>>from around the globe. It's the Cube presenting Cuban cloud brought to you by silicon angle. Okay, we're now going >>to explore what it's like to be the CEO of a fast paced growth company in Silicon Valley. And how the cloud, however, you wanted to find the cloud public cloud on Prem Hybrid, etcetera. How it supported that growth. And with me is Kathy Southwick, who is the CEO of pure storage. Kathy is really deep experience. Managing technology organizations spent a number of years overseeing A T and T s cloud planning and engineering and another few years overseeing a team of a Couple 1000 network and I T engineers working to break the physical stranglehold of fossilized telco networks, implementing network functions, virtualization and a software defined methodology for the company. And, of course, you spent the last couple of years is the CEO of Pure. So Cathy, it's great to see you again. Thank you for coming on the program. >>Thanks for having me. It's good to be here. >>You're very welcome. And so so >>given your >>experience with cloud, you know, dating back to really the early part of last decade. How did you look at cloud back then and how How is it evolved from your point of view? >>You know, it's Ah, it's an interesting question because I think that we've there's some things that have moved very fast and there's some some things that are very much the same as they were even a decade ago. I think that all companies are very focused on How do you think about Cloud? Do you think about it as on Prem? And when I started, we really were focused on an on Prem solution, and I'm in building an on Prem private cloud to help modernize our business. So I think that, you know, with that all companies are still in that same mindset of how do I want to think about Cloud? And how do I want to think about that on Prem versus Public versus, you know, combination or some type of hybrid solution? So I think all of us around that journey, it just seems like it's taken. It's probably a bit longer than most of us probably thought from beginning. >>So as a CEO thinking about that evolution, how has that informed the way you think about applying specifically the public cloud to pure business. >>You know, I think that we've been a for pure ourselves. I think we're in a really unique position. We were essentially born in the cloud. So we're, you know, company. That's 10 11 years old. And if I If I give the contrast of that of 18 t being, you know, 130 year old company Onda having a lot of applications that have, you know, lived historically on prim. There's very different issues and challenges that you have pure has had that. I think the advantage just like many other companies that were born in the cloud who have can see what advantages are very quickly. And we made decisions early on that said that we were gonna actually do both. We were gonna look to say, How do I put those applications in that in that data, whether it was on public or in on Prem and be able to do that both in the i t. Side as well as within the product side? So how we build our products now, >>as I mentioned up front, you have obviously a lot of experience managing large technology teams. My question is. When you first saw the emergence of the modern cloud, how did you communicate with your team members? I mean, you mentioned you were kind of building your own private cloud, so I guess that's less threatening to people. But what was it like? You know, Was there a concern? You know, with the eager to jump in? What was that dynamic like? And how did you manage >>it? You know, it's really it's a different depending on the different part of the organization. So I'll give you kind of two things I learned one of them was that our teams in the operation side, they saw it as a huge advantage. They saw it as an opportunity to really modernized to really get themselves both their own individual skill sets advanced, as well as provide a better level of service for our internal, you know, customer, so to speak. Our application in our data partners that we had to work with, um, they thought is an opportunity to bring agility to their applications quicker speed to market, um, or currency of their applications. So they actually got some benefits that they weren't. Actually, I'll call planning for they were they had the opportunity toe get investment in their applications without having to put the that investment on themselves. I would tell you the thing I learned from the teams, this is probably might be a little bit surprised. But often, you know, leaders believe like, you gotta have all the answers. You're gonna drive everything you're gonna let make sure everyone knows what needs to get done and what I actually found. This was actually one of my big moments, I think, was our Our individuals are employees are teams. They're so brilliant and so bright on driving change. And a lot of times leaders, I think, get in the way that so for cloud and adoption, it was really about me getting out of the way. It was really about setting that north star for where we want to go from the ability to deliver fast and quick for our business. And they get out of the way and let our teams actually drive. So it was a great, um, it was we actually actually saw the reverse. I saw more employees wanting to drive, and I needed to, like, back out and just say, Here's what we need to go. Let them drive us there. >>Alright, So I gotta ask you don't Please don't hate me for asking this question, but was your your gender and advantage was at a disadvantage. It wasn't really irrelevant in that regard. >>It was a relevant um, I think that it was I actually I truly believe it's irrelevant. I think it was literally recognizing that leaders need to set vision and what we want to achieve and let our letter of teams help us drive to get there. And I think that that is, you know, gender neutral. I think it's really about, you know, kind of checking your ego and everything else out to the side. And it's really about empowering people in our teams. Thio help drive us there. >>So thinking about that that learning specifically are there any similar tectonic shifts that you're you're seeing today where you can apply that experience? I'm just like, for instance, new modes of application development and requiring new skill sets are, or maybe another that you can think of. >>Yeah, I think I think honestly, it traverse is everything that we that we have to do as a you know, as a leader of a technology team, and whether you're in a high growth company like Pure or you're in a company that's trying to take costs out of your business or trying to, you know, do things. I think that it, um it really is a matter of leaders needing to set the stage. And so if we're trying to drive, you know, changing the business, it's really making sure that we're doing I'll calm or more empowering of our employees and they because they will see the way that we can get there. It's just a matter of, you know, letting them have that ability to do it. >>So you joined pure around two years ago and obviously growing very quickly. I love pandemic has changed the trajectory of that growth, but still good outlook. Um, but Silicon Valley fast paced company, you know, I kind of put it in the camp of the the work days, and the service now is that could have similar similar cultural patterns there. So you talked a little bit about this, but I wonder if we could come back and more specifically how you're leveraging cloud, how you're thinking about it, you know, on Prem Hybrid, Now the edge. And how did that contribute Thio Puros growth? >>Yeah, that za great question because I think that why I shared earlier, you know, we were essentially born in the cloud. I think that what it's really driven us is to be thinking more forward about where customers were going and what their challenges are. So whether it's for the I t. Teams on what we're trying to do to deliver for our business and, you know, innovation, they're obviously trying to make sure they can hit their revenue goals and all those things that important that every business deals with. But we also have that same mindset on how we develop our products. So it's really all driven by where the customer is going that they need data mobility. They need application mobility. They need really portability so that the moment that you have that ability where you can kind of control your destiny and define it, and you only could get that by having, you know, applications that are portable and data that is mobile and secure, that you have that kind of flexibility. So I think for pure we've been definitely in a great position to drive for our customers or drive where our customers are going. And so we have to find our entire product set. So not just how we operate as a business and run our business. But then how we define for our customers Same mindset is if our customers are going to the cloud that we need, have products that can help them to be in the cloud or be, you know, on print and let them decide what that looks like. Well, >>it's interesting you mentioned that and I hearken back to the The Port Works acquisition, which is an attempt to really change the way application development has done is another sort of approach Thio in a sort of modern data architecture, you, as the CEO of a technology company, most CEO, is that I know inside the tech companies that they're sort of the dog Fuding or champagne drinking, you know, testing. So So had you already started to sort of use that tech? Are you starting to, you know, Does it support that vision that you just put forth? Maybe you could talk a little bit about that. >>Yeah, It does. So we eso We had not been using port works as a za product. We were just starting down that path of looking at How do we do container ization for the applications that we do have on Prem? That's both in our engineering side as well as within I t. And so But we quickly have recognized, just like you know, And part of that acquisition is applications or companies won't have the ability to have that portability of their applications and have that flexibility that they're all striving for unless they've done things like containerized or applications made them that they're able to move them across different cloud environments, whether that's on Prem or off Prem or some hybrid eso for ourselves. You know, Port Works was a really critical acquisition, will help us on our own journey of doing the application, modernization and putting that keep those capabilities in place. But it will also enable our customers to have that same flexibility. So, again, going back to the we've adopt, these things aren't like a this is for this group, and this is for you know, this customer. It's really about how we operate both internally and then what we are providing for our customers so that portability and being able to have control of your own destiny, that's that's really to me what hybrid cloud is all about. And you can't really achieve that If you don't have some of these capabilities within your, you know, within kind of your toolbox. >>Great. Thank you for that. So I'm interested in is the head of, ah technology group at a tech company? And what are the meaningful differences? I mean, a lot of differences, but relative to CEO of a large telco or or other incumbent, you know, what are some of the good, the bad? And, uh, you know, the ugly, the differences. >>Yeah, you know, it's I meet with a lot of CEOs across Silicon Valley and we kind of joked that when you are working in a company that is a technology based company, you know, everybody knows how to dio, you know, because you do you have a brilliant engineers and and that they do know. I think the difference that you start to see is that you know, I t is, um is required to make sure that availability is their inherent in what you're doing on immediate roll out with like, you know, an application that's occurring. That's very different than how you do product lifecycle management. Um, what what we've what I've seen, actually, though, is more similarities. I know that's probably surprised to you, but coming out of a T and T, what I have been working on those last couple of years was actually doing the combination of engineering and I t into one organization and that you do have a lot of benefits for, for how you can then develop, how you can manage and the skill sets. There's a lot of similarities. So there's there's actually probably more similarities between companies and on what they're trying to achieve than than you would probably think there would be just because we're all trying to make sure that we can develop quickly. How about is >>it relates to cloud Cathy? I mean, I remember the early days of cloud, a lot of the big banks that we could build our own cloud. We can essentially compete at scale with with Amazon, where you know the big bank on. Then I think they quickly realized well, the economics actually don't favor us necessarily. Do you think there's a different perception about the use of cloud between sort of traditional incumbents and a tech company in Silicon Valley? And if so, how? >>So now I think that the if you are, you know, a bank is you refer to, and having it really is where you're starting from. If you have a very large infrastructure footprint and application footprint, your applications probably not born in the cloud. There's a lot of modernization that has to be done with those applications so that they could operate as efficiently in a public cloud as an example. And I think that's something that sometimes gets overlooked is there are enormous benefits going to public cloud. But there's also cost if your applications or your data doesn't really fit as well in that type of environment. So I think that for large enterprises like the banks, some of the telcos they've got very large footprints of infrastructure. Already, those investments have been made, and what they're really looking for is how doe I increase my ability to, you know, whether it's agility or its speed, or it's lower cost or it's all those things, and I think that's the That's a different path of different journey that they're on. So they're trying to balance all those equations of, you know, the economics as well as the ability to have, you know, no more investment or minimal investment in that infrastructure. For companies like Pure, where we started off of those investments are decision and kind of. The decision tree that we use is if it makes sense. And I don't have to make that investment on Prem for whatever reason, that I should go ahead and make that investment in a public cloud strategy or a hybrid cloud strategy kind. Differentiate that because I think that it's different depending on the company. You are, um, and so it really kind of depends on where you're starting from then. It also depends on what you're trying to achieve if you're just trying to achieve an economic solution. If you're trying to achieve a strategic solution, if you're trying to get agility. Andi, I think it is different for companies, and it's different depending where you're at in your kind of journey. So for a Silicon Valley company whose you know hyper growth, you know, one. We're very focused on abilities. You know everything from scale, because we've got to scale quickly. And those are things that we don't wanna have to start going and building all these data centers to go do that. We don't have those embedded investments. So it's Ah, it's a real difference in where your starting point is. And I think there I think there's value in in all those different type of approaches, >>right? And it's a real advantage for you that you don't have to shell out all that cap ex on Data Center. >>That's right. Um, as you look >>back at the last 10 years of cloud, you know, it was largely about eliminating the heavy lift of infrastructure deployment and SAS if I ng you know the business, what do you see? Going forward? What do you think the was gonna unfold in the 2020 is? Is it gonna be more of the same? Or do you expect meaningful differences? >>I think that we're going to get better as, um as you know, technology leaders on how to quickly make decisions. Um, and not its have it less political. And I think Kobe is actually taught us a lot about that around companies more willing to make. I'll call it a A you know, a faster decision and remove some of the red tape. I've heard this from many of my peers that things that might have taken them months and months to get approved. Um, it's nowadays if even if they even have to go get approval. So I think that what we're going to see is we'll see the continuance of, um, you know, a public and I'll call really hybrid cloud type of solutions. And I think it will be more purposeful about what goes there and how. How that can help us toe, you know, I'll call it enable us much faster than we've been able to do it before. I think that's been our challenges. We've, you know, we get mired into some of the you know, the details of some of these things that maybe it would be easier for us to just make the decision to move forward than Thio. Keep going around around on what's the right way to do it. Yeah, >>so that's interesting. You're saying about the fast decisions? I felt like, ah, lot of 2020 was very tactical. Okay, go deal with the work from home, etcetera. Although you you definitely see I t spending, uh, suppressed in 2020. Our forecast was minus 4% but we're saying it's gonna grow. We actually see a decent snapback. You know, what are you seeing? Generally, Not even necessarily pure. But when you talk to some of your colleagues, you obviously in the technology business, it's good to be in the technology business these days. But to use do you see spending, you know, generally coming back And maybe the timing first half, maybe a little soft second. What are you seeing >>there? Yeah, almost identical wage that. I think that we'll see, you know, a little bit of, ah tendency toe, not really hold back, but really kind of see what's happening in the first quarter of the year. There's a lot, you know, going on with companies and everyone's having to kind of balance at what that looks like. I do see. And what I'm hearing from several of my peers is that, you know, it's not necessarily budget cuts. It might be budget re directions. It might be rude prioritization, but definitely technology investments are still there, and it's still important for businesses to keep on their journeys on. But we do see that even at pure as a way to differentiate ourselves in the market as well, do you? What >>about the work from home piece? I mean, prior to co vid, I think the average was about 15 or 16% of employees work from home. You know, now it's gotta be, you know, well, over in the high seventies, Onda CEO is that we've talked to suggest that, you know, that's gonna come down in the first half, maybe down toe, still pretty high 50 60%. But then eventually is gonna settle at a higher rate than it was pre pre covert. Maybe double that rate may be in the 30 35 maybe even 40%. You know? What are you expecting >>Something probably very similar. I think that what companies have recognized and I actually tell you CEO have thought this many of them for many years that there is a huge value value and having some type of hybrid model. There's value in having, you know, both from a business perspective as well as a personal perspective. So employees work life balance and trying to balance that. So I think that, you know, we a pure and myself, As you know the CEO hugely expect that we will see some type of you know, I'll call leveling off, figure out what's the right for the right group. And I think what we don't want to get into is, you know, Chris prescriptive that says, You know, this is what the company will look like as a whole. I think it really is going to come down to certain certain types of work are more conducive to a more work, remote environment others need to have. And I always kind of uses term of individual, you know, productivity versus team. You know, productivity. We've seen, you know, great advances and or individual productivity. A team productivity is still a challenge when you're still trying to do very collaborative, you know, brainstorming sessions. And so we are looking at capabilities to be able to enable our employees to do that. But there there's some things you just can't replace. The human interaction and ability to very quickly inter actively, you know, five minutes catch someone to do that. So I think we'll see. We'll see both. We'll see some leveling off, and I think we'll see some areas of businesses that have once thought You can't do that remote. They might actually say, Hey, that is work that commute remote So I think we'll see a combination of both. That's an >>interesting perspective on productivity. And what's the What's the old saying is You could go go faster alone. But further as a team and and not a lot of folks have been talking about that team productivity, we we clearly saw the hit the positive hit on productivity, especially in the in the technology business. So So my question then is so you expect? You know H Q doesn't go away. Maybe it gets, you know, maybe it gets smaller, Uh, but so is their pent up demand for technology spending at the headquarters. Because you've been you've been, you know, pushing tech out out to the edge out to the remote workers. Securing those remote workers figuring out better ways to collaborate is their pent up demand at H. Q. >>Um, absolutely. We've been, you know, we've been actually exploring different technologies. We've been uh, looking at what are things that you know could help create a different kind of experience, eh? So I do think it will be some different types of technology. Those would be the things that maybe aren't even out there developed yet on Have you create some of those comparable experiences. So I think that the notion of you know individuals will continue to thrive, but we've got to start working on How do we continue to enhance that? That team, um, collaborative productivity environment that looks and feels different than what it might look like today. Yeah. >>They got to leave it there. Great as always. Having you in the Cube. Thanks so much for participating in Cuban Cloud. >>Great. It's great to be here. Thank you. >>Keep it right there. Back more content right after this short break. >>Yeah.

>>Hello, everyone. My name is Rick Pew. I'm a senior product manager at Mirant. This and I have been working on the Doctor Enterprise Container Cloud for the last eight months. Today we're gonna be talking about multi cloud kubernetes. So the first thing to kind of look at is, you know, is multi cloud rial. You know, the terms thrown around a lot and by the way, I should mention that in this presentation, we use the term multi cloud to mean both multi cloud, which you know in the technical sense, really means multiple public clouds and hybrid cloud means public clouds. And on Prem, uh, we use in this presentation will use the term multi cloud to refer to all different types of multiple clouds, whether it's all public cloud or a mixture of on Prem and Public Cloud or, for that matter, multiple on Prem clouds as doctor and price container. Cloud supports all of those scenarios. So it really well, let's look at some research that came out of flex era in their 2020 State of the cloud report. You'll notice that ah, 33% state that they've got multiple public and one private cloud. 53% say they've got multiple public and multiple private cloud. So if you have those two up, you get 86% of the people say that they're in multiple public clowns and at least one private cloud. So I think at this stage we could say that multi cloud is a reality. According to 4 51 research, you know, a number of CEO stated that the strong driver their desire was to optimize cost savings across their private and public clouds. Um, they also wanted to avoid vendor lock in by operating in multiple clouds and try to dissuade their teams from taking too much advantage of a given providers proprietary infrastructure. But they also indicated that there the complexity of using multiple clouds hindered the rate of adoption of doing it doesn't mean they're not doing it. It just means that they don't go assed fast as they would like to go in many cases because of the complexity. And here it Miranda's. We surveyed our customers as well, and they're telling us similar things, you know. Risk management, through the diversification of providers, is key on their list cost optimization and the democratization of allowing their development teams, uh, to create kubernetes clusters without having to file a nightie ticket. But to give them a self service, uh, cloud like environment, even if it's on prem or multi cloud to give them the ability to create their own clusters, resize their own clusters and delete their own clusters without needing to have I t. Or of their operations teams involved at all. But there are some challenges with this, with the different clouds you know require different automation. Thio provisioned the underlying infrastructure or deploy and operating system or deployed kubernetes, for that matter, in a given cloud. You could say that they're not that complicated. They all have, you know, very powerful consoles and a P I s to do that. But did you get across three or four or five different clouds? Then you have to learn three or four or five different AP ice and Web consoles in order to make that happen on in. That scenario is difficult to provide self service for developers across all the cloud options, which is what you want to really accelerate your application innovation. So what's in it for me? You know We've got a number of roles and their prizes developers, operators and business leaders, and they have somewhat different needs. So when the developer side the need is flexibility to meet their development schedules, Number one you know they're under constant pressure to produce, and in order to do that, they need flexibility and in this case, the flexibility to create kubernetes clusters and use them across multiple clouds. Now they also have C I C D tools, and they want them to be able to be normalized on automated across all of the the on prim and public clouds that they're using. You know, in many cases they'll have a test and deployment scenario where they'll want to create a cluster, deploy their software, run their test, score the tests and then delete that cluster because the only point of that cluster, perhaps, was to test ah pipeline of delivery. So they need that kind of flexibility. From the operator's perspective, you know, they always want to be able to customize the control of their infrastructure and deployment. Uh, they certainly have the desire to optimize their optics and Capex fans. They also want to support their develops teams who many times their their customers through a p I access for on Prem and public clouds burst. Scaling is something operators are interested in, and something public clouds can provide eso the ability to scale out into public clouds, perhaps from there on prem infrastructure in a seamless manner. And many times they need to support geographic distribution of applications either for compliance or performance reasons. So having you know, data centers all across the world and be able to specifically target a given region, uh, is high on their list. Business leaders want flexibility and confidence to know that you know, they're on prim and public cloud uh, deployments. Air fully supported. They want to be able, like the operator, optimize their cloud, spends business leaders, think about disaster recovery. So having the applications running and living in different data centers gives them the opportunity to have disaster recovery. And they really want the flexibility of keeping private data under their control. On on Prem In certain applications may access that on Prem. Other applications may be able to fully run in the cloud. So what should I look for in a container cloud? So you really want something that fully automates these cluster deployments for virtual machine or bare metal. The operating system, uh, and kubernetes eso It's not just deploying kubernetes. It's, you know, how do I create my underlying infrastructure of a VM or bare metal? How do I deploy the operating system? And then, on top of all that, I want to be able to deploy kubernetes. Uh, you also want one that gives a unified cluster lifecycle management across all the clouds. So these clusters air running software gets updated. Cooper Netease has a new release cycle. Uh, they come out with something new. It's available, you know, How do you get that across all of your clusters? That air running in multiple clouds. We also need a container cloud that can provide you the visibility through logging, monitoring and alerting again across all the clouds. You know, many offerings have these for a particular cloud, but getting that across multiple clouds, uh, becomes a little more difficult. The Doctor Enterprise Container cloud, you know, is a very strong solution and really meets many of these, uh, dimensions along the left or kind of the dimensions we went through in the last slide we've got on Prem and public clouds as of RG A Today we're supporting open stack and bare metal for the on Prem Solutions and AWS in the public cloud. We'll be adding VM ware very soon for another on Prem uh, solution as well as azure and G C P. So thank you very much. Uh, look forward, Thio answering any questions you might have and we'll call that a rap. Thank you. >>Hi, Rick. Thanks very much for that. For that talk, I I am John James. You've probably seen me in other sessions. I do marketing here in Miran Tous on. I wanted to to take this opportunity while we had Rick to ask some more questions about about multi cloud. It's ah, potentially a pretty big topic, isn't it, Rick? >>Yeah. I mean, you know, the devil's in the details and there's, uh, lots of details that we could go through if you'd like, be happy to answer any questions that you have. >>Well, we've been talking about hybrid cloud for literally years. Um, this is something that I think you know, several generations of folks in the in the I. A s space doing on premise. I s, for example, with open stack the way Miran Tous Uh does, um, found, um, you know, thought that that it had a lot of potential. A lot of enterprises believed that, but there were There were things stopping people from from making it. Really, In many cases, um, it required a very, ah, very high degree of willingness to create homogeneous platforms in the cloud and on the premise. Um, and that was often very challenging. Um, but it seems like with things like kubernetes and with the isolation provided by containers, that this is beginning to shift, that that people are actually looking for some degree of application portability between their own Prem and there and their cloud environments. And that this is opening up, Uh, you know, investment on interest in pursuing this stuff. Is that the right perception? >>Yeah. So let's let's break that down a little bit. So what's nice about kubernetes is through the a. P. I s are the same. Regardless of whether it's something that Google or or a W s is offering as a platform as a service or whether you've taken the upstream open source project and deploy it yourself on parameter in a public cloud or whatever the scenario might be or could be a competitor of Frances's product, the Kubernetes A. P I is the same, which is the thing that really gives you that application portability. So you know, the container itself is contained arising, obviously your application and minimizing any kind of dependency issues that you might have And then the ability to deploy that to any of the coup bernetti clusters you know, is the same regardless of where it's running, the complexity comes and how doe I actually spend up a cluster in AWS and open stack and D M Where and gp An azure. How do I build that infrastructure and and spin that up and then, you know, used the ubiquitous kubernetes a p I toe actually deploy my application and get it to run. So you know what we've done is we've we've unified and created A I use the word normalized. But a lot of times people think that normalization means that you're kind of going to a lowest common denominator, which really isn't the case and how we've attacked the the enabling of multi cloud. Uh, you know, what we've done is that we've looked at each one of the providers and are basically providing an AP that allows you to utilize. You know, whatever the best of you know, that particular breed of provider has and not, uh, you know, going to at least common denominator. But, you know, still giving you a ah single ap by which you can, you know, create the infrastructure and the infrastructure could be on Prem is a bare metal infrastructure. It could be on preeminent open stack or VM ware infrastructure. Any of the public clouds, you know, used to have a a napi I that works for all of them. And we've implemented that a p i as an extension to kubernetes itself. So all of the developers, Dev ops and operators that air already familiar operating within the, uh, within the aapi of kubernetes. It's very, very natural. Extension toe actually be able to spend up these clusters and deploy them >>Now that's interesting. Without giving away, obviously what? Maybe special sauce. Um, are you actually using operators to do this in the Cooper 90? Sense of the word? >>Yes. Yeah, we've extended it with with C R D s, uh, and and operators and controllers, you know in the way that it was meant to be extended. So Kubernetes has a recipe on how you extend their A P I on that. That's what we used as our model. >>That, at least to me, makes enormous sense. Nick Chase, My colleague and I were digging into operators a couple of weeks ago, and that's a very elegant technology. Obviously, it's a it's evolving very fast, but it's remarkably unintimidating once you start trying to write them. We were able toe to compose operators around Cron and other simple processes and just, >>you know, >>a couple of minutes on day worked, which I found pretty astonishing. >>Yeah, I mean, you know, Kubernetes does a lot of things and they spent a lot of effort, um, in being able, you know, knowing that their a p I was gonna be ubiquitous and knowing that people wanted to extend it, uh, they spent a lot of effort in the early development days of being able to define that a p I to find what an operator was, what a controller was, how they interact. How a third party who doesn't know anything about the internals of kubernetes could add whatever it is that they wanted, you know, and follow the model that makes it work. Exactly. Aziz, the native kubernetes ap CSTO >>What's also fascinating to me? And, you know, I've I've had a little perspective on this over the past, uh, several weeks or a month or so working with various stakeholders inside the company around sessions related to this event that the understanding of how things work is by no means evenly distributed, even in a company as sort of tightly knit as Moran Tous. Um, some people who shall remain nameless have represented to me that Dr Underprice Container Cloud basically works. Uh, if you handed some of the EMS, it will make things for you, you know, and this is clearly not what's going on that that what's going on is a lot more nuanced that you are using, um, optimal resource is from each provider to provide, uh, you know, really coherent architected solutions. Um, the load balancing the d. N s. The storage that this that that right? Um all of which would ultimately be. And, you know, you've probably tried this. I certainly have hard to script by yourself in answerable or cloud formation or whatever. Um, this is, you know, this is not easy work. I I wrote a about the middle of last year for my prior employer. I wrote a dip lawyer in no Js against the raw aws a piece for deployment and configuration of virtual networks and servers. Um, and that was not a trivial project. Um, it took a long time to get thio. Uh, you know, a dependable result. And to do it in parallel and do other things that you need to do in order to maintain speed. One of the things, in fact, that I've noticed in working with Dr Enterprise Container Cloud recently, is how much parallelism it's capable of within single platforms. It's It's pretty powerful. I mean, if you want to clusters to be deployed simultaneously, that's not hard for Doc. Aerated price container cloud to dio on. I found it pretty remarkable because I have sat in front of a single laptop trying to churn out of cluster under answerable, for example, and just on >>you get into that serial nature, your >>poor little devil, every you know, it's it's going out and it's ssh, Indian Terminals and it's pretending it's a person and it's doing all that stuff. This is much more magical. Um, so So that's all built into the system to, isn't it? >>Yeah. Interesting, Really Interesting point on that. Is that you know, the complexity isn't not necessarily and just creating a virtual machine because all of these companies have, you know, spend a lot of effort to try to make that as easy as possible. But when you get into networking, load balancing, routing, storage and hooking those up, you know, two containers automating that if you were to do that in terror form or answerable or something like that is many, many, many lines of code, you know, people have to experiment. Could you never get it right the first or second or the third time? Uh, you know, and then you have to maintain that. So one of the things that we've heard from customers that have looked a container cloud was that they just can't wait to throw away their answerable or their terror form that they've been maintaining for a couple of years. The kind of enables them to do this. It's very brittle. If if the clouds change something, you know on the network side, let's say that's really buried. And it's not something that's kind of top of mind. Uh, you know, your your thing fails or maybe worse, you think that it works. And it's not until you actually go to use it that you notice that you can't get any of your containers. So you know, it's really great the way that we've simplified that for the users and again democratizing it. So the developers and Dev ops people can create these clusters, you know, with ease and not worry about all the complexities of networking and storage. >>Another thing that amazed me as I was digging into my first, uh, Dr Price container Cloud Management cluster deployment was how, uh, I want I don't want to use the word nuanced again, but I can't think of a better word. Nuanced. The the security thinking is in how things air set up. How, um, really delicate the thinking about about how much credential power you give to the deploy. Er the to the seed server that deploys your management cluster as opposed thio Um uh or rather the how much how much administrative access you give to the to the administrator who owns the entire implementation around a given provider versus how much power the seed server gets because that gets its own user right? It gets a bootstrap user specifically created so that it's not your administrator, you know, more limited visibility and permissions. And this whole hierarchy of permissions is then extended down into the child clusters that this management cluster will ultimately create. So that Dev's who request clusters will get appropriate permissions granted within. Ah, you know, a corporate schema of permissions. But they don't get the keys to the kingdom. They don't have access to anything they don't you know they're not supposed to have access to, but within their own scope, they're safe. They could do anything they want, so it's like a It's a It's a really neat kind of elegant way of protecting organizations against, for example, resource over use. Um, you know, give people the power to deploy clusters, and basically you're giving them the power toe. Make sure that a big bill hits you know, your corporate accounting office at the end of the billing cycle, um so there have to be controls and those controls exist in this, you know, in this. >>Yeah, And there's kind of two flavors of that. One is kind of the day one that you're doing the deployment you mentioned the seed servers, you know, And then it creates a bastion server, and then it creates, you know, the management cluster and so forth, you know, and how all those permissions air handled. And then once the system is running, you know, then you have full access to going into key cloak, which is a very powerful open source identity management tool on you have dozens of, you know, granular permissions that you can give to an individual user that gives them permission to do certain things and not others within the context of kubernetes eso. It's really well thought out. And the defaults, you know, our 80% right. You know, there's very few people are gonna have to go in and sort of change those defaults. You mentioned the corporate directory. You know, hooks right upto l bap or active directory can suck everybody down. So there's no kind of work from a day. One perspective of having to go add. You know everybody that you can think of different teams and groupings of of people. Uh, you know, that's kind of all given from the three interface to the corporate directory. And so it just makes kind of managing the users and and controlling who can do what? Uh, really easy. And, you know, you know, day one day two it's really almost like our one hour to write because it's just all the defaults were really well thought out. You can deploy, you know, very powerful doctor and price container cloud, you know, within an hour, and then you could just start using it. And you know, you can create users if you want. You can use the default users. That air set up a time goes on, you can fine tune that, and it's a really, really nice model again for the whole frictionless democratization of giving developers the ability to go in and get it out of, you know, kind of their way and doing what they want to do. And I t is happy to do that because they don't like dozens of tickets and saying, you know, create a cluster for this team created cluster for that team. You know, here's the size of these guys. Want to resize when you know let's move all that into a self service model and really fulfill the prophecy of, you know, speeding up application development. >>It strikes me is extremely ironic that one of the things that public cloud providers bless them, uh, have always claimed, is that their products provide this democratization when in the experience, I think my own experience and the experience of most of the AWS developers, for example, not toe you know, name names, um, that I've encountered is that an initial experience of trying to start start a virtual machine and figuring out how to log into it? A. W s could take the better part of an afternoon. It's just it's not familiar once you have it in your fingers. Boom. Two seconds, right. But, wow, that learning curve is steep and precipitous, and you slip back and you make stupid mistakes your first couple 1000 times through the loop. Um, by letting people skip that and letting them skip it potentially on multiple providers, in a sense, I would think products like this are actually doing the public cloud industry is, you know, a real surface Hide as much of that as you can without without taking the power away. Because ultimately people want, you know, to control their destiny. They want choice for a reason. Um, and and they want access to the infinite services And, uh, and, uh, innovation that AWS and Azure and Google are all doing on their platforms. >>Yeah, you know, and they're solving, uh, very broad problems in the public clouds, you know, here were saying, you know, this is a world of containers, right? This is a world of orchestration of these containers. And why should I have to worry about the underlying infrastructure, whether it's a virtual machine or bare metal? You know, I shouldn't care if I'm an application developer developing some database application. You know, the last thing I wanna worry about is how do I go in and create a virtual machine? Oh, this is running. And Google. It's totally different than the one I was creating. An AWS I can't find. You know where I get the I P address in Google. It's not like it was an eight of us, you know, and you have to relearn the whole thing. And that's really not what your job is. Anyways, your job is to write data base coat, for example. And what you really want to do is just push a button, deploy a nor kiss traitor, get your app on it and start debugging it and getting it >>to work. Yep. Yeah, it's It's powerful. I've been really excited to work with the product the past week or so, and, uh, I hope that folks will look at the links at the bottoms of our thank you slides and, uh, and, uh, avail themselves of of free trial downloads of both Dr Enterprise Container, Cloud and Lens. Thank you very much for spending this extra time with me. Rick. I I think we've produced some added value here for for attendees. >>Well, thank you, John. I appreciate your help. >>Have a great rest of your session by bike. >>Okay, Thanks. Bye.

>>from around the globe. It's the queue with digital coverage of women transforming technology brought to you by VM Ware. >>Hi, this is Lisa Martin covering fifth Annual Women Transforming Technology WT two from my home in San Jose, California Because this is the first year than WT two has gone digital. Very excited to welcome next one of the speakers from the executive track. We have Charmaine Macquarie, president of Macquarie Group, but also offer C Suite Advisor. You know, Speaker Charmaine. Nice to start with you. >>An absolute pleasure. Thank you for having me. >>So you have an incredible background. You have been for two decades working with leaders and I read 27 industries, five continents and from some pretty big, well known brands Coca Cola, Johnson and Johnson, my particular favorite Starbucks. Tell me a little bit about your background in your career and how you came to be working with potential leaders >>early on in my career, I was working in politics, actually helping politicians understand their constituency and then how to communicate effectively with them and then went on into marketing. And really, what I say is that what I do is a conglomeration of all of my life experience working with leaders either in politics, in marketing and sales on a variety of industries, including gas and oil, and coming together and helping them understand how to communicate their message effectively. How have executive presence and ensuring that they're seeing, heard and remembered >>what? One of the things. One of the things that talking about being remembered especially now during a crisis that nobody has ever experienced before, when there are so much, so much concern and so much uncertainty. Um, I e. Read that you said effective communication is more than just words and phrases, especially in today's climate. What is effective communication? >>Effective communication is making sure that people hear your value, your value proposition, and that is really essential today. One of the things you want to do is that you want to elevate your visibility and when elevate the value that you bring to your organization. There are a number of competing priorities, and what you want organization to understand is what is it that you see that others don't see, and that is a part of your value proposition. How are you going to help the organization innovate through this time, and wanting to do that is really speaking about what is the value. What is it that it's gonna make the difference for the organization today with this crises and that will also take it further into the future. >>Tell me a little bit about this session that you did at women transforming technology the other day. 35 minutes. Interactive session. Since everything for this year's event was digital, I love the name of your session. Speak up, Stand out. We heard talking a little bit about when you first learned maybe last month, that this event was going digital. Did you change anything? Were there certain elements of your expertise and your recommendations that are now more even more important? Respect to visibility and value? >>Yes, So what? I changed it. What I changed and Waas. I really wanted to make it as a conversational as possible, because in this isolation it's easy to not feel seen or heard, and I want people to be able to elevate again their visibility and their ability to add value. So a couple of things that people can do is they can actually rewrite their narrative if they need to meaning if you believe that if you do not define yourself, others well, and their definition will inevitably be inadequate. So if you know that you are seen as a very quiet person and a person that is in the background and you want to have greater visibility, this is a great opportunity for you to rewrite that narrative and make yourself more visible. Meaning, I think, the expertise that you have again the insight that you have, making sure that you bring that to the table. You can do it in a number of formats. You could do it not only on a zoom call with your colleagues, but you can. Also, your email is heightened if you're using language and the language of leadership language that really hurts. People's here, and that creates a visual. So now you want to do to really make sure that using language that is very vivid and allows a person to touch, taste and feel what it is that you're saying, so that's one of the things that you can do. The other is say, Is that what I want to make sure that my clients are not well kept secrets. I want to make sure that in this time of isolation that they're finding opportunities to reach out. So most everyone is at home sheltering in place so people have more time on their hands in terms of reading your emails. When researchers found that there is a 26% increase and say your newsletters being read your emails being written, so now is the time that you could actually heighten that kind of communication. >>That's fascinating. Look that you said about making what you're communicating in an email. Maybe it's even texture over something like slack, vivid. Say, somebody has a great idea, I think. All right, so terms have changed. My job function is difference, or it's challenging to complete certain Give me some words that you think. So now you're saying people are actually focusing more on reading what you're saying, What are some vivid words that I could use if I had an interesting finance project or a marketing project that I wanted to raise the visibility of and gets them to really feel what I'm looking at? >>So when you speak about up in a finance project, one of the things you want to do is think about what is a story that could articulate those numbers that can tell the story with those numbers. So if you were saying, um, let's just make it as simple as possible. Two plus two equals four. Well, what you want to think about is what is it that is going to be different when you finished this project, or what is it that's gonna be? It's gonna shift in the marketplace. And so you want to create that visual? What does the future look like? And using examples of things that are very basic to our life today, as opposed to using really complicated language. Now is the time to have your language simple, having very clear and having very vivid. So you >>run it, Go ahead. Sorry. >>No, please go. Right. Yet >>I'm glad that you brought up simplicity because so often I think people think maybe I'm managing a project or I'm creating a methodology, and I think, really, it's just it's the simple. But we often second guess ourselves because I think I included in this. A lot of folks think it can't be that simple. It's got to be more complex I need to show, you know, like an episode of I'm picturing an Apple sort of the Big Bang theory, and Sheldon's talking about strength there. You need to make it complex to show your value. And but sometimes it's the simplest methodology. The simplest way of communicating that is the most effective. Do you find out that sometimes spokes, regardless of their level of executive nous, are challenged to really step back and look at the simple way to communicate with the simple answer? >>Absolutely. And simplicity is best, whether it's during this time period or even beyond this pandemic, but particularly now. So I don't know if anybody's ever seen the show. The marvelous is, um, I think it's amazing. Yeah, single and one of the things that she asked her husband, She goes, Well, honey, what do you do? And so I think, in the first episode, and he says, You know, I signed papers, I do this, I do that and he says, I really don't know what the hell I do. And I remember an incident with one of my clients, and I asked her, What does she do? She gave me her job title and I said, Okay, how many people work in your company? And she said, 49,000 people work here. I said, How many people do you think have the same title issue? If she goes well, you know, I'm sure at least a couple 1000. I said yes. So what distinguishes you? And so she wanted to talk about the title, which is like talking about acronyms at a company. And I said So, Really, What do you do? What we realized is that what she does is that she was responsible the fastest growing market segment in her company that articulates your value proposition that made a very visit vivid and very brought it to life. So people are able to understand when someone asked me, What do I do? I don't say that I'm an executive coach because you may have read an article last week that says all executive coach us up, that defines May. I wanted to find myself. My value is, I hope smart people get promoted when they get promoted, they communicate the big picture. So I help smart people get promote and communicate the big picture. I provide executive coaching senior level executives. I articulated my value. You know who I work with their smart people, that they're not smart. They're not working with me when they work with me and get promoted. Why? Because it communicate the big picture. Really? Simple one sent it. So what is the value? That is what really heightens your visibility and heightens your and levels. Level up your ability to be seen and heard in organizations. >>And, you know, I was looking at your website. You've been 98% success rate of folks that have worked with you that have been promoted within the following 18 months. What are some of the both hard and soft skills that you're looking for? So when you work, when you select clients to work with that, that demonstrate they are ready to be in the six weeks >>Well, there's a couple of things. One is that person has to be open and willing and not being volunteered by the organization, meaning saying you need to do you have to do this. If it is mandatory that someone work with an executive coach, that's not a winning proposition. The winning propositions That person is open and open to change and ready to make change. As I say to my clients, if you want everything to remain the same, I am not the coach for you because you're going to see change and you're going to see significant change. So that's one the other is preparing your organization for the kind of change is going to take place so that your organization begins with C and hear what you're doing different. So, for example, I would say to a client, if you're prepared to really step up and make the commitment to making the shift, you want to let people know what kind of shift that you're taking you're making so that they can begin to look for people like to look for success. They like to be able to reward you when you're successful, but you've got to let them know that you're there >>for that shift. >>So that's one of the things that's really important is that people be open to it and they'd be ready to take their spotlight. If you want to do it and remain behind the curtain, that's wonderful. This is not the work for you. >>It requires a little bit of vulnerability that, or maybe a lot of vulnerability to be able to do that, not easy, unless you're bringing a brown fan like I am talk to me about, especially in this time with covered 19 The uncertainty in every aspect of our lives. Every single aspect is it's dense and it's an emotional challenge. So do you find that it's harder for some folks, whether they're men or women, to do what your title says? You know? Speak up, let them know I'm coming. I'm on my way. How are you advising folks from a psychological perspective, to be able to do this? >>Well, I think there's a couple of things. One is that with the three questions I ask every client and those three questions are one. How do you see yourself? How do other people see you? And the third is, How do you want to be seen? So when you're able to answer, become introspective and answer those questions from the heart from your heart, then you can get really clear about what you want the world to know about you and how you want to show up. And it does require vulnerability. It requires you to look inward first for you to make that decision on how you want the world to see you. And then once you're able to make that, get that clarity and so it's process make getting that clarity. Then you can speak about that to the world. My thing is, is again. If you don't define yourself, others will, and their definition is inadequate. So when you define yourself, you know who you are and what you stand for. You can then shout that at the top of your lungs. But you don't really have to, because your actions will speak very clearly about what it is and who you say you are and how you want the world to see you. And you're always asking, am I can grow it? >>I love that about defining yourself so that others don't do it incorrectly. Talk to me about how somebody can develop their own communication style. How what are some of the steps that they need to recognize that, for example, if you see someone, anything there too bold or there to brush, or maybe dial it back a bit, especially because messages are getting read more now, which that process internally that I would need to take to develop and effective communication style. What is it >>that you need to do to to develop that effective communication style one? As I said, being able to define what that looks like for you and what that is may not be appropriate for every organization and every corporate culture. So you need to find immediate. Make sure either evaluate whether not you're in the right corporate culture so that you can be successful and or find a new one so that you could be successful once you have that, really, um, helping the people in your organization to make it easy for them to come to you. So by extending by extending yourself first, that is one of the things that I would say it would be really important in terms of stepping up during this time frame is saying, I feel really this is really let's say, someone has been felt really shaken by this really shaken by this. But I am determined so leverage this as an opportunity to really show up as my best self and show my greatest humanity. And I think that when we let people know what did it, where we're going and where we're headed, This far more easy for people to support you and provide you with the venues in which to exhibit who you are. This is a great time for you to volunteer A so much as possible to have that visibility. Because I think one of the questions you asked me earlier is how do you get hadn't become comfortable with this? You get comfortable with it by practising, Lady Gaga says. We're born that way, but we are. The only way that it happens with people that are really successful is because they practice >>something that is so interesting. Is during this time in particular, is getting is accountability, right? It's so easy right now more than ever to lose accountability. And I like that. You said that That's what I'm hearing when you say, you know, let people know that direction that you're going in. I think for the person you set that okay, I publicly said this, I need to be held that I need to hold myself accountable so that I deliver. I think there's a lot of power in that >>there is, and when you step up and articulate to the world. Well, you're about what it is that you're going to deliver your level of excellence. You hold yourself accountable because the person who is most important for you to be accountable to is yourself. Others come second, actually, sort of like being on the airplane in the mask. You've got to do it for you first. Because if you let yourself down, that's the that is the most horrific. And so stepping up to that is so much. There's so much power. And I believe that people provide you with a lot of grace when you do that and people know they can count on you. >>And that's so important knowing demonstrating your dependability in any situation. Sherman, I wish we had more time. It's been such a pleasure talking to you. Thank you for sharing your insight. I'm gonna be visible show value and the vetted and communication and accountable. Thank you so much for joining me. >>Have a wonderful day. You >>as well. And for Charmaine McCleery. I'm Lisa Martin. You're watching the Cube's coverage of the digital version of women transforming technology 2020 for now. >>Yeah, >>Yeah, yeah, yeah, yeah, yeah