clouds and all the edge opportunities. Thanks for coming on. >>Thank you john >>Okay. It's the cubes coverage of Red Hat summit 21. I'm John for your host. Thanks for watching. Mhm mhm

(upbeat music) >> Narrator: From theCUBE studios in Palo Alto in Boston, connecting with though leaders all around the world, this is theCUBE conversation. >> Hey, welcome back all ready, Jeff Frick here with theCUBE. We're in our Palo Alto studios we're still getting through the COVID crisis. I think we're in week 12. I don't know, I can't even keep track anymore. But again, as part of this process, we're reaching out to our community, going out to the leaders of the community to really get some best practices, get some insight, and I hear from people that are out in the community and helping other companies as well as their own company, kind of get through these crazy times. So we're really excited to have in a brand new role, never been on the key before, Saleem Janmohamed. He is the senior managing director and market unit lead of the U.S West he just took over from John Del Santo, who we met when you guys opened the new salesforce location. So Saleem, great to meet you. >> Hi, Jeff, great to meet you. Thank you for having me. >> Absolutely. >> Glad to be here. Excited for being in this new role. >> So, it's a new role for you, but you've been at a center for, I think for 30 some odd years so, give us a little bit of history. How did, where did you get started? And obviously you must like the culture. You must like the opportunity to stick with it this long. >> Yeah, I am, 30 years in one company is definitely an anomaly here in the Bay area. I started actually in Toronto in financial services, I have an undergraduate degree in business and computer science and then an MBA. I was attracted to Accenture or Anderson Consulting at the time because it was a combination of business and technology. And frankly, the ability to travel the world, just from a personal perspective, I was born in Kenya of Indian parents. I grew up in the UK, I went to school in Canada and now I'm a U.S citizen. So, when someone asks me, where are you from? My usual answer is, how much time do you have? (laughs) But I've got the opportunity through Accenture to work all around the world with some amazing clients, doing incredible things. So, I'm excited about this opportunity to work with some of the leading clients in the world. >> Right? And for people that are familiar with this Accenture, you guys are kind of a matrix organization. So, in terms of the vertical specialty, you've been in the called the CMT, the Communications Media and Technology. So what's been kind of your focus from that point of view? >> Absolutely, so I spent about, as I said, 30 years with Accenture, about 20 of those years were with a wireline wireless and satellite communications companies where I was helping to essentially build out the network infrastructure, the billing and customer care infrastructure. For both large existing telcos, as well as emerging telcos or next-gen telcos, for example, in the wireless space. In markets like India and the middle East, which were emerging markets for us, and for the wireless business. The last 10 years I've spent in the software and platforms part of our business. which is really serving our high-tech client base, as well as our internet and social plant based mostly here on the West Coast. And so it's been, CMT is one of our five industry verticals. The others are products, resources, health and public sector, and financial services. So, we have gone to market traditionally, as those industry led PNS just in the last few months, we actually, right before the Pandemic, I shifted to a new operating model, which is very geography focused. We still preserved our core industry argument. But we're now concentrating in specific markets with a real focus to get all of our services, deployed into those markets and focused on the unique needs of each market. So, it's nothing like moving to a new operating model and having to deal with a pandemic, two weeks into it. It certainly tests your leadership argument as well as your leadership team. >> Right, well, at least you're not in it by yourself. And, it's interesting from your mobile background, you got to see some significant transformation driven by the mobile, especially as you said in more rural markets that were underserved by traditional wire, telephones, but wireless completely changed the game. COVID is this new kind of digital transformation opportunity. We've talked about it a lot over the last several weeks, and it was kind of this light switch moment. You didn't really have a lot of time to plan or, any plans you had were probably laid out very organized, Gantt chart way over a long, long period of time. Then suddenly it was like, boom, you can't go to work. Everybody needs to work from home. So, I'm just curious to get your perspective as you look at, say, the telco transformation and some of these other transformations that didn't have the, either the benefit or the liability, I guess, depending on how you want to define it, of kind of this forcing function that's ready, set go now, you don't really get to think about it or have a choice anymore. >> No, absolutely, look, I'll tell you the COVID crisis, never been a time in  human history, when 2 billion people virtually overnight had to change their behavior And I think that's what we've seen here from an enterprise perspective. The transformation required or the capability required to actually work, have tens of thousands sometimes hundreds of thousands of employees working from home is an arduous task. If you think about Accenture, I mean, we've been a virtual organization throughout our history, We don't really have a headquarters. Our leadership team is distributed all over the world, and a lot of our workforce is actually mobile. So, early on we invested in remote infrastructure, Cloud technologies, really allowing our people to work on client sites at home, in our offices around the world, and to be able to collaborate and communicate, in that fashion. But for those organizations that haven't invested in that kind of infrastructure, COVID has really actually created a greater separation of between the leaders and the laggards. The top 10% of digital transformers have actually expanded that gap and they've created lasting value for their shareholders through that infrastructure investment that they've made. And I think about sort of today's clients that we have here, whether it's on the West Coast or around the world, at this point we've seen more digital transformation happened in the last three months, than we have seen in the last 10 years. It is on the agenda for our key clients and their boards with respect to how they create resiliency, both in their infrastructure and their business operations. So we're particularly focused on helping clients through that transformation, and closing that gap between the leaders and laggards. >> That's terrific, and I'm wondering what you could share, cause we always talk about kind of the three headed monster, right? It's it's technology, which is certainly part of it, but it's also people and process. And clearly to be able to efficiently manage a workforce of 500,000+ people I think are at essentially these days distributed all over the world, many languages, many times zones, many kind of expertises, what are some of those things along those three paths that you share in terms of best practices between the technology and the people and the process? >> Absolutely, so from it, I think, technology is the underlying foundation at this point, if you don't have the remote working infrastructure and the Cloud capability, your data and your systems accessible, to a remote workforce you're already behind. So, step one is getting the basic foundation of the fundamentals in place through that remote infrastructure as well as Cloud technologies. From a process standpoint, what we're seeing clients do today is actually rethink all their processes. If COVID has taught us one thing. I mean, three months ago, if you had asked most of the executives that we talked to, can you actually run your company remotely, most would have answered no. (Jeff laughs) Today, what we've proven over the last three months is in fact that's possible. But you really now need to create lasting change in the process, to be able to sort of sustain the value. We're finding that people are more efficient, quality's better, engagement is better, with remote working, but in order to be able to create enduring change, you're going to need to actually change and rationalize processes across the organization from selling to customer care, to marketing and to operations, and even some cases manufacturing. And that requires a cultural change as well. For organizations that haven't, aren't used to sort of virtual working, it requires an engagement model change, and really sort of bringing together a hybrid between, physical interaction and digital interaction. One of the things we're doing actually along those lines, our team is Zurich cause that pioneered this technology we're calling synapse, which allows you to go from sort of, this kind of interaction to actually augmented reality and virtual reality environments where you connect collaborate with each other in an entirely virtual world that actually replicates the real world. So, we've taken our San Francisco Hub and various other Hub locations around the world, replicated them instead of 3D space, and how people do interact with each other, in a more human way in a virtual space. So, I think what you're going to see is more of those kinds of technologies, creeping into the way people actually interact with each other as the new normal. >> Right, so, for the people that weren't prepared, right? That hadn't already kind of moved down the road in terms of SaaS applications and distributed workforce and security and all those things to bake in, did they just have to go now or are they still stuck, kind of holding their head in the sand, waiting for this thing to end. I mean, is there a way for someone to, how do they quickly make that transformation with no planning? It's one thing if you're already kind of on your way, and you just, you give it a little bit more gas, but for the people that really weren't thinking that way, do they even have a chance or it's like, sorry, you better, (laughs) you're late to the party. >> I think today, even with a standing start today, if you look at the technologies available from Microsoft, from Google, from Amazon, a lot of the big public Cloud providers, you can really get up to speed very quickly. For example, we took the National Health Service in the UK, using teams we put them online almost within a week to get them activated in a virtual environment, interacting and operating their service without having interest invested in that technology in the past so, even as an organization that hasn't done, that you can move quickly leveraging the investments in infrastructure that service providers have made over the years. >> Jeff: Right. >> I think that it requires though a leadership change. The c-suite and the board of our clients really need to see that strategic imperative of making that change in order to be able to facilitate the change through the organization. And I can tell you that, our clients are absolutely committed to that journey at this point, and are actively looking for opportunities to implement digital technology throughout every function in their organization, so that they can actually, handle these kinds of extraneous shocks to their business. >> Right. >> And if you think about sort of the three areas of focus these days, it's about, getting people to work or getting back to the office wherever possible, and doing that with a focus on keeping their people safe, and within sort of the regulatory environment that they operate. But secondly, it's about putting in place these kinds of digital technologies that allow sort of ongoing hybrid digital and physical workspaces, and also creating a different type of customer experience from selling to operations for their customer base. And then the last is actually thinking about a dramatic change in cost infrastructure through outsourcing that also creates the ability to variabilize your cost in the event of further extraneous shocks, because we don't know how long this is going to last. We don't know what the next wave might look like. So you really need to think about putting in place the infrastructure and the changes that allows you to endure both from a cost as well as a process and technology perspective, these changes in the future. >> Yeah, I want to dig into a little bit about kind of what comes next because we're into this for a while. I think it's going to keep going for a while. There's indications that we might be hitting into a second wave and in my mind, short of a vaccine we're going to be an in kind of an uncomfortable state for awhile. But I'm just curious as to how you're hearing people thinking about what going back means. Cause I, you know, I have a hard time thinking that if people have been working from home for months, right, and behaviors become habits and, people learn how to be productive and, they like to be able to eat dinner with the family. I just don't know, or what do you think in terms of kind of rushing back to jumping on the 101 every day at 7:00 to sit in traffic for two hours. I just, it seems like hopefully we're past that in a need to have knowledge workers be at an office all together at the same time every day, especially now that they've learned to be productive, kind of outside of that routine. What are some of the things that people are thinking about? How should they be thinking about it? And of course there's the whole liability issue where, you invite people back somebody gets sick. I mean, we've barely kind of begun to hear the whole lawyer piece of the story, which we don't necessarily >> No. >> need to get into. >> I mean, I think the first thing is absolutely making sure that people are safe. And I think most organizations are thinking through, how to put in place the controls and the processes to ensure that their people are safe and most are thinking about this in a very phased way. You're hearing a lot of our Bay area clients announcing that they're not returning back to work this year. And, several are saying, perhaps even never. And so I think that, there is a fundamental change happening here with respect to going back to the office. Our sense is that there's going to be a much more hybrid environment where, it's going to be perfectly fine for folks to be working from home two or three days a week, and then going to the office where it's necessary to collaborate in a physical way. And also a human way, I think that, we do need as humans that interaction, a physical interaction. And so I think, we may be physically apart, but we need to be socially interactive. And I think organizations are trying to figure out sort of the right blend there. But I don't think we go back to a normal, if you will the old normal, which was five days a week in the office, I do think that we're going to be in a much more virtual environment. And frankly, there are some benefits of that in that, if you look at our organization because we're so global, we're able to tap into talent all around the world that can help our clients here in the Bay area, because they're more comfortable now, with the use of virtual technology. So I do think that the new normal will be a hybrid environment, much more so than it has in the past. >> Yeah, we talked to, I don't know if you know, Darren Murph, GitLab, they're really interesting company. They've been 100% remote from forever. So they've got a lot of really defined practices and processes in place in terms of like, which communication channel is for what types of communication and Darren's point was because they are mobile and they are in different time zones, you have to be much more defined and thoughtful in the way that you organize your communications so that people can be more self serve. And that those things will also work great in a physical world you just didn't have to have in the physical world. And his point is, we can just throw people in a room and hope that they get together, that doesn't necessarily always happen. And so by using some of these remote management techniques and processes you're actually going to be much more effective whether you're together in a room and can go out to lunch together, or you're still distributed team. And really kind of, as we've seen this transition from kind of do we want to put it in Cloud, to why don't we want to put it in the Cloud, to kind of a Cloud first and then on kind of a mobile, where your history is, should it be a mobile app, or should it be mobile first? It almost feels like now it's going to be remote first. And then if there's a reason to come to the office, it's an important meeting we need to get together. People are coming from out of town, but it almost feels like it's going to shift that remote's going to be the primary form. And then the physical getting together really be secondary. I don't know if you are hearing anything along those lines. >> No, absloutely, we've seen that in our own environment. I think the level of engagement between our leadership teams here in the West and all around the world and in the market units is actually significantly greater. It's not that you run into someone in the hallway with especially in a very large organization like ours, you are now actually connecting face to face with people. The days of the conference call are gone, and you're actually interacting and you're peering into the lives and the homes of the colleagues that you've worked with for many years. I think that's actually a pretty fundamental social change, and actually creates a level of proximity that perhaps you didn't even see when you were together in an office somewhere, and you're appearing into the lives, if you will, of your counterparts. I think that's a pretty fundamental change. And, if I look at the forms of engagement, I mean, we have, most of our population is under 30 around the world. And so they're used to a digital channels of communication, both on the mobile handset, as well as on their laptops and desktops, through online channels. And so, we're actually leveraging that to be much more connected, even in this virtual world than we were in our physical world. >> Jeff: Right. >> And I think most organizations see that as an avenue to really get a pulse on what's happening with their workforce and in their business, especially in a global setting. >> Right, and I wonder if you could share some best practices on kind of from a leadership perspective, cause you're part of Julie's executive team. I'm sure you guys are distributed all over the world and I assume your direct reports, maybe a little bit less distributed now that you're running the U.S. West but, one thing we keep hearing is that the frequency and the variety of the communications has got to go up a lot both in terms of, what you're talking about and how often you're talking to. And as you said, kind of getting into this, kind of human side, because you are getting invited into people's homes. What can you share that you guys have been doing best practices at a center forever because you've been managing distributed teams, since the very beginning? >> Yeah, no, absolutely. I mean, if you look at just this week, I spent eight hours with Julie and the entire Global Management Committee, the top 40 people, or so within Accenture. Every morning through video conferences, we interacted with Julie, highly interactive sessions, where we went through our strategy or financial results, some of the key initiatives we're trying to drive, and instead of what we would have done historically is fly 40 people to some part of the world, and how's them in a hotel room for two or three days to have the same session, we were incredibly more productive. We had three blocked hours per day over the last three days, again using digital media to engage with each other converse share our rich media content much more productive use of technology and frankly, a lot less wear and tear on people flying around the world, and as substantially lower cost. So, I think that that's something that is here to stay. I can't see us going back to the model where we, fly people around for internal meetings, certainly. From a West perspective, I meet with my management team, we scheduled calls now three times a week, Monday, Wednesday, Friday, typically, we get together for an hour. We conduct sort of what's going on with the business, where are the issues, what do we need to solve? And we do that entirely virtually, if you think about it, I'm getting, an hour or three hours a week with my entire leadership team, connected and collaborating around the same issues, in a much more kind of organized and concentrated way than if I ran into them at the coffee machine or at the water cooler. I am actually getting more engagement, more organization and more focus through my leadership team, in this new world than perhaps I would have had, in new. >> Right. >> So, I think that there's a lot of benefit, to this model. I still think that there's an opportunity to get, when we have large meetings and we need to sort of convey a particular message. It is nice to be able to get together with people physically. But I think that that's going to be less often now than in the past. >> Right, I just think people it's just different, right? It's not better or worse, it's just different. We had an interview earlier today. I think we had somebody on from Singapore, somebody on, from India, somebody on from Germany, our host was in Boston and the production was here in Palo Alto. You couldn't do that to get all those people together in a physical space is a lot bigger investment and a lot more difficult. So, it's just, it's different. It's not the same as being together. We can't go out and get a beer after this is over, but at the same time, it's a lot easier to grab an hour and get together with people. So, I think there is, it's different, it's not a substitute is different. >> Yeah, I mean, to that point, if you think about our clients they are global, their executives are global. The ability to actually connect with clients have a conversation regardles of where they are on the globe You know, it's, we are actually much more able to do that now because it doesn't require flying. It doesn't require sort of scheduling months ahead to make sure everyone can be in a particular location. You can literally just schedule a meeting and have it the next day. >> Jeff: Right. >> And that makes us much more responsive to our client's needs and much more accessible as they have questions for us. So I think there's definite advantages to this mode of working. >> Right. So Saleem, before I let you go, it's a great conversation and we could go all day, but we'll let you (laughs) get back to work. But I've just, especially since you come from a communications background and a 30 year veteran in this space I mean for as bad as this pandemic has been and it's bad, right? A lot of people are dead, a lot of businesses like restaurants and airlines, speaking of airlines and hotels, couldn't go digital right away. Right, we're fortunate to be in the knowledge business that we could. But what I really want to get your perspective is the fact that we have so many of these tools in place today that actually enabled it to happen kind of easily, right? We've got fast internet and we've got a high power mobile devices. And we have a huge suite of mobile applications from Salesforce to Slack, to Acuity. That's the software we use for scheduling. I mean, there's so many tools that, you look at had this happened 10 years ago, of five years ago, 15 years ago, a really different level of pain. And I'm sure, as you look back to the old days, put again application of that service providers and laying all this fiber and a lot of that stuff in 2000 looked like it wasn't necessarily going to pay off. And in fact, a lot of that infrastructure that was put in in those early days has really, kind of shined in this moment where it had to. And it's, I just love to get kind of your perspective with a little bit of a history of how these systems have developed and are in place and really enabled, kind of this work from anywhere, communicate from anywhere, almost do anything as long as you've got access to some type of a device and an internet connection. >> Yeah, I mean, I'll tell you that the broadband infrastructure investments that our telco clients have made over the last, two decades or so have really come into their own through this crisis. I think if you look at the level of investment, Microsoft, Amazon and Google have made in Cloud infrastructure has enabled, our organization, as well as many others, to be able to turn on a dime with respect to this crisis. I actually think that emerging economies that are implementing for example, 5G technologies, and adopting those technologies sometimes faster than their Western counterparts are actually, will leap frog, with respect to using those technologies, and allow if you will, their economies, their businesses, to sustain these kinds of impacts in a much more ready way in the future than perhaps in the past. And I think that, digital and digital transformation is sort of a element to the  business in the future and frankly, to sustaining, economies. So, I think mobile technology, Cloud technology, and the ability to sort of digitize your business and your economy are critical success factors for the future. >> Yeah, if not, you're in trouble because everybody else is doing it. >> Exactly. (Jeff laughs) >> All right, Saleem. Well, thank you for spending a few minutes, sharing your insight, really appreciate it. And congratulations on the new position. I'll look forward to seeing you in that beautiful, innovation Hub, one of these days, as soon as we can get back outside. >> Yeah, thank you so much, Jeff, I look forward to having you at the San Francisco Hub and showing you the virtual implementation of that Hub on our CMS platform. >> Awesome, look forward to it, thanks a lot. >> All right, you take care. >> All right, he's Saleem, I'm Jeff, you're watching theCUBE. Thanks for watching. And we'll see you next time. (upbeat music)

>> from the Silicon Angle Media Office in Boston, Massachusetts. It's the queue. Now here's your host. Still minimum. >> Hi, I'm student men and welcome to a special edition of Cube conversations here in our Boston area studio. Habito. Welcome to the program. First of all, to my right, a first time guests on the program Drew Clark, Who's the chief strategy officer? A click and welcome back to the program tomorrow on Carryon. Who's a senior vice president of enterprise data integration now with Click but new title to to the acquisition of Eternity. So thanks so much for joining us, gentlemen. >> Great to be here. >> All right, True, You know, to Nitti we've had on the program anytime we haven't click on the program, but maybe for audience just give us a quick level set on Click. And you know the acquisition, you know, is some exciting news. So let's start there and we'LL get into it. >> Sure, thanks. Teo and Click were a twenty five year old company and the business analytics space. A lot of people know about our products. Clint View, Click Sense. We have fifty thousand customers around the world and from large companies, too kind of small organizations. >> Yeah. Alright. Eso you No way. Talk a lot about data on our program. You know, I looked through some of the clique documentation. It resonated with me a bit because when we talk about digital transformation on our program, the key thing that different to the most between the old way of doing things the modern is I need to be data driven. They need to make my decision the the analytics piece of that s o it. Tomorrow, let's start there and talk about, you know, other than you know, that the logo on your card changes. You know what's the same? What's different going forward for you? >> Well, first, we were excited about that about this merger and the opportunity that we see in the market because there's a huge demand for data, presumably for doing new types of analytics business intelligence. They they's fueling the transformation. And part of the main challenge customers have organizations have is making more data available faster and putting it in the hands of the people who need it. So, on our part of the coming from eternity, we spend the last few years innovating and creating technology that they helped car organizations and modernize how they create new day. The architecture's to support faster data, more agility in terms ofthe enabling data for analytics. And now, together with Click, we can continue to expand that and then the end of the day, provide more data out to more people. >> S o. You know, Drew, it's interesting, you know that there's been no shortage of data out there. You know, we've for decades been talking about the data growth, but actually getting access store data. It's in silos more than ever. It's, you know, spread out all over the day. We say, you know, the challenge of our time is really building distributed architectures and data is really all over the place and, you know, customers. You know, their stats all over the places to how much a searchable how much is available. You know how much is usable? So, you know, explain a little bit, you know, kind of the challenge you're facing. And you know how you're helping move customers along that journey? >> Well, what you bring up stew is thie kind of the idea of kind of data and analytics for decision making and really, it's about that decision making to go faster, and you're going to get into that right kind of language into the right individuals. And we really believe in his concept of data literacy and data literacy was said, I think, well, between two professors who co authored a white paper. One professor was from M I t. The other one's from ever sin college, a communication school. Data literacy is the kind of the ability to read, understand, analyze and argue with data. And the more you can actually get that working inside an organization, the better you have from a decision making and the better competitive advantage you have your evening or wind, you're going to accomplish a mission. And now with what you said, the proliferation of data, it gets harder. And where do you find it? And you need it in real time, and that's where the acquisition of opportunity comes in. >> Okay, I need to ask a follow up on that. So when a favorite events I ever did with two other Emmett professors, yes, where Boston area. We're putting a lot >> of the >> mighty professors here, but any McAfee and Erik Nilsson talked about racing with the machine because, you know, it's so great, you know? You know who's the best chess player out there? Was it you know, the the human grandmaster, or was that the computer? And, you know, the studies were actually is if you put the grandmaster with the computer, they could actually beat either the best computer or the best person. So when you talk about, you know, the data and analytics everybody's looking at, you know, the guy in the ML pieces is like, OK, you know, how do these pieces go together? How does that fit into the data literacy piece? You know, the people and, you know, the machine learning >> well where you bring up is the idea of kind of augmenting the human, and we believe very much around a cognitive kind of interface of kind of the technology, the software with kind of a person and that decision making point. And so what you'LL see around our own kind of perspective is that we were part of a second generation be eye of like self service, and we've moved rapidly into this third generation, which is the cognitive kind of augmentation and the decision maker, right? And so you say this data literacy is arguing with data. Well, how do you argue and actually have the updated machine learning kind of recommendations? But it's still human making that decision. And that's an important kind of component of our kind of, like, our own kind of technology that we bring to the table. But with the two nitti, that's the data side needs to be there faster and more effective. >> Yeah. So, Itamar, please. You know Phyllis in on that. That data is the, you know, we would in big data, we talk about the three V's. So, you know, where are we today? How dowe I be ableto you know, get in leverage all of that data. >> So that's exactly where we've been focused over the last few years and worked with customers that were focused on building new data lakes, new data warehouses, looking at the clouds, building basically more than new foundations for enabling the organization to use way more data than every before. So it goes back to the volume at least one V out of the previous you mentioned. And the other one, of course, is the velocity. And how fast it is, and I've actually come to see that there are, in a sense, two dimensions velocity that come come together. One is how timely is the data you're using. And one of the big changes we're seeing in the market is that the user expectation and the business need for real time data is becoming ever more critical. If we used to talkto customers and talk about real time data because when they asked her data, they get a response very quickly. But it's last week's data. Well, that's not That doesn't cut it. So what we're seeing is that, first of all, the dimension of getting data that Israel Time Day that represents the data is it's currently second one is how quickly you can actually make that happen. So because business dynamics change match much faster now, this speed of change in the industry accelerates. Customers need the ability to put solutions together, make data available to answer business questions really faster. They cannot do it in the order ofthe month and years. They need to do it indoors off days, sometimes even hours. And that's where our solutions coming. >> Yeah, it's interesting. You know, my backgrounds. On the infrastructure side, I spent a lot of time in the cloud world. And, you know, you talk about, you know, health what we need for real time. Well, you know, used to be, you know, rolled out a server. You know, that took me in a week or month and a V m it reduced in time. Now we're, you know, containerized in communities world. And you know what? We're now talking much sort of time frame, and it's like, Oh, if you show me the way something was, you know, an hour ago. Oh, my gosh, That's not the way the world is. And I think, you know, for years we talked to the Duke world. You know what Israel time and how do I really define that? And the answer. We usually came up. It is getting the right information, you know, in the right place, into the right person. Or in the sales standpoint, it's like I need that information to save that client. They get what they need. So we still, you know, some of those terms, you know, scale in real time, short of require context. But you know what? Where does that fit into your customer discussions. >> Well, >> to part says, you bring up. You know, I think what you're saying is absolutely still true. You know, right? Data, right person, right time. It gets harder, though, with just the volumes of data. Where is it? How do you find it? How do you make sure that it's It's the the right pieces to the right place and you brought up the evolution of just the computer infrastructure and analytics likes to be close to the data. But if you have data everywhere, how do you make sure that part works? And we've been investing in a lot of our own Cloud Analytics infrastructure is now done on a micro services basis. So is running on Cuban eighties. Clusters it Khun work in whatever cloud compute infrastructure you want, be it Amazon or zur or Google or kind of your local kind of platform data centers. But you need that kind of small piece tied to the right kind of did on the side. And so that's where you see a great match between the two solutions and when you in the second part is the response from our customer's on DH after the acquisition was announced was tremendous. We II have more customer who works in a manufacturing space was I think this is exactly what I was looking to do from an analytic spaces I needed. Mohr did a real time and I was looking at a variety of solutions. She said, Thank you very much. You made my kind of life a little easier. I can narrow down Teo. One particular platform s so we have manufacturing companies. We have military kind of units and organizations. Teo Healthcare organizations. I've had just countless kind of feedback coming in along that same kind of questions. All >> right, Amaar, you know, for for for the eternity. Customers, What does this mean for them coming into the click family? >> Well, first of all, it means for them that we have a much broader opportunity to serve them. Click is a much, much bigger company. We have more resources. We can put a bear to both continuing enhance The opportunity. Offering is well as creating integrations with other products, such as collecting the click Data catalyst, which are click acquired several months ago. And there's a great synergy between those the products to the product and the collected a catalyst to provide a much more comprehensive, more an enterprise data integration platform, then beyond there to create, also see energies with other, uh, click analytic product. So again, while the click their integration platform consisting Opportunity and Click the catalyst will be independent and provide solutions for any data platform Analytic platform Cloud platform is it already does. Today we'LL continue to investigate. There's also opportunities to create unique see energies with some afar clicks technologies such as the associative Big Data Index and some others to provide more value, especially its scale. >> All right, eso drew, please expand on that a little bit if you can. There's so many pieces I know we're going to spend a little bit. I'm going deeper and some some of the other ones. But when you talk to your customers when you talk to your partners, what do you want to make sure there their key takeaways are >> right. So there is a couple of important points Itamar you made on the data integration platform, and so that's a combination of the eternity products plus the data catalysts, which was, you know, ca wired through podium data. Both of those kind of components are available and will continue to be available for our customers to use on whatever analytics platform. So we have customers who use the data for data science, and they want to work in our python and their own kind of machine learning or working with platforms like data robots. And they'LL be able to continue to do that with that same speed. They also could be using another kind of analytical visualization tool. And you know, we actually have a number of customers to do that, and we'LL continue to support that. So that's the first point, and I think you made up, which is the important one. The second is, while we do think there is some value with using Click Sense with the platform, and we've been investing on a platform called the Associative Big Data Index, and that sounds like a very complicated piece. But it's what we've done is taken are kind of unique kind of value. Proposition is an analytical company which is thehe, bility, toe work with data and ask questions of it and have the answers come to you very quickly is to be able to take that same associative experience, uh, that people use in our product and bring it down to the Data Lake. And that's where you start to see that same kind of what people love about click, view and click sense and brought into the Data Lake. And that's where Tamara was bringing up from a scale kind of perspective. So you have both kind of opportunities, >> Drew, and I really appreciate you sharing the importance of these coming together. We're going to spend some more time digging into the individual pieces there. I might be able to say, OK, are we passed the Data Lakes? Has it got to a data swamp or a data ocean? Because, you know, there are lots of sources of data and you know the like I always say Is that seems a little bit more pristine than the average environment. Eso But thank you so much and look forward to having more conversations with thanks to all right, you. And be sure to, uh, check out the cute dot net for all our videos on stew minimum. Thanks so much for watching

>> Live from San Francisco. It's the cube covering IBM thing twenty nineteen brought to you by IBM. >> Welcome back. We're here in Moscow, named North for IBM. Think twenty nineteen. I'm stupid. I'm unhappy. Toe. Welcome back to the program. A cube alone. Dave Russell, who is the vice president of enterprise strategy with Team and IBM partner Dave. Thanks so much for joining us. >> Hey, thank you for having against two. >> All right, S o. You know, big thing we're talking about here of the show. It's hybrid cloud. It's multi cloud and IBM, you know, spent, you know, big money to make acquisitions in the space to be there. Multi club. Something I've been hearing from theme for a number of years. Talk to us about kind of the relevant. Why beams here at this show? And we'll get into it from there. >> Yeah, absolutely. You know, So I've been traveling the world. Really? You mentioned Barcelona just a moment ago. Been? You know, Barcelona, Vegas, a number of other cities really pitching beams, multi cloud capabilities and story. And the short version of it is we believe that all organizations are really multi cloud today. Whether they realize it or not, they're going to be more multi cloud in the future. And what I mean by that is if you think about availability, backup in recovery and replication, you know it's a Zurich zur stack. It's a ws. It's private cloud. It's obviously what you have on premise, and it's the stuff you haven't even thought about tomorrow. And you. If you want to make a little adjacent stretch, you can put software is a service. I think in there, too, So it's about really offering protection, but also portability. >> Yeah, absolutely. When you have that multi cloud world world, of course, data is one of the most important things and how to lie for you. No protect and secure my data and leverage that data is critically important. IBM has a lot of different pieces. Where's the intersection between vehement IBM? >> Yeah, it's actually pretty exhaustive. So I'm a former I B M for fifteen plus years still live in Tucson, where IBM storage has a big presence and, you know, so it's everything from tape. We still believe Tape has a role to play, by the way, actually just released some new tape capabilities. It's, of course, the servers that they offer, and as well as the GTS Global Services and IBM cloud, of course, were interact with but their storage raise their virtual ization solutions. All of that. We have hooks and integration into today. >> Yeah, IBM have a pretty broad and deep portfolio, so lots of places for for being too play Dave. If he had an announcement recently updated, you were just alluding to some of the function of what? Why do you walk us through what the latest is? >> Yeah, it's actually the largest in company's history, which is now eleven years shipping product as of today, which is three weeks ago today we released the product, but as of today, there's sixty four thousand downloads that's against the base of three hundred thirty thousand ish customers might be three hundred thirty two thousand, but sixty four thousand dollars in exactly three weeks. Couple of capabilities from a cloud perspective alone. We've got this kind of probability that we spoke about take any workload on premises or physical virtual that's running in your shop and to be able to move it somewhere else. Really, to click restores to be able to get Teo Zura zur Stak E. W s. From an IBM perspective, we can definitely support IBM cloud in that we've got beam availability suite for a W s, where we can take instances running in a Ws like Mongo to be Cassandra and bring that back. You may want to bring that back for safekeeping or even transformation on prime two of'em instance, we've got all kinds of interesting things to not least of which is called cloud Tear. It sounds like an archive solution. It's it's really not. We underneath the covers take what's on running on premises for you. Let's say you're a beam shop today, and we can take out those unused blocks, unbeknownst to you and stage als off objects storage. And we can optimize how we do that. Right? So we can make sure you avoid egress charges. We essentially short version of that is in active source side D duplication of optimizing the blocks in the cloud. And then we leave uninterrupted access to it on prime. You don't ever have to know what's in the cloud. Change your behaviour. Changed the application to update it. Those are just a couple of the many things that we introduced. >> Well, yeah, quite a few things there, Dave. You know, in a multi cloud world. Can you bring us inside the customers? You know, Who is it that teams working with there? You know, cloud architect. Seems like it would be different than kind of the traditional, you know, storage or system administrator there. You know, one of the things we worry about in a multi cloud worlds is I've got different skill sets I need for all of these and how their organizations manage that. And, you know, how is the organization shaping up? >> Well, today You're right. It can be dispersed people, you know, disparity, folks. You know, it could be the software as a service person. It could be someone that's used to thinking, say, a ws. And I know when we go as a company to ignite their conference when we go there because, Ah, company Ricard called and two ws that specializes in that the people that come up to that desk don't even know who I mean. So >> reinvent your saying for all it was on >> my bed yet. So, you know, they don't even know the on premise, right? They only know what their specific focuses. And so, you know, we interact with a multitude of different roles where they tend to unite is vice president of infrastructure. But it could be many different touch points. I think is an organization. If you're especially a C i. O, you're probably a little bit worried about how many different things are going on there. Can we have a common management plain? >> Yeah. One of the areas that's really interesting. We talk about the public clouds. IBM has a long tradition with kind of C. S, P. S and M s bees, the service providers ahs. You will where does seem interacted at that layer of the ecosystem. Yeah, >> well, we have really twenty one thousand different being cloud service providers today, some of which manage over one million different machine instances just themselves. So we did a number of actually updates for them as well. And that's actually one of the tape integration points we now offer tenant to tape ifyou're a cloud service provider to offer an additional capability. But we offered, you know, the engine, if you will, that people can build it back up as a service disaster, recovery as a service, a solution around. >> Okay. Excellent. And thiss new release. What was it called? Yeah. >> It's a long name. Its aversion nine dot five update for >> that That screams major release. Yeah, >> well, it's the importance of it belies the, you know, the Newman clincher. But, you know, the reality is it's the biggest in our history. >> Yeah. So, Dave, give us a little insight. You know, you're doing the presentation here at IBM. Think give us some of the the team present where we're going to be seeing the bright green throughout the show. >> Yeah. Yeah. So there's been a couple of different things taking place already. I'm really going to hit multi cloud. Very, very hard. Really? From a how you should think about. So I really intended to be so much a beam commercial we'll talk about, you know, unabashedly, what being capabilities are but really set up a thought process. You know, a framework I get to kind of play a little bit of my analyst role, but, well, how much you want, You know, approach this. >> Yeah. David, I'm glad you brought it up. I love when you get here. We put your analyst hat roll on. We can. You know, talk is analysts here when I look at multi cloud networking. Management and security have just been this challenge we've been looking at. We've made progress as a whole, but there's still a lot of concerns. And, you know, multi cod sure isn't simple for the enterprise today. Ah, where we doing well is an industry. I know there's some areas that Beam has specific expertise to help on DH solutions, but I won't give a critical eyes, too. You know, what we need to do is an industry as a whole to make things better for customers, You >> know, the number one thing I would say is have a design, have a plan, don't fall into this haphazard. And one of the reasons I assert that just about every organization is multi cloud is because no matter what size you are, somebody somewhere has deployed something in a cloud or two or more. And again, if you throw software is a service into that. Now, this's just geometrically expanded. But it hasn't been like a conscious design strategy. >> Yeah, in many ways that we used to talk about shadow it Teo and many thie old. It was we used to call it either silos or cylinders of excellent, depending on the organization that you lived into. The concern I have is we're kind of rebuilding these in the cloud. So how we've learned from the past, our customers, you know, the CEOs, the organization's getting a better handle around their environment today. Or are we failed to do what was done in the past? >> I think we're getting incrementally better. Obviously, some organizations are, you know, accelerating faster than others. I think initially, when people thought, well, I can lift and shift and life will be better. You know, I can just like I introduce server virtual ization. Now, everything's cheaper, and I'm going to spend a lot of money to do that, you know? Well, I'm going to go to the cloud. It's going to be cheaper. And I just doing the same exact capabilities, instances and deployment that I was doing before never really worked out. So I think if you're approaching us something fresh and new and trying to actually take advantage of those capabilities here in a better position. >> Yeah. So I had a really interesting discussion earlier today. Had had the heads of V M wears cloud a group in an IBM cloud on. Of course, one of them comes up is you know, are we just lifting and shifting or re transforming and how to developers fit into it? So I'd love to hear from a beam standpoint as that, you know, application, maturity and modernization happens. You know What? What does that mean to the VM portfolio? >> Well, I would be really exciting if we do see more of a development base because I think really then you can add on extensions to what? Today the team is a data capture retention engine. It's best known for backup in recovery, disaster, recovery. But it could be so much more than that. So just a quick commercial button integration. Answer your question of we can now stand up ad hoc, isolated instances of machines and you can run things on that like GDP are scrubbing. You know, you can also do what we call a secure restore you, Khun. Understand? Well or not, it has a virus associated with it before populated back into the environment. But as a application community, you may want to say tomorrow morning at ten AM I want thes ten servers stood up with fresh data so my team could go in there and now generate faster applications for the business. It's really a business transformation St That's why I think we need more developers. >> Yeah, I remember one of the demons I attended, the CTO of Microsoft came, and you handed out his book, which I read recently, and it was kind of that they called it. It's not like science fact. But, you know, you talked about about cyber security and the challenge we faced in, you know? Okay. The global terrorists are going to come, you know, wipe out, you know, the entire infrastructure, and it's a little bit close to home, you know, because you kind of understand the security threat. Where does seem fit into the security picture when it when it comes to multi cloud things like Ransomware and the like, >> Yeah, unfortunately, things are going to happen. And we know this because things are already happen to number of organizations. It doesn't, you know, really take too long to find somebody that's been affected by this already. And so when that happens, you need some first level step of remediation. You need to get back as fast as you can to known. Good copy of your data. You know, Certainly that's where beam comes in, but being ableto also have portability. What if we could go and take your Azzurri instance data? Do the bios conversion for you automatically and send that to Amazon or vice versa. So you can have another offline, baldheaded copy. Or, you know, in that ransom where notion I presented to you. You know what? If you have to go backto backups, put ransomware typically lies dormant before it actually deploys the payload. So you don't know exactly how far back you need to go. So with this capability, you could go back on ly so far as you need to me Because you could verify exactly when vulnerability was introduced. But do that in a way that's sandbox isolated off the network and not putting you at risk. All >> right, Dave gives little look forward. What would be it would be expecting to see from beam through twenty. Nineteen? >> Yeah, we're focused a lot on increasing scale way. Believe that were very easy to use. Solution. People say no. Simple, you know, flexible, reliable. We wantto keep enhancing that, but we're looking at additional work loads to protect all the time cloud capabilities to expand upon a new ways, though, to take what it has always been a data protection company and make it a data management company. Things we were just speaking about from a developer angle. You're going to see us go a lot harder on that. We have a significant amount of investment way Got the largest We believe storage software investment history of five hundred million ended last year with a rich cash reserves. So now, instead of busy trying to do stuff, we're also looking at busy. What else do we need to acquire? Potentially. All right, >> well, Dave, the Cube is really excited to be back here in the redone Mosconi. A little bit more glass, a little bit more light, a little bit more space. The theme is having its annual user conference at facility. We really like to the front of blue in Miami for people that are going or thinking about going to tell him what they should be expected if they attended. >> Yeah, well, you'll get to see live demonstrations of everything I've been speaking about and Mohr, you know, seeing is believing, right? It's one thing to have power point. It's another thing to actually see someone demo it. And some of our folks, they actually demo this live on stage mean they're not canned demos. They're actually going into real servers and doing things like having a virus infiltrate and then remediating from that. So you'll get to see that you get to Seymour of road map. You'll get to see more customers, success stories and our partner ecosystem. We have a huge number of partners, of course, IBM being one of them. But we'll have a whole legal system of people there as well that have built his business around. Wien. >> Alright, Dave, want to give you the final word takeaways as to the importance of what's happening here at IBM, think the partnership and beyond, Well, >> IBM like you mentioned. I mean, they're probably the last major portfolio vendor on the planet, right? And they do just about everything you can imagine. And so from a partnership perspective, there's there's no geography, There's no vertical. There's practically no cos. Size, and there's almost no technology that's untouched. So the opportunity to interact and partner is huge. We believe we can offer some advantages in terms of simplicity in terms of cloud mobility and exploitation of IBM infrastructure. And we're just happy to be here and view them as a very strong partner. >> All right, well, Dave Russell. Always a pleasure to catch up with you. Thanks so much for joining us. Thank you. All right. And we'll be back with more coverage here from IBM. Think twenty nineteen. Of course, the Cube will also be a giveem on May twentieth through twenty second at The Phantom. Blew in Miami, Florida on stew minimum. And thank you for watching the Cube.