>> live from Las Vegas. It's the queue covering del Technologies. World twenty nineteen. Brought to you by Del Technologies and its ecosystem partners. >> Welcome back to the Cubes Live coverage here in Las Vegas. The Cube covering del technology World twenty nineteen. I'm John for Michael David. Want Dave? Lot of strategy being discussed. A lot of new product introductions, availability of things and beta. Michael Dell on stage of Pat Nelson, You're starting to tell a lot of great things. Jeff Clarke, master of ceremonies and here with us, Matt Baker was senior vice president's strategy and playing. Works for Jeff Clarke. Re to see you. Thanks for coming on. >> Thanks for having me. It's great to be back. >> So you're the man behind the curtain for Jeffrey. You get mall. Who's their devices? You sending all the place? He's Tom Brady. You're Bill Belichick. I >> don't have my >> so pretty strategic couple years for del sure. So take a step back because you know one of the luxuries of doing the queue for ten years. As we get some one on ones with Michael, we seem in the hallways. We get the child, then he's very approachable. We talk to him before you went private when he went private or three. Dellums buying him. See? And then when he bought the emcee. So serious conversations. But it's always had that vision of scale. Benefits of that and the numbers were off the chart. People's eyes were popping out their head. So a lot of strategy coming in with the founder with the team pretty impressive. Take us through the pieces on the board, What happened, what didn't have and what could have happened and how it all transpired. >> That's that's a long journey, and it could take a little weight. And second, I think, you know, Michael is a visionary. He's always had a vision for something bigger and certainly the history of del shows that scale matters. And, you know, we we saw display out with our competitors and our strategy versus their strategy. They got smaller, we got bigger and you know, so we're sitting here today. Following all of those moves was a vision tio become that, as Michael would say, essential infrastructure provider and in addition to that not just the physical infrastructure but the logical infrastructure of the management of all that. So vision that Michael saw through to, you know, the acquisition of the M C along with the constituent parts that were the federation inside of there being bm where an opportunity to really bring forward a solutions powerhouse that was ableto address this broad challenge that our customers were having, Which is how do you manage all of this stuff? And, you know, putting a lasso around that and figuring out how to help our customers with what is becoming increasingly complicated. It's not becoming simpler. The individual components are becoming simpler, and that's our job. To make each of those elements more automated more, you know, easy to use, more approachable for more people. But ultimately, people are trying to achieve so much with technology today that you gotta drain away the complexity of that and bring a higher order platform and a higher order operating environment to allow people to really realize their goals. >> And one of the things that you've got to do and your job is you also got not only look at that but also cut through the hype. Sure, I mean how many times we heard the PC is dead. Many times we heard that if you're not here there, you're out of business somewhat true when you have transformational markets. But then the day that the value activities that they're involved in a company is pretty simple, they have operations. They sell a product, good or service. They give it to a customer, they collect cash. At the end of the day, this workload. So you look at everything all things being equal. This is a developer operational and a workload kind of challenge to do something. Certainly pretty much. It's so operation leads a big advantage. >> Well, I think that's what our customers are struggling with is that there are very good reasons to choose different operating environments. I mean, tohave things in different localities. Simply you might want to preposition content like you guys do. I'm sure somewhere behind the Cube is a cdn right for distributing content and so that service benefits from geographic distribution. But you shouldn't have to create a diverse operating environment in order to operate a geographically diverse environment. What we're creating is the singular operational hub for your entire environment. You can run workloads in azure. You Khun, run workloads in eight of us, you Khun run workloads in the four thousand VC PP partners that that Pat mentioned during the key note. And you could do that all through a single operational framework. I don't want to stay single pane of glass, but in essence, the sink. Thank you. Single operational framework that allows you to orchestrate and manage your entirety of your operations. Which allows you to choose the best horse for the given course. >> So strategy guy? Yeah, dial back a few years, even maybe before the acquisition. How clear wasn't you? Was it to you? And what gave you the confidence that acquiring Because you guys were quiz, It'd Dell was inquisitive, and I say a lot of them didn't really pan out the way you had hoped. And you're going to bring in this giant PMC cleanup. VM wears cloud strategy, leverage it across the portfolio. Really, Dr Scale Become that sort of arms dealer, if you will. Sure. What gave you confidence at the time or was it more? Hey, this is a great asset. We'LL figure it out. Can you share with us? >> I think you need to roll the clock back much further to the fact that We were partners for a long time with the emcee, and we were certainly one of the largest. And year by year, the largest or second largest partner to VM were. So we were incredibly familiar with one another and incredibly familiar with our capabilities. We were the early company that worked on. I can't remember what it was called. It might have been Oh, my God. I can't even remember the name of a guy. Integration. No, no, I'm talking about the early visa and implementations that went to market with Dell. Right? So we have been collaborating on hyper Converged. We've been collaborating on Cloud management. We've been working with the emcee years prior. In fact, some of the folks that are appearing on you know your show today. Our people that were my partners ten years ago at that Del. So I think we had the confidence and Michael certainly had a long history with with the organization. And I think he saw on opportunity that there was sort of ah, confluence of of opportunities around, you know, the markets, you know, our ability to pull a deal like that off. But I think ultimately Michael had the confidence that this was going to create a powerhouse and those assets were undeniable. And to some degree, what you were saying about, you know, the sort of these zero some assumptions is like Okay, well, software to find it's going to disrupt traditional race. To the extent that it's going to be, there are no zero sum outcomes in it. We continue on, and those markets continue to be robust. In fact, the storage market has been growing quite robustly, so sort of like this is a set up of capabilities that people need. We need to get bigger, not smaller. >> I buy that and I buy this not a zero sum. I heard Bill Clinton at Adele World years ago talk about how it's not a zero sum game and that I thought was pretty credible. However, historically the IT business has been a winner. Take most you know the leader gets most of the the prophet the second makes does okay and the third kind of barely breaks even. And there is no fourth, fifth and sixth. So it is sort of a winner. Take All are going to take most market, isn't it? >> I think to some degree, but it depends on how you define markets and Barney we all. We all tend to participate and find opportunities. Teo to move and cross into new market areas. Market extension is a a basic of strategy, right? Like look for adjacent sees expend. So there's plenty of room in this three plus trillion dollars market for us all to really participate. The job of strategists and business leaders is what air those best opportunities and how do we get after them? And certainly Michael is proven to be the strategist to figure this out. Like what? What? You know Dell's acquiring A and C. It's like, Yeah, way are you know that >> nineteen ninety billion You grew fifty fourteen percent last year. What? Yeah, >> it's always good that the founder around always great to have that leadership in the history. But one of the things I really like about the strategy that you guys are taking is one. I love the bigger scale leverage. I think that's right on the money. We called that right out of the gate. I'm here in the Q right when it happened, but there's nothing that's emerging. I want to get your thoughts on what? I see this clearly with Google. Google has a sorry sight, reliable engineer, and they run measurement for the massive interest for themselves. They're clouds. Not yet. Translating is no one's like Google, right? There's no enterprise that actually just Google, so it's like a tailored suit for one person. Google Operational Consistency is a huge message here. This year has been for a while. This is really important. I want you to take a minute to explain why that strategy and what the impact will be for customers. >> Yeah, well, I think that you just sort of it's the analog within our customers to what you just described with our business. Achieving scale allows you to accelerate growth. Achieving scale, innit operations allows you to achieve scale and accelerate. Your digital transformation is a customer. So if you're able to create the equivalent of these sightless reliability, in other words, creating a highly scaleable environment, there is no lack of demand, for it fueled innovation in any business anywhere today. That's why we're so bullish on the future that were in the middle of this massive investment cycle of digitizing codifying business process into application and growing the footprint and sort of surface area of all businesses. So if you're able tto create this consistent operating level rather than spending all day down in the plumbing of it all, automate that layer and then focus on the business value. That's if you go look through our studies around, you know, digital transformation. What our customers air doing. It shows that to some degree they face did transformation stall right there. They're like, How do I get everybody aligned to this tea? I've got the business increasingly were like You all need to come together as an organization and focus up and helping our people free up and scale themselves to get closer to the business and really be a part of that sort of strategic discussion for the company. It's the same thing it's achieved. Scale works everywhere, achieve scale, innit Operations frees up time and investment dollars tto help the debs to help the business >> rival revenue to drive revenue well, not justa cost issue. You take away that cost, which is a cost consolidation, cost, leverage, efficiency, et cetera. But the flip side is like Bank of America was saying on the keynote. They gotta know we gotta run their business and make money. So the APP developers are critical. Well, tonight could be a part of the revenue stream, >> and I think the sort of basics of it all is that this wee keeps throwing around the term digital transformation. But at the end of the day, people are codifying business process and their customer experiences and all of that into technology. And that's how they're delivering new business products, new experiences for their customers. You know, I have a branch list bank that I use, I have. You know, I adopted them because the technology was great, right, because their experience of banking through them is amazing. If Andre never >> they know you that its data model, that actually is not an account number and >> absolutely so I think that that's the point you're asking. Why is a consistent operating model important? It helps it achieve scale. And some people say, Well, it's all about developments like them. Look, it's the It's the interplay between ops and death. There's two words there. It's not know ops. It's Dev and Ops and Achieve Scale. You need operators who can achieve scale to achieve scale, you need consistent capabilities. Tooling >> excited. So what you're saying about revenue scale is really important because most big acquisitions, they talk about synergies. That's a code word for cut. You guys grew fourteen percent last year, so I'm sure you have, you know, costs energies. But they're our revenues, energies as well to your point >> and customers as well. >> I think we've just been successful, showing the power of the full portfolio and and that's turned into will make a bigger and bigger bets with you. And during the the Post keynote press briefing, you know, it was stated. Look, you know, people I don't necessarily want more and more and more more vendors. They want fewer more strategic vendors for certain elements, and then they want to look for new innovation in in other areas on. So I think that it's sort of we're benefitting from the fact that we are the company that you could turn to to solve this broad challenge of it, and then you can work with others around your specific vertical, what you might do. We've got a huge network of partners that we work with that can help customers with the spoke applications for their specific vertical health care retail. So on and so forth. So, yeah, I think we value chain in the valley. Twenty infrastructure >> suppliers to your point about that zero sum. Um, uh, thesis is not being zero. Sum is infrastructure loves automation. Automation loves data. So if you have an end to end architecture, you have better data. Correct. You have opportunities, you know, being around automation machine learning, too. Set the standard for the next layer >> up. Well, and that consistency extends all the way across. Right? So if I can create a consistent model, that model is also four out in the data. And then I can create a consistent engine to consume that data to Dr Automation that continues to add value in value in value. So putting that loop around it is hugely important to driving value for our >> customers. Do your kids play? Would you rather you know, they say we gotta like this Really? The hot desert or freezing cold, right. So, Matt, would you rather be a fighter test pilot or a college professor? >> You know, you must have read something from my Twitter feed. I would rather >> you gotta answer. Definitely. Fighter pilot. Fighter pie. Okay. How about would you rather be a professional hunting and fishing guide or professional ocean racing skipper? >> Probably the ocean racing skipper. Although I'd like to be closer to my family. Both of those. You're out out of >> the way with your top five jobs. >> That was Those are my theoretical jobs. I love my job. I don't want a new job. I love my job. Like I don't I don't want to go anywhere. But if that was purely theoretical of it, >> Matt, thanks for coming on the Cube. I'LL give you the final word. In short, what's the core strategy of Adele Technologies? >> Well, I think it's to continue to drive value across the totality of this entity that has so much power. And I hope that's on display. An obvious to you both that we're really pulling together to create solutions that deliver a massive amount of value to our customers. And I think that's unmatched in the industry. So I appreciate you having me on toe talk through this and give me a little rip me a little about my tweets about my >> friend. Give a quick flight for your video log. The Baker's Dozen. >> Yeah, the Bakers, half dozen >> figures That doesn't give it. What's it about what he wants? The focus. >> It's It's basically a six minute spot that I go through. Six and a half things. Baker's dozens thirteen. It's hard to divide it by two way. End up with a half thing. It's sort of funny, but I just take people through a basic rundown of Hey, what's going on in the marketplace? And I try to make it simple, funny and just sort of poke fun at myself. So it's funny. >> Matt Baker, senior vice president of strategy and planning for Del Technologies. I'm Jeffrey Worry David Lantz. Stay too. From more live coverage of day One of three days of wall to wall coverage to cube sets, A lot of content. The cube cannon blowing out the content here, Del Technologies world. Stay with us. We'LL be right back

(upbeat music) >> Hello and welcome to what is sure to be an insightful conversation about getting business results with cloud transformation. My name is Dave Vellante and I'm here with James Miller, Chief Technologist for Cloud and Infrastructure Services and Jay Dowling, America's Sales Lead for cloud and infrastructure services both with DXC Technology. Gentlemen, thanks for your time today. Welcome to the Cube. >> Great. Thanks for having us. >> Thank you Dave. Appreciate it. >> So let's get right into it. You know, I've talked to a lot of practitioners who've said, look, if you really want to drop zeros, like a lot of zeros to the bottom line, you can't just lift and shift. You really got to think about modernizing the application portfolio, you got to think about your business model and really think about transforming your business particularly the operating model. So my first question Jim is what role does the cloud play in modernization? >> Well, there are really three aspects that the cloud plays in modernization. You mentioned multiple zeros. One is cost optimization and that can be achieved through business operations, through environmental, social and governance. Also being more efficient with your IT investments. But that's not the only aspect. There's also agility and innovation and that can be achieved through automation and productivity, speed to market for new features and functions, improvements in the customer experience and the capability to metabolize a great deal more data in your environment which the end result is an improvement in releasing of new things to the field. And finally, there's resilience and I'm not really talking about IT resilience, but more of business resilience. To be able to handle operational risk, improve your securities and controls, deal with some of the talent gap that's in the industry and also protect your brand reputation. So modernization is really about balancing these three aspects, cost optimization, agility and innovation and resilience. >> So, thank you for that. So Jay, I got to ask you, in the current climate everybody's sort of concerned and there's not great visibility on the macro. So Jim mentioned cost optimization. That seems to be one of the top areas that customers are focused on. The two I hear a lot are consolidating redundant vendors and optimizing cloud costs. So that's, you know, top of mind today. I think everybody really, you know understands the innovation and agility piece at least at a high level, maybe realizing it is different. And then the business resilience piece is really interesting because, you know, prior to the pandemic people you know, they had a DR strategy, but they realized, wow, my business might not be that resilient. So Jay, my question to you is what are you hearing when you talk to customers? What's the priority today? >> You know, priority is often an overused term in digital transformation, you know people want to get ready for next generation environments, customer experience, making sure they're improving, you know, how they engage with their clients and what their branding is. And what we find is a lot of clients don't have the underlying infrastructure in place today to get to where they want to get to. So cloud becomes an important element of that. But, you know, with DXC'S philosophy not everything necessarily needs to go to cloud to be cost optimized for instance, in many cases you can run applications, you know in your own data center or on-prem or in other environments in a hybrid environment or multi-cloud environment and still be very optimized from a cost spend standpoint, and also put yourself in position for modernization and for be able to do the bring the things to the business that the clients are you know, that their clients are looking for like the CMO and the CFO, et cetera, trying to use IT as a lever to drive business and to drive, you know business acceleration and drive profitability, frankly. So there's a lot of dependency on infrastructure, but there's a lot of elements to it. And we advocate for, you know there's not a single answer to that. We'd like to evaluate clients' environments and work with them to get them to an optimal target operating model you know, so that they can really deliver on what the promises are for their departments. >> So let's talk about some of the barriers to realizing value in a context of modernization. We talked about cost optimization, agility and resilience. But there's a business angle and there's a technical angle here. We always talk about people process and technology, technology oftentimes CIOs will tell us, well, that's the easy part, We'll figure that out whether it's true or not but I agree, people and process are sometimes the tough ones. So Jay, why don't you start, what do you see as the barriers, particularly from a business standpoint? >> Well, I think people need to let their guard down and be open to the ideas that are out there in the market from, you know, the standards that are being built by, you know best in class models, and there's many people that have gone on, you know cloud journeys and been very successful with it. There's others that have set high expectations with their business leaders that haven't necessarily met the goals that they need to meet or maybe haven't met them as quickly as they promised. So there's a, you know, there's a change management aspect that you'd need to look at with the, you know, with the environments, there's a, you know, there's a skillset environment that they need to be prepared for. Do they have the people, you know, to deliver with the, you know, with the tools and the skills and the models that they're putting themselves in place for in the future versus where they are now? There's just a lot of, you know there's a lot of different elements. It's not just a this price is better or this can operate better than one environment over the other. I think we like to try to look at things holistically and make sure that, you know, we're being, you know as much of a consultative advocate for the client, for, you know, where they want to go, what their destiny is, and based on what we've learned with other clients, you know and we can bring those best practices forward because we've worked, you know across such a broad spectrum of clients versus them being somewhat contained and sometimes can't see outside of their own, you know their own challenges if you would. So they need advocacy to help, you know bring them to the next level. And we like to translate that through you know, technology advances, which, you know Jim's really good at doing for us. >> Yeah. Jim, is the big barrier a skills issue, you know, bench strength? Are there other considerations from your perspective? >> Well, we've identified a number of factors that inhibit success of customers. One is, thinking it's only a technology change in moving to cloud when it's much broader than that. There are changes in governance, changes in process that need to take place. The other is evaluating the cloud providers on their current pricing structure and performance. And we see pricing and structure changing dramatically every few months between the various cloud providers. And you have to be flexible enough to determine which providers you want, and it may not be feasible to just have a single cloud provider in this world. The other thing is a big bang approach to transformation. I want to move everything and I want to move it all at once. That's not necessarily the best approach. A well thought out cloud journey and strategy and timing your investments, are really important to get maximizing your business return on a journey to the cloud. And finally, not engaging stakeholders early and continuously. You have to manage expectations in moving to cloud on what business factors will get affected, how you will achieve your cost savings and how you will achieve the business impact over the journey and reporting out on that with very strict metrics to all of the stakeholders. >> You know, mentioned multi-cloud just then we had in January 17th we had our Supercloud two event and Supercloud is basically, it's really what multi-cloud should have been, I'd like to say. So it's just creating a common experience across clouds, and you guys were talking about, you know there's different governance, there's different security there's different pricing. So, and one of the takeaways from this event, in talking to customers and practitioners and technologists is you can't go it alone. So I wonder if you could talk about your partnership strategy, what do partners bring to the table and what is DXC's, you know, unique value? >> I'd be happy to lead with that if you'd like. >> Great. >> I, you know, we've got a vast partner ecosystem at DXC given the size and the history of the company. I can use several examples. One of the larger partners in my particular space is Dell technology, right? They're a great, you know, partner for us across many different areas of the business. It's not just a storage and compute play anymore. They're, on the edge. They're, you know, they've got intelligence in their networking devices now and they've really brought, you know a lot of value to us as a partner. And, you know, there's somebody who could look at Dell technology as somebody that might, you know have a victim, you know, effect because of all the hyperscaler activity and all the cloud activity. But they've really taken an outstanding attitude with this and said, listen, not all things are destined for cloud or not all things would operate better in a cloud environment, and they'd like to be part of those discussions to see how they can, you know how we can bring a multi-cloud environment, you know both private and public, you know to clients and let's look at the applications and the infrastructure and, and what's, you know what's the best optimal running environment, you know for us to be able to bring, you know the greatest value to the business with speed, with security, with, you know, and, you know the things that they want to keep closest to the business are often things that you want to kind of you know, keep on your premise or keep in your own data center. So they're an ideal model of somebody that's resourced us well, partners with us well in the market and we continue to grow that relationship day in and day out with those guys. And we really appreciate, you know their support of our strategy and we like to also compliment their strategy and work, you know work together hand in hand in front of our clients. >> Yeah. You know, Jim, Matt Baker, who's the Head of Strategic Planning at Dell talks about it's not a zero sum game. And I think, you know, you're right Jay, I think initially people felt like, oh wow, it is a zero sum game, but it's clearly not. And this idea of whether you call it super cloud or Uber cloud or multi-cloud, clearly Dell is headed in that direction and I've, you know, look at some of their future projects, their narrative. I'm curious from a technology standpoint, Jim, what your role is. Is it to make it all work? Is it to, you know, end to end? I wonder if you could help, you know, us understand that. >> Help us figure this out Jim (all laughing) >> Glad to expand on that. One of my key roles is developing our product roadmap for DXC offerings. And we do that roadmap in conjunction with our partners where we can leverage the innovation that our partners bring to the table, and we often utilize engineering resources from our partners to help us jointly build those offerings that adapt to changes in the market and also adapt to many of our customers changing needs over time. So my primary role is to look at the market, talk to our customers, and work with our partners, to develop a product roadmap for delivering DXC products and services to our clients so that they can get the return on investment on their technology journeys. >> You know, we've been working with these two firms for a while now. Even predates, you know, the name DXC and that transformation. I'm curious as to what's, how you would respond to what's unique. You know, you hear a lot about partnerships, you guys got a lot of competition, Dell has a lot of competition. What's specifically unique about this combination? >> I would say our unique approach, we call it cloud right. And that approach is making the right investments at the right time and on the right platforms. And our partners play a key role in that. So we encourage our customers to not necessarily have a cloud first approach but a cloud right approach, where they place the workloads in the environment that is best suited from a technology perspective, a business perspective and even a security and governance perspective. And the right approach might include mainframe, it might include an on-premises infrastructure, it could include private cloud, public cloud and SaaS components all integrated together to deliver that value. >> Yeah, Jay, please. It's a complicated situation for a lot of customers, but chime in here. >> And now if you were speaking still specifically to Dell here, like they also walk the talk, right? They invest in DXC as a partnership they put people on the ground that their only purpose in life is to help DXC succeed with Dell in, you know, arm in arm in front of clients. And it's not, you know, it's not a winner take all thing at all. It's really true partnership. They've brought solution resources. We have an account CTO, we've got executive sponsorship, we do regular QBR meetings, we have regular executive touchpoint meetings. It's really important that you keep a high level of intimacy with the client with the partners, you know, in the GSI community. And I've been with several GSI's and this is an exceptional example of true partnership and commitment to success with Dell technology. I'm really extremely impressed on the engagement level that we've had there and, you know, continue to show a lot of support, you know, both for them, you know there's other OEM partners of course in the market there's always going to be other technology solutions for certain clients but this has been a particularly strong element for us in our partnership and our go-to-market strategy. >> Well, I think too, just my observation is a lot of it is about trust. You guys have both earned the trust, kind of over the years, taking your arrows, you know, over decades, and you know, that just doesn't happen overnight. So guys, I appreciate it. Thanks for your time. It's all about getting cloud right, isn't it? >> That's right. Thank you Dave. Appreciate it very much. >> Thank you. >> Great to have you on. Keep it right there for more action on the cube right back. (upbeat music)

>> If you really want to make an impact to your business, it takes more than just moving your workloads into the cloud. So-called lift and shift is fine to reduce data center footprints and associated costs, but to really drive change, you don't want to simply "pave the cow path," as the saying goes. Rather, you need to think about the operating model, and that requires more comprehensive systems thinking. In other words, how will changes in technology affect business productivity? Or, you know what? Even flip that. What changes in my business process could lower cost, cut elapse times, and accelerate time to market, increase user productivity, and lower operational risks? And what role can technology play in supporting these mandates through modernization, automation, machine intelligence, and business resilience? And that's what we're here to discuss today. Welcome to Driving Business Results with Cloud Transformation, made Possible by Dell and DXC. My name is Dave Vellante, and today we're going to zoom out and explore many aspects of cloud transformation that leading organizations are acting on today. Yeah, sure, we're going to look at optimizing infrastructure, but we'll also dig deeper into cloud considerations, governance, compliance, and security angles, as well as the impact of emerging opportunities around edge and Industry 4.0. Our focus will be on how to remove barriers and help you achieve business outcomes. And to do this, our program features the long-term partnership between Dell and DXC. And we bring to this program six experts in three separate sessions, who are working directly with top organizations in virtually every industry to achieve high impact results. We're going to start with a conversation about cloud, the cloud operating model, and transforming key aspects of your infrastructure. And then we'll look into governance, security, and business resilience. And in our third session, we'll discuss exciting transformations that are occurring in smart manufacturing and facilities innovations. So let's get right into it with our first session. Enjoy the program. (bright music) Hello, and welcome to what is sure to be an insightful conversation about getting business results with cloud transformation. My name is Dave Vellante, and I'm here with James Miller, Chief Technologist for Cloud and Infrastructure Services, and Jay Dowling, Americas Sales Lead for Cloud and Infrastructure Services, both with DXC Technology. Gentlemen, thanks for your time today. Welcome to theCube. >> Great. Thanks for having us. >> Thank you Dave. Appreciate it. >> So let's get right into it. You know, I've talked to a lot of practitioners who've said, "Look, if you really want to drop zeros, like a lot of zeros to the bottom line, you can't just lift and shift." You really got to think about modernizing, the application portfolio. You got to think about your business model, and really think about transforming your business, particularly the operating model. So my first question, Jim, is, What role does the cloud play in modernization? >> Well, there are really three aspects that the, the cloud plays in modernization. You mentioned multiple zeros. One is cost optimization, and that can be achieved through business operations, through environmental, social, and governance. Also being more efficient with your IT investments. But that's not the only aspect. There's also agility and innovation. And that can be achieved through automation and productivity, speed to market for new features and functions, improvements in the customer experience, and the capability to metabolize a great deal more data in your environment, which the end result is an improvement in releasing of new things to the field. And finally, there's resilience. And I'm not really talking about IT resilience, but more of business resilience, to be able, to be able to handle operational risk, improve your securities and controls, deal with some of the talent gap that's in the industry, and also protect your brand reputation. So modernization is really about balancing these three aspects, cost optimization, agility and innovation, and resilience. >> So, so thank you for that. So Jay, I got to ask you, in the current climate, everybody's, you know, concerned, and there's not great visibility on the macro. So, Jim mentioned cost optimization. That seems to be one of the top areas that customers are focused on. The two I hear a lot are consolidating redundant vendors and optimizing cloud costs. So that's, you know, top of mind today. I think everybody really, you know, understands the innovation and, and, and agility piece, at least at a high level, maybe realizing it is different. And then the business resilience piece is really interesting because, you know, prior to the pandemic people, you know, they had a DR strategy, but they realized, "Wow, my business might not be that resilient." So Jay, my question to you is, What are you hearing when you talk to customers? What's the priority today? >> Yeah, the priority is an often overused term of digital transformation. You know, people want to get ready for next generation environments, customer experience, making sure they're improving, you know, how they engage with their clients and what their branding is. And what we find is a lot of clients don't have the underlying infrastructure in place today to get to where they want to get to. So cloud becomes an important element of that. But, you know, with DXC's philosophy, not everything goes to, not everything necessarily needs to go to cloud to be cost optimized, for instance. In many cases, you can run applications, you know, in your own data center, or on-prem, or in other environments, in a hybrid environment, or multi-cloud environment, and, and still be very optimized from a cost spend standpoint and also put yourself in position for modernization and for be able to do the, bring the things to the business that the clients are, you know, that their clients are looking for, like the CMO and the CFO, et cetera. Trying to use IT as a lever to drive business and to drive, you know, business acceleration and drive profitability, frankly. So there's a lot of dependency on infrastructure, but there's a lot of elements to it. And, and we advocate for, you know, there's not a single answer to that. We like to evaluate clients' environments and work with them to get them to an optimal target operating model, you know, so that they can really deliver on what the promises are for their departments. >> So if, let's talk about some of the, the barriers to realizing value in, in a context of modernization. We talked about cost optimization, agility, and, and, and resilience. But there's a business angle, and there's a technical angle here. 'Cause we always talk about people, process, and technology. Technology, oftentimes, CIOs will tell us, "Well, that's the easy part. We'll figured that out," whether it's true or not. But I agree, people and process is sometimes the tough one. So Jay, why don't you start. What do you see as the barriers, particularly from a business standpoint? >> I think people need to let their guard down and be open to the ideas that are, that are out there in the market from, you know, the, the standards that are being built by, you know, best in class models. And, and there's many people that have gone on, you know, cloud journeys and been very successful with it. There's others that have set high expectations with their business leaders that haven't necessarily met the goals that they need to meet or maybe haven't met them as quickly as they promised. So there's a, you know, there's a change management aspect that you'd need to look at with the, you know, with the environments. There's a, you know, there's a skillset set environment that they need to be prepared for. Do they have the people, you know, to deliver with the, you know, with the tools and the skills and the, and the models that that they're putting themselves in place for in the future versus where they are now? There's just a lot of, you know, there's a lot of different elements. It's not just a, "This price is better," or, "This can operate better than one environment over the other." I think we like to try to look at things holistically and make sure that, you know, we're being, you know, as much of a consultative advocate for the client, for where they want to go, what their destiny is, and based on what we've learned with other clients. You know, and we can bring those best practices forward because we've worked, you know, across such a broad spectra of clients versus them being somewhat contained and sometimes can't see outside of their own, you know, their own challenges, if you would. So they need, they need advocacy to help, you know, bring them to the next level. And we like to translate that through, you know, technology advances, which, you know, Jim's really good at doing for us. >> Yeah, Jim, is, is it, is it a, is the big barrier a skills issue, you know, bench strength? Are there other considerations from your perspective? >> Well, we, we've identified a number of factors that inhibit success of, of customers. One is thinking it's only a technology change in moving to cloud when it's much broader than that. There are changes in governance, changes in process that need to take place. The other is evaluating the cloud providers on their current pricing structure and performance. And, and we see pricing and structure changing dramatically every few months between the various cloud providers. And you have to be flexible enough to, to determine which providers you want. And it may not be feasible to just have a single cloud provider in this world. The other thing is a big bang approach to transformation, "I want to move everything, and I want to move it all at once." That's not necessarily the best approach. A well thought out cloud journey and strategy and timing your investments are really important to get at maximizing your business return on the journey to the cloud. And finally, not engaging stakeholders early and continuously. You have to manage expectations in moving to cloud on what business factors will get affected, how you will achieve your cost savings, and, and how you will achieve the business impact over the journey and reporting out on that with very strict metrics to all of the stakeholders. >> You know, mentioned multi-cloud just then. We had, in January 17th, we had our Supercloud 2 event. And Supercloud is basically, it's really multi, what multi-cloud should have been, I, I like to say. So it's this creating a common experience across clouds. And you guys were talking about, you know, there's different governance, there's different security, there's different pricing. So, and, and one of the takeaways from this event in talking to customers and practitioners and technologists is, you can't go it alone. So I wonder if you could talk about your partnership strategy, what do partners bring to the table, and what is, what is DXC's, you know, unique value? >> I'd be happy to lead with that if you'd like. >> Great. >> I, you know, we've got a vast partner ecosystem at DXC, given the size and, and the history of the company. I could use several examples. One of the larger partners in my particular space is Dell Technology, right? They're a great, you know, partner for us across many different areas of the business. It's not just a storage and compute play anymore. They're, they're on the edge. They're, you know, they're, they've got intelligence in their networking devices now. And they've really brought, you know, a lot of value to us as a partner. And, you know, there, there's somebody, you could look at Dell technology as somebody that might, you know, have a victim, you know, effect because of all the hyperscale activity and all the cloud activity. But they've really taken an outstanding attitude with this and say, "Listen, not all things are destined for cloud, or not all things would operate better in a cloud environment." And they like to be part of those discussions to see how they can, you know, how we can bring a multi-cloud environment, you know, both private and public, you know, to clients. And let's look at the applications and the infrastructure and, and what's, you know, what's the best optimal running environment, you know, for us to be able to bring, you know, the greatest value to the business with speed, with security, with, you know. And, you know, the things that they want to keep closest to the business are often things that you want to kind of, you know, keep on your premise or keep in your own data center. So they're, they're an ideal model of somebody that's resourced us well, partners with us well in the market. And, and we continue to grow that relationship day in and day out with those guys. And we really appreciate, you know, their support of our strategy, and, and we like to also compliment their strategy and work, you know, work together hand in hand in front of our clients. >> Yeah, you know, Jim, Matt Baker, who's the head of strategic planning at Dell talks about, "It's not a zero sum game." And I think, you know, you're right, Jay. I think initially people felt like, "Oh wow, it's, it is a zero sum game." But it's clearly not, and this idea of of, whether you call it supercloud or ubercloud or multicloud, clearly Dell is headed in in that direction. And I, you know, look at some of their future projects. There's their narrative. I'm curious from a technology standpoint, Jim, what your role is. Is it to make it all work? Is it to, you know, end to end? I wonder if you could help, you know, us understand that. >> Help us figure this out, Jim, here. (group laughing) >> Glad to expand on that. One of my key roles is developing our product roadmap for DXC offerings. And we do that roadmap in conjunction with our partners where we can leverage the innovation that our partners bring to the table. And we often utilize engineering resources from our partners to help us jointly build those offerings that adapt to changes in the market and also adapt to many of our customers changing needs over time. So my primary role is to look at the market, talk to our customers, and work with our partners to develop a product roadmap for delivering DXC products and services to our clients so that they can get the return on investment on their technology journeys. >> You know, we've been working with these two firms for a while now. Even predates, you know, the, the name DXC and that, that transformation. I'm curious as to what's, how you would respond to, "What's unique?" You know, you hear a lot about partnerships. You guys got a lot of competition. Dell has a lot of competition. What's specifically unique about this combination? >> I think, go ahead, Jim. >> I would say our unique approach, we call it cloud right. And that, that approach is making the right investments, at the right time, and on the right platforms. And our partners play a, play a key role in that. So we, we encourage our customers to not necessarily have a cloud first approach, but a cloud right approach where they place the workloads in the environment that is best suited from a technology perspective, a business perspective, and even a security and governance perspective. And, and the right approach might include mainframe. It might include an on-premises infrastructure. It could include private cloud, public cloud, and SaaS components all integrated together to deliver that value. >> Yeah, Jay, please. >> If you were... >> That is a complicated situation for a lot of customers. Chime in here. (Jay chuckles) >> And now, if you were speaking specifically to Dell here, like they, they also walk the talk, right? They invest in DXC as a partnership. They put people on the ground that their only purpose in life is to help DXC succeed with Dell in, you know, arm in arm in front of clients. And it's not, you know, it's not a winner take all thing at all. It's really a true partnership. They, they, they've brought solution resources. We have an account CTO. We've got executive sponsorship. We do regular QBR meetings. We have regular executive touchpoint meetings. It's really important that you keep a high level of intimacy with the client, with the partners, you know, and, and the, and the GSI community. And I, I've been with several GSIs, and, and this is an exceptional example of true partnership and commitment to success with Dell technology. I'm really extremely impressed on, on the engagement level that we've had there and, you know, continue to show a lot of support, you know, both for them. You know, there's other OEM partners, of course, in the market. There's always going to be other technology solutions for certain clients, but this has been a particularly strong element for us in our partnership and in our go-to-market strategy. >> Well, I think too, just my observation, is a lot of it's about trust. You guys have both earned the trust, the kind of, over the, over the years taking your arrows, you know, of over decades. And, and you know, that just doesn't happen overnight. So guys, I appreciate it. Thanks for your time. It's all about getting cloud right, isn't it? >> That's right. (chuckles) (Dave chuckles) >> Thank you Dave. Appreciate it very much. >> Dave, thank you. >> Jay, Jim, great to have you on. Keep it right there for more action on theCube. Be right back. (upbeat guitar music) (keyboard clicks) Welcome back to the program. My name is Dave Vellante, and in this session we're going to explore one of the more interesting topics of the day. IoT for smart factories and with me are Todd Edmunds, the Global CTO of Smart Manufacturing Edge and Digital Twins at Dell Technologies. That is such a cool title. (Todd chuckles) I want to be you. And Dr. Aditi Banerjee who's the Vice President, General Manager for Aerospace Defense and Manufacturing at DXC Technology. Another really cool title. Folks, welcome to the program. Thanks for coming on. >> Thank you. >> Thanks, Dave. Great to be here. >> Nice to be here. So, Todd, let's start with you. We hear a lot about Industry 4.0, smart factories, IIoT. Can you briefly explain like what is Industry 4.0 all about, and why is it important for the manufacturing industry? >> Yeah, sure, Dave. You know, it's been around for quite a while. And it's got, it's gone by multiple different names, as you said, Industry 4.0, smart manufacturing, industrial IoT, smart factory, but it all really means the same thing. Its really applying technology to get more out of the factories and the facilities that you have to do your manufacturing. So being much more efficient, implementing really good sustainability initiatives. And so we really look at that by saying, "Okay, what are we going to do with technology to really accelerate what we've been doing for a long, long time?" So it's really not, it's not new. It's been around for a long time. What's new is that manufacturers are looking at this not as a one-off, two-off, individual use case point of view. But instead they're saying, "We really need to look at this holistically, thinking about a strategic investment in how we do this, not to just enable one or two use cases, but enable many, many use cases across the spectrum." I mean, there's tons of them out there. There's predictive maintenance, and there's OEE, overall equipment effectiveness, and there's computer vision. And all of these things are starting to percolate down to the factory floor. But it needs to be done in a little bit different way. And, and, and really, to really get those outcomes that they're looking for in smart factory, or Industry 4.0, or however you want to call it, and truly transform. Not just throw an Industry 4.0 use case out there, but to do the digital transformation that's really necessary and to be able to stay relevant for the future. You know, I heard it once said that you have three options. Either you digitally transform and stay relevant for the future, or you don't and fade into history like 52% of the companies that used to be on the Fortune 500 since 2000, right? And so really that's a key thing, and we're seeing that really, really being adopted by manufacturers all across the globe. >> Yeah so, Aditi, that's like digital transformation is almost synonymous with business transformation. So is there anything you'd add to what Todd just said? >> Absolutely. Though, I would really add that what really drives Industry 4.0 is the business transformation, what we are able to deliver in terms of improving the manufacturing KPIs and the KPIs for customer satisfaction, right? For example, improving the downtime, you know, or decreasing the maintenance cycle of the equipments, or improving the quality of products, right? So I think these are a lot of business outcomes that our customers are looking at while using Industry 4.0 and the technologies of Industry 4.0 to deliver these outcomes. >> So Aditi, I wonder if I could stay with you. And maybe this is a bit esoteric. But when I first started researching IoT and, and, and Industrial IoT 4.0, et cetera, I felt, you know, while there could be some disruptions in the ecosystem, I kind of came to the conclusion that large manufacturing firms, aerospace defense companies, the firms building out critical infrastructure, actually had kind of an incumbent advantage in a great opportunity. Of course, then I saw on TV, somebody now they're building homes with 3D printers. Its like, blows your mind. So that's pretty disruptive, but, so, but they got to continue. The incumbents have to continue to invest in the future. They're well capitalized. They're pretty good businesses, very good businesses. But there's a lot of complexities involved in kind of connecting the old house to the new addition that's being built, if you will, or this transformation that we're talking about. So my question is, How are your customers preparing for this new era? What are the key challenges that they're facing and the, the blockers, if you will? >> Yeah, I mean the customers are looking at Industry 4.0 for greenfield factories, right? That is where the investments are going directly into building the factories with the new technologies, with the new connectivities, right, for the machines. For example, industrial IoT, having the right type of data platforms to drive computational analytics and outcomes, as well as looking at edge versus cloud type of technologies, right? Those are all getting built in the greenfield factories. However, for the install-based factories, right, that is where our customers are looking at, "How do I modernize these factories? How do I connect the existing machine?" And that is where some of the challenges come in on, you know, the legacy system connectivity that they need to think about. Also, they need to start thinking about cybersecurity and operation technology security, right, because now you are connecting the factories to each other, right? So cybersecurity becomes top of mind, right? So there is definitely investment that is involved. Clients are creating roadmaps for digitizing and modernizing these factories and investments in a very strategic way, right? So perhaps they start with the innovation program, and then they look at the business case, and they scale it up, right? >> Todd, I'm glad Aditi brought up security. Because if you think about the operations technology, you know, folks, historically, they air gapped, you know, the systems. That's how they created security. That's changed. The business came in and said, "Hey, we got to, we got to connect. We got to make it intelligent." So that's, that's got to be a big challenge as well. >> It, it, it absolutely is Dave. And, and you know, you can no longer just segment that because really, to get all of those efficiencies that we talk about, that IoT and Industrial IoT and Industry 4.0 promise, you have to get data out of the factory. But then you got to put data back in the factory. So no longer is it just firewalling everything is really the answer. So you really have to have a comprehensive approach to security, but you also have to have a comprehensive approach to the cloud and what that means. And does it mean a continuum of cloud all the way down to the edge, right down to the factory? It absolutely does because no one approach has the answer to everything. The more you go to the cloud, the broader the attack surface is. So what we're seeing is a lot of our customers approaching this from a, kind of that, that hybrid, you know, "write once, run anywhere" on the factory floor down to the edge. And one of the things we're seeing, too, is to help distinguish between what is the edge, and that, and, and bridge that gap between, like Dave, you talked about IT and OT. And also help that, what Aditi talked about, is the greenfield plants versus the brownfield plants that they call it, that are the legacy ones and modernizing those. Is, it's great to kind of start to delineate. What does that mean? Where's the edge? Where's the IT and the OT? We see that from a couple of different ways. We start to think about really two edges in a manufacturing floor. We talk about an industrial edge that sits, or some people call it a far edge or a thin edge, sits way down on that plan. It consists of industrial hardened devices that do that connectivity. The hard stuff about, "How do I connect to this obsolete legacy protocol and what do I do with it?" And create that next generation of data that has context. And then we see another edge evolving above that, which is much more of a data and analytics and enterprise grade application layer that sits down in the factory itself that helps figure out where we're going to run this. Does it connect to the cloud? Do we run applications on-prem? Because a lot of times that on-prem application is, is, needs to be done because that's the only way that its going to, it's going to work because of security requirements, because of latency requirements, performance, and a lot of times cost. It's really helpful to build that multiple edge strategy because then you kind of, you consolidate all of those resources, applications, infrastructure, hardware, into a centralized location. Makes it much, much easier to really deploy and manage that security. But it also makes it easier to deploy new applications, new use cases, and become the foundation for DXC's expertise and applications that they deliver to our customers as well. >> Todd, how complex are these projects? I mean, I feel like it's kind of the, the digital equivalent of building the Hoover Dam. I mean, it, it, it's, (chuckles) it, it, so. Yeah, how long does a typical project take? I know it varies, but what, you know, what are the critical success factors in terms of delivering business value quickly? >> Yeah, that's a great question in that, in that we're, you know, like I said at the beginning, we, this is not new. Smart factory and Industry 4.0 is not new. It's been, it's, people have been trying to implement the holy grail of smart factory for a long time. And what we're seeing is a switch, a little bit of a switch, or quite a bit of a switch, to where the enterprise and the IT folks are having a much bigger say and have a lot to offer to be able to help that complexity. So instead of deploying a computer here, and a gateway there, and a server there, I mean, you go walk into any manufacturing plant and you can see servers sitting underneath someone's desk or a, or a PC in a closet somewhere running a critical production application. So we're seeing the enterprise have a much bigger say at the table, much louder voice at the table to say, "We've been doing this at enterprise all the time. We, we know how to really consolidate, bring hyper-converged applications, hyper-converged infrastructure, to really accelerate these kind of applications, really accelerate the outcomes that are needed to really drive that smart factory, and start to bring that same capabilities down into the, on the factory floor." That way, if you do it once to make it easier to implement, you can repeat that. You can scale that. You can manage it much easily. And you can then bring that all together because you have the security in one centralized location. So we're seeing manufacturers, yeah, that first use case may be fairly difficult to implement and we got to go down in and see exactly what their problems are. But when the infrastructure is done the correct way, when that, think about how you're going to run that and how are you going to optimize the engineering. Well, let's take that, what you've done in that one factory, and then set. Let's that, make that across all the factories, including the factory that we're in, but across the globe. That makes it much, much easier. You really do the hard work once and then repeat, almost like a cookie cutter. >> Got it. Thank you. Aditi, what about the skillsets available to apply these, to these projects? You got to have knowledge of digital, AI, data, integration. Is there a talent shortage to get all this stuff done? >> Yeah, I mean definitely, a lot. Different types of skillsets are needed from a traditional manufacturing skillset, right? Of course, the basic knowledge of manufacturing is, is important. But the, the digital skillset sets like, you know, IoT, having a skillset in different protocols for connecting the machines, right, that experience that comes with it, data and analytics, security, augmented virtual reality programming. You know, again, looking at robotics and the digital twin. So you know, it's a lot more connectivity software, data driven skillsets that are needed to smart factory to life at scale. And, you know, lots of firms are, you know, recruiting these types of skill, resources with these skillsets to, you know, accelerate their smart factory implementation, as well as consulting firms like DXC Technology and others. We, we, we recruit. We, we train our talent to, to provide these services. >> Got it. Aditi, I wonder if we could stay on you. Let's talk about the partnership between DXC and Dell. What are you doing specifically to simplify the move to Industry 4.0 for customers? What solutions are you offering? How are you working together, Dell and DXC, to, to bring these to market? >> Yeah, Dell and DXC have a very strong partnership. You know, and we work very closely together to, to create solutions, to create strategies, and how we, we are going to jointly help our clients, right? So areas that we have worked closely together is edge compute, right, how that impacts the smart factory. So we have worked pretty closely in that area. We're also looked at vision technologies, you know. How do we use that at the edge to improve the quality of products, right? So we have several areas that we collaborate in. And our approach is that we, we want to bring solutions to our client, and as well as help them scale those solutions with the right infrastructure, the right talent, and the right level of security. So we bring a comprehensive solution to our clients. >> So, Todd, last question, kind of similar but different. You know, why Dell DXC? Pitch me. What's different about this partnership? You know, where do you, are you confident that, you know, you're going to be, deliver the best value to, to customers? >> Absolutely. Great question. You know, there's no shortage of bespoke solutions that are out there. There's hundreds of people that can come in and do individual use cases and do these things. And just, and, and, and that's, that's where it ends. What Dell and DXC Technology together bring to the table is, we do the optimization, the optimization of the engineering of those previously bespoke solutions upfront, together, right? The power of our scalables, enterprise-grade, structured, you know, industry standard infrastructure, as well as our expertise in delivering package solutions that really accelerate with DXC's expertise and reputation as a global, trusted, trusted advisor. Be able to really scale and repeat those solutions that DXC is so really, really good at. And, and Dell's infrastructure, and our, what, 30,000 people across the globe that are really, really good at that, at that scalable infrastructure, to be able to repeat. And then it really lessens the risk that our customers have and really accelerates those solutions. So it's again, not just one individual solutions, it's all of the solutions that not just drive use cases, but drive outcomes with those solutions. >> Yeah, the, you're right, the partnership has gone, I mean, I first encountered it back in, I think it was 2010, May of 2010, we had you, you guys both on theCube. I think you were talking about converged infrastructure. And I had a customer on, and it was, actually a manufacturing customer, was quite interesting. And back then it was, "How do we kind of replicate what's coming in the cloud?" And, and you guys have obviously taken it into the digital world. Really want to thank you for your time today. Great conversation, and love to have you back. >> Thank you so much. >> Absolutely. >> It was a pleasure speaking with you. >> I agree. >> All right, keep it right there for more discussions that educate and inspire on theCube. (bright music) Welcome back to the program and we're going to dig into the number one topic on the minds of every technology organization. That's cybersecurity. You know, survey data from ETR, our data partner, shows that among CIOs and IT decision makers, cybersecurity continues to rank as the number one technology priority to be addressed in the coming year. That's ahead of even cloud migration and analytics. And with me to discuss this critical topic area are Jim Shook, who's the Global Director of Cybersecurity and Compliance Practice at Dell Technologies, and he's joined by Andrew Gonzalez, who focuses on Cloud and Infrastructure consulting at DXC Technology. Gents, welcome. Good to have you. >> Thanks Dave. Great to be here. >> Thank you. >> Jim, let's start with you. What are you seeing from the front lines in terms of the attack surface, and, and how are customers responding these days? >> It's always up and down and back and forth. The bad actors are smart. They adapt to everything that we do. So we're seeing more and more kind of living off the land. They're not necessarily deploying malware. Makes it harder to find what they're doing. And I think though, Dave, we've, we've adapted, and this whole notion of cyber resilience really helps our customers figure this out. And the idea there goes beyond cybersecurity, it's, "Let's protect as much as possible, so we keep the bad actors out as much as we can. But then, let's have the ability to adapt to and recover to the extent that the bad actors are successful." So we're recognizing that we can't be perfect a hundred percent of the time against a hundred percent of the bad actors. Let's keep out what we can, but then recognize and have that ability to recover when necessary. >> Yeah, thank you. So Andrew, you know, I like what Jim was saying about living off the land, of course, meaning using your own tooling against you, kind of hiding in plain sight, if you will. But, and, and as Jim is saying, you, you can't be perfect. But, so given that, what's your perspective on what good cybersecurity hygiene looks like? >> Yeah, so you have to understand what your crown jewel data looks like, what a good copy of a recoverable asset looks like. When you look at an attack, if it were to occur, right, how you get that copy of data back into production. And not only that, but what that golden image actually entails. So, whether it's networking, storage, some copy of a source code, intellectual property, maybe CMBD data, or an active directory, or DNS dump, right? Understanding what your data actually entails so that you can protect it and that you can build out your recovery plan for it. >> So, and where's that live? Where's that gold copy? You put on a yellow sticky? No, it's got to be, (chuckles) you got to be somewhere safe, right? So you have to think about that chain as well, right? >> Absolutely. Yeah. You, so, a lot of folks have not gone through the exercise of identifying what that golden copy looks like. Everyone has a DR scenario, everyone has a DR strategy, but actually identifying what that golden crown jewel data, let's call it, actually entails is one aspect of it. And then where to put it, how to protect it, how to make it immutable and isolated, that's the other portion of it. >> You know, if I go back to sort of earlier part of last decade, you know, cybersecurity was kind of a checkoff item. And as you got toward the middle part of the decade, and I'd say clearly by 2016, it, security became a boardroom issue. It was on the agenda, you know, every quarter at the board meetings. So compliance is no longer the driver, is, is my point. The driver is business risk, real loss of reputation or data, you know, it's, or money, et cetera. What are the business implications of not having your cyber house in order today? >> They're extreme, Dave. I mean the, you know, the bad actors are good at what they do. These losses by organizations, tens, hundreds of millions into the billions sometimes, plus the reputational damage that's difficult to, to really measure. There haven't been a lot of organizations that have actually been put out of business by an attack, at least not directly on, if they're larger organizations. But that's also on the table, too. So you can't just rely on, "Oh we need to do, you know, A, B and C because our regulators require it." You need to look at what the actual risk is to the business, and then come up with a strategy from there. >> You know, Jim, staying with you, one of the most common targets we hear of attackers is to go after the backup corpus. So how should customers think about protecting themselves from that tactic? >> Well, Dave, you hit on it before, right? Everybody's had the backup and DR strategies for a long time going back to requirements that we had in place for physical disaster or human error. And that's a great starting point for resilience capability. But that's all it is, is a starting point. Because the bad actors will, they also understand that you have those capabilities, and, and they've adapted to that. In every sophisticated attack that we see, the backup is a target. The bad actors want to take it out, or corrupt it, or do something else to that backup so that it's not available to you. That's not to say they're always successful, and it's still a good control to have in place because maybe it will survive. But you have to plan beyond that. So the capabilities that we talk about with resilience, let's harden that backup infrastructure. You've already got it in place. Let's use the capabilities that are there like immutability and other controls to make it more difficult for the bad actors to get to. But then as Andrew said, that gold copy, that critical systems, you need to protect that in something that's more secure, which commonly we, we might say a cyber vault. Although, there's a lot of different capabilities for cyber vaulting, some far better than others, and that's some of the things that we focus on. >> You know, it's interesting, but I've talked to a lot of CIOs about this, is prior to the pandemic, they, you know, had their, as you're pointing out, Jim, they had their DR strategy in place, but they felt like they weren't business resilient. And they realized that when we had the forced march to digital. So Andrew, are there solutions out there to help with this problem? Do you guys have an answer to this? >> Yeah, absolutely. So I'm glad you brought up resiliency. We, we take a position that to be cyber resilient, it includes operational resiliency. It includes understanding at the C level what the implication of an attack means, as we stated, and then, how to recover back into production. When you look at protecting that data, not only do you want to put it into what we call a vault, which is a Dell technology that is an offline immutable copy of your crown jewel data, but also how to recover it in real time. So DXC offers a, I don't want to call it a turnkey solution since we architect these specific to each client needs, right, when we look at what client data entails, their recovery point, objectives, recovery time objectives, what we call quality of the restoration. But when we architect these out, we look at not only how to protect the data, but how to alert and monitor for attacks in real time, how to understand what we should do when a breach is in progress, putting together with our security operations centers, a forensic and recovery plan and a runbook for the client, and then being able to cleanse and remediate so that we can get that data back into production. These are all services that DXC offers in conjunction with the Dell solution to protect, and recover, and keep bad actors out. And if we can't keep them out to ensure that we are back into production in short order. >> You know, this, this discussion we've been having about DR kind of versus resilience, and, and you were just talking about RPO and RTO. I mean, it used to be that a lot of firms wouldn't even test their recovery 'cause it was too risky. Or, you know, maybe they tested it on, you know, July 4th or something like that. But, but it, I'm inferring that's changed. I wonder if we could, you know, double click on recovery? How hard is it to, to, to test that recovery, and, and how quickly are you seeing organizations recover from attacks? >> So it depends, right, on the industry vertical, what kind of data. Again, a financial services client compared to a manufacturing client are going to be two separate conversations. We've seen it as quickly as being able to recover in six hours, in 12 hours. In some instances we have the grace period of a day to a couple of days. We do offer the ability to run scenarios once a quarter where we can stand up in our systems the production data that we are protecting to ensure that we have a good recoverable copy. But it depends on the client. >> I really like the emphasis here, Dave, that you're raising and that Andrew's talking about. It's not on the technology of how the data gets protected. It's focused on the recovery. That's all that we want to do. And so the solution with DXC really focuses on generating that recovery for customers. I think where people get a little bit twisted up on their testing capability is, you have to think about different scenarios. So there are scenarios where the attack might be small. It might be limited to a database or an application. It might be really broadly based like the NotPetya attacks from a few years ago. The regulatory environment, we call those attacks severe but plausible. So you can't necessarily test everything with the infrastructure, but you can test some things with the infrastructure. Others, you might sit around on a tabletop exercise or walk through what that looks like to really get that, that recovery kind of muscle, muscle memory so that people know what to do when those things occur. But the key to it, as Andrew said before, have to focus down, "What are those critical applications? What do we need, what's most important? What has to come back first?" And that really will go a long way towards having the right recovery points and recovery times from a cyber disaster. >> Yeah, makes sense. Understanding the value of that data is going to inform you how to, how to respond and how to prioritize. Andrew, one of the things that we hear a lot on theCube, especially lately, is around, you know, IOT, IIOT, Industry 4.0, the whole OT security piece of it. And the problem being that, you know, traditionally, operations technologies have been air gapped, often by design. But as businesses, increasingly they're driving initiatives like Industry 4.0, and they're connecting these OT systems to IT systems. They're, you know, driving efficiency, preventative maintenance, et cetera. So a lot of data flowing through the pipes, if you will. What are you seeing in terms of the threats to critical infrastructure and how should customers think about addressing these issues? >> Yeah, so bad actors, you know, can come in many forms. We've seen instances of social engineering. We've seen, you know, a USB stick dropped in a warehouse. That data that is flowing through the IoT device is as sensitive now as your core mainframe infrastructure data. So when you look at it from a protection standpoint, conceptually, it's not dissimilar from what we've been been talking about where you want to understand, again, what the most critical data is. Looking at IoT data and applications is no different than your core systems now, right? Depending on what your, your business is, right? So when, when we're looking at protecting these, yes, we want firewalls, yes, we want air gap solutions, yes, we want front end protection, but we're looking at it from a resiliency perspective. Putting that data, understanding what what data entails to put in the vault from an IoT perspective is just as critical as as it is for your core systems. >> Jim, anything you can add to this topic? >> Yeah, I think you hit on the, the key points there. Everything is interconnected. So even in the days where maybe people thought the OT systems weren't online, oftentimes the IT systems are talking to them, or controlling them, SCADA systems, or perhaps supporting them. Think back to the pipeline attack of last year. All the public testimony was that the OT systems didn't get attacked directly. But there was uncertainty around that, and the IT systems hadn't been secured. So that caused the OT systems to have to shut down. It certainly is a different recovery when you're shutting them down on your own versus being attacked, but the outcome was the same that the business couldn't operate. So you really have to take all of those into account. And I think that does go back to exactly what Andrew's saying, understanding your critical business services, and then the applications and data and other components that support those and drive those, and making sure those are protected. You understand them, you have the ability to recover them if necessary. >> So guys, I mean, you made the point. I mean, you're right. The adversary is highly capable. They're motivated 'cause the ROI is so, it's so lucrative. It's like this never ending battle that cybersecurity pros, you know, go through. It really is kind of frontline sort of technical heroes, if you will. And so, but sometimes it just feels daunting. Why are you optimistic about the future of, of cyber from the good guy's perspective? >> I think we're coming at the problem the right way, Dave. So that, that focus, I'm so pleased with the idea that we are planning that the systems aren't going to be hundred percent capable every single time, and let's figure that out, right? That's, that's real world stuff. So just as the bad actors continue to adapt and expand, so do we. And I think the differences there, the common criminals, it's getting harder and harder for them. The more sophisticated ones, they're tough to beat all the time. And of course, you've raised the question of some nation states and other activities. But there's a lot more information sharing. There's a lot more focus from the business side of the house and not just the IT side of the house that we need to figure these things out. >> Yeah, to, to add to that, I think furthering education for the client base is important. You, you brought up a point earlier. It used to be a boardroom conversation due to compliance reasons. Now, as we have been in the market for a while, we continue to mature the offerings. It's further education for not only the business itself, but for the IT systems and how they interconnect, and working together so that these systems can be protected and continue to be evolved and continue to be protected through multiple frameworks as opposed to seeing it as another check the box item that the board has to adhere to. >> All right, guys, we got to go. Thank you so much. Great conversation on a, on a really important topic. Keep up the good work. Appreciate it. >> Thanks Dan. >> Thank you. >> All right, and thank you for watching. Stay tuned for more excellent discussions around the partnership between Dell Technologies and DXC Technology. We're talking about solving real world problems, how this partnership has evolved over time, really meeting the changing enterprise landscape challenges. Keep it right there. (bright music) Okay, we hope you enjoyed the program and learned some things about cloud transformation and modernizing your business that will inspire you to action. Now if you want to learn more, go to the Dell DXC partner page shown here, or click on the URL in the description. Thanks for watching everybody and on behalf of our supporters, Dell and DXC, good luck. And as always, get in touch if we can be of any assistance. (bright music)

>> Hello and welcome to what is sure to be an insightful conversation about getting business results with cloud Transformation. My name is Dave Vellante, and I'm here with James Miller, Chief Technologist for cloud and Infrastructure Services and Jay Dowling, America's Sales Lead for cloud and Infrastructure Services, both with DXC Technology. Gentlemen, thanks for your time today, welcome to The Cube. >> Great, thanks for having us. >> Thank you, Dave, appreciate it. >> So let's get right into it. You know, I've talked to a lot of practitioners who've said, look, if you really want to drop zeros, like a lot of zeroes to the bottom line, you can't just lift and shift. You really got to think about modernizing, the application portfolio, you got to think about your business model, and really think about transforming your business, particularly the operating model. So my first question, Jim, is what role does the cloud play in modernization? >> Well there are really 3 aspects that the cloud plays in modernization. You mentioned multiple zeroes. One is cost optimization. And that can be achieved through business operations, through environmental, social, in governance. Also being more efficient with your IT investments. But that's not the only aspect. There's also agility and innovation. And that can be achieved through automation and productivity, speed to market for new features and functions, improvements in the customer experience, and the capability to metabolize a great deal more data in your environment. Which, the end result is an improvement in releasing of new things to the field. And finally, there's resilience. And I'm not really talking about IT resilience, but more of business resilience. To be able to handle operational risk, improve your securities and controls, deal with some of the talent gap that's in the industry, and also protect your brand reputation. So modernization is really about balancing these 3 aspects. Cost optimization, agility and innovation, and resilience. >> So, thank you for that, so, Jay, I got to ask you, the current climate, ever body's sort of concerned, and there's not great visibility on the macro. So, Jim mentioned cost optimization, that seems to be one of the top areas that customers are focused on. The two I hear a lot are, consolidating redundant vendors, and optimizing cloud costs. So that's, you know, top of mine today. I think everybody really, you know, understands the innovation and agility piece. At least at a high level, maybe realizing it is different. >> Sure >> And then the business resilience piece is really interesting, because, you know, prior to the pandemic, people, you know, they had a DR strategy, but they realized, wow my business may not be that resilient. So, Jay, my question to you is, what are you hearing when you talk to customers, what's the priority today? >> You know, the priority is an often overused term of digital transformation. You know, people want to get ready for next generation environments, customer experience, making sure they're improving, you know, how they engage with their clients, and what their branding is. What we find is a lot of clients don't have the underlying infrastructure in place today to get to where they want to get to. So cloud becomes an important element of that, but, you know, with DXC's philosophy, not everything necessarily needs to go to cloud to be cost optimized, for instance. In many cases you can run applications, you know, in your own data center, or on Pram or, in other environments, in the hybrid environment or multi cloud environment, and still be very optimized from a cost/spend standpoint. And also put yourself in position for modernization and be able to bring the things to the business that the clients are, you know their clients are looking for like the CMO and the CFO etc. trying to use IT as a leverage to drive business and to drive business acceleration and to drive profitability, frankly. So there's a lot of dependency on infrastructure, but there's a lot of elements to it and we advocate for, you know, there's not a single answer to that. We like to evaluate clients, environments, and work with them to get them to an optimal target operating model so that they can really deliver on what the promises are for their departments. >> So, lets talk about some of the barriers to realizing value in the context of modernization. We talked about cost optimization, agility, and resilience. But there's a business angle and there's a technical angle here. We already talked about people, process, and technology. Technology oftentimes CIO's will tell us 'Well that's the easy part. We'll figure that out.' Whether it's true or not; but I agree. People and process is sometimes the tough one. So Jay, why don't you start. What do you see as the barriers particularly from a business standpoint? I think people need to let their guard down and be open to the ideas that are out there in the market from the standards that are being built by Best in Class models. And there's many people who that have got on cloud juries have been very successful with it. There's others that have set high expectations with their business leaders that haven't necessarily met the goals that they need to meet, or maybe haven't met them as quickly as they promised. So there's a change management aspect that you need to look at with the environments. There's a skillset environment that they need to be prepared for. Do they have the people to deliver with the tools and the skills and the models that they're putting themselves in place for in the future versus where they are now. There's just a lot of different elements. It's not just that this price is better or this can operate better than one environment over the other. I think we like to try and look at things holistically and make sure that we're being as much of a consultative advocate for the client for where they want to go, what their destiny is and based on what we've learned with other clients and we can bring those best practices forward because we've worked across such a broad spectrum of clients versus them being somewhat contained and sometimes can't see outside of their own challenges, if you would. So they need advocacy to help bring them to the next level. And we like to translate that through technology advances which Jim is really good at doing for us. >> Yeah Jim, is the big barrier a skills issue? You know, bench strength? Are their other considerations from your perspective? >> We've identified a number of factors that inhibit success of customers. One is thinking it's only a technology change; in moving to cloud. When it's much broader than that. There are changes in governance, changes in process that need to take place. The other is evaluating the other cloud providers on their current pricing structure and performance. And we see pricing and structure changing dramatically every few months between the various cloud providers. And you have to be flexible enough to determine which providers you want; and it may not be feasible to just have a single cloud provider in this world. The other thing is a big bang approach to transformation. I want to move everything and I want to move it all at once. That's not necessarily the best approach. A well thought out cloud journey and strategy, and timing your investments are really important to maximizing your business return on the journey to the cloud. And finally, not engaging stakeholders early and continuously. You have to manage expectations in moving to cloud on what business factors will get affected, how you will achieve your costs savings, and how you will achieve the business impact over the journey and reporting out on that with very strict metrics to all of the stakeholders. >> You mentioned multi-cloud just then. On January 17th we had our Super Cloud 2 event. And Super Cloud is basically what multi-cloud should have been I like to say. So it's creating a common experience across clouds. You guys were talking about you know, there's different governance, different securities, different pricing. So, and one of the takeaways from this event and talking to customers and practitioners and technologists is you can't go it alone. So I wonder if you'd talk about your partnership strategy? What do partners bring to the table? What is DXC's unique value? >> I'd be happy to lead with that if you'd like. >> Great >> We've got a vast partner ecosystem at DXC, given the size and the history of the company. I use several examples. One of the larger partners in my particular space is Dell Technology. They're a great partner for us across many different areas of the business. It's not just storage and compute play anymore. They're on the edge. They've got intelligence in their networking devices now. And they've really brought a lot of value to us as a partner. You can look at Dell Technology as somebody that might have a victim effect because of all of the hyper-scaling activity and all of the cloud activity but they've really taken an outstanding attitude with this and said listen not all things are destined for cloud or not all things would operate better in a cloud environment. And they like to be apart of those discussions to see how they can, how we can bring a multi-cloud environment, both private and public to clients and let's look at the applications and the infrastructure and what's the best optimal running environment for us to be able to bring the greatest value to the business with speed, with security and the the things that they want to keep close to the business are often things that you want to keep on your premise or keep in your own data centers. So they're an ideal model of somebody that's resourced this well, partnered in this well in the market and we continue to grow that relationship day in and day out with those guys. And we really appreciate their support of our strategy and we like to also compliment their strategy and work together hand in hand in front of our clients. >> Yeah you know Jim, Matt Baker who's the Head of Strategic Planning at Dell talks about it's not zero-sum game and I think you're right Jay. I think initially people felt like oh wow, it is a zero-sum game but it's clearly not. And this idea of whether you call it Super Cloud or Uber Cloud or Multi Cloud, clearly Dell is headed in that direction. Look at some of their future projects, their narrative. I'm curious from a technology standpoint Jim, what your role is. Is it to make it all work? Is it to end to end? Wondering if you could help us understand that. >> Help us figure it out Jim, here. >> Glad to expand on that. Well, one of my key roles is developing our product roadmap for DXC offerings. And we do that roadmap in conjunction with our partners where we can leverage the innovation that our partners bring to the table and we often utilize engineering resources from our partners to help us jointly build those offerings that adapt to changes in the market and also adapt to many of our customer's changing needs overtime. So my primary role is to look at the market, talk to our customers, and work with our partners to develop a product roadmap for delivering DXC products and services to our clients so that they can get the return on investment on their technology journeys. >> You know, we've been working with these two firms for a while now; pre-dates the name DXC and that transformation. I'm curious as to what's, how you would respond to what's unique. You know you hear a lot about partnerships, you guys got a lot of competition. Dell has a lot of competition. What's specifically unique about this combination? >> I think- go ahead Jim >> I would say our unique approach is, we call it cloud right. And that approach is making the right investments, at the right time, and on the right platforms. And our partners play a key role in that. So we encourage our customers to not necessarily have a cloud first approach, but a cloud right approach where they place the workloads in the environment that is best suited from a technology perspective, a business perspective, and even a security and governance perspective. And the right approach might include main frame, it might include and on-premises infrastructure it could include private cloud, public cloud and SAS components all integrated together to deliver that value. >> Yeah Jay please. Let me tell you, this is a complicated situation for a lot of customers. But, chime in here. >> Yeah if you're speaking specifically to Dell here like, they also walk the talk right. They invest in DXC as a partnership. They put people on the ground. Their only purpose in life is to help DXC succeed with Dell, arm in arm, in front of clients. And it's not a winner take all thing at all. It's really a true partnership. They've brought solution resources. We have an account CTO, we've got executive sponsorship. We do regular QVR meetings. We have regular executive touch-point meetings. It's really important that you keep high level of intimacy with the clients, with the partners in the GSI community. And I've been with several GSI's and this is an exceptional example of true partnership and commitment to success with Dell Technology. I'm really extremely impressed on the engagement level that we've had there, and continue to show a lot of support both for them. And there's other OEM partners of course in the market. There's always going to be other technology solutions for certain clients, but this has been a particularly strong element for us and our partnership and our go-to-market strategy. >> Well I think too, just my observation is a lot of it is about trust. You guys have both earned the trust over the years. Ticking your arrows over decades, and that just doesn't happen overnight. Guys I appreciate it. Thanks for your time. It's all about getting Cloud Right, isn't it? >> That's right. Thank you Dave. Appreciate it very much. >> Thank you >> Jay, great to have you on. Keep it right there for more action on The CUBE. We'll be right back.

(bright music) >> Okay, we're back. With Jeff and Travis Vigil to dig deeper into the news. Guys, again, good to see you. Travis, if you could, maybe before we get into the news, can you set the business context for us? What's going on out there? >> Yeah, thanks for that question, Dave. To set a little bit of the context when you look at the data protection market, Dell has been a leader in providing solutions to customers for going on nearly two decades now. We have tens of thousands of people using our appliances. We have multiple thousands of people using our latest, modern, simple power protect data manager software. And as Jeff mentioned, we have, you know, 1700 customers protecting 14 exabytes of data in the public clouds today. And that foundation gives us a unique vantage point. We talked to a lot of customers. And they're really telling us three things. They want simple solutions, they want us to help them modernize, and they want us as the highest priority, maintain that high degree of resiliency that they expect from our data protection solutions. So that's the backdrop to the news today. And as we go through the news, I think you'll agree that each of these announcements deliver on those pillars. And in particular, today we're announcing the PowerProtect Data Manager Appliance. We are announcing PowerProtect Cyber Recovery enhancements, and we are announcing enhancements to our APEX data storage services. >> Okay, so three pieces, let's dig to that. It's interesting appliance, everybody wants software but then you talk to customers and they're like, "Well, we actually want appliances because we just want to put it in and it works, and performs great." So what do we need to know about the appliance? What's the news there? >> Well, you know, part of the reason I gave you some of those stats to begin with is, that we have this strong foundation of experience, but also intellectual property. Components that we've taken, that have been battle tested in the market. And we've put them together in a new simple, integrated appliance that really combines the best of the target appliance capabilities, we have with that modern, simple software. And we've integrated it from the, you know, sort of taking all of those pieces, putting them together in a simple, easy-to-use and easy-to-scale interface for customers. >> So the premise that I've been putting forth for, you know, months now, probably well over a year, is that data protection is becoming an extension of your cybersecurity strategies. So I'm interested in your perspective on Cyber Recovery, your specific news that you have there? >> Yeah, you know, we are in addition to simplifying things via the appliance. We are providing solutions for customers no matter where they're deploying. And Cyber Recovery, especially, when it comes to cloud deployments, it's an increasing area of interest and deployment that we see with our customers. So what we're announcing today is that we're expanding our Cyber Recovery services to be available in Google Cloud. With this announcement, it means we're available in all three of the major Clouds. And it really provides customers the flexibility to cure their data no matter if they're running, you know, on premises, in a Colo, at the edge in the public cloud. And the other nice thing about this announcement is that you have the ability to use Google Cloud as a Cyber Recovery vault. That really allows customers to isolate critical data and they can recover that critical data from the vault back to on-premises or from that vault back to running their cyber protection, or their data protection solutions in the public cloud. >> I always involve my favorite Matt Baker here, It's not a zero-sum game, but this is a perfect example where there's opportunities for a company like Dell to partner with the public cloud provider. You've got capabilities that don't exist there. You've got the on-prem capabilities. We could talk about Edge all day, but that's a different topic. Okay so my other question, Travis, is how does this all fit into APEX? We hear a lot about APEX as a service it's sort of the new hot thing. What's happening there? What's the news around APEX? >> Yeah, we've seen incredible momentum with our APEX Solutions, since we introduced data protection options into them earlier this year. And we're really building on that momentum with this announcement being, you know, providing solutions that allow customers to consume flexibly. And so what we're announcing specifically is, that we're expanding APEX Data Storage Services to include a data protection option. And it's like with all APEX offers, it's a pay-as-you go solution. Really streamlines the process of customers purchasing, deploying, maintaining and managing their backup software. All a customer really needs to do is, you know, specify their base capacity, they specify their performance tier, they tell us do they want a one-year term, or a three-year term? And we take it from there. We get them up and running, so they can start deploying and consuming flexibly. And as with many of our APEX solutions, it's a simple user experience all exposed through a unified APEX console. >> Okay, so you're keeping a simple, like, I think large, medium, small, you know, we hear a lot about T-shirt sizes. I'm a big fan of that 'cause you guys should be smart enough to figure out, you know, based on my workload, what I need. How different is this? I wonder if you guys could address this, Jeff, maybe you can- >> So, I'll start and then, pitch me, you know, Travis, you jump in when I screw up here so... >> Awesome. >> So first I'd say we offer innovative Multi-cloud data protection solutions. We provide that deliver performance, efficiency and scale that our customers demand and require. We support as Travis at all the major public clouds. We have a broad ecosystem of workload support and I guess the great news is we're up to 80% more cost effective than any of the competition. >> 80%? >> 80%. >> That's a big number. Travis, what's your point of view on this? >> Yeah, I think number one, end-to-end data protection. We, we are that one stop shop that I talked about. Whether it's a simplified appliance, whether it's deployed in the cloud, whether it's at the edge, whether it's integrated appliances, target appliances, software we have solutions that span the gamut as a service. I mentioned the APEX solution as well. So really we can provide solutions that helps support customers and protect them, any workload, any cloud, anywhere that data lives, Edge core to cloud. The other thing that we're here, as a big differentiator for Dell and Jeff touched on this a little bit earlier, is our intelligent cyber resiliency. We have a unique combination in the market where we can offer immutability or protection against deletion as sort of that first line of defense. But we can also offer a second level of defense which is isolation, talking about data vaults or cyber vaults and Cyber Recovery. And more importantly, the intelligence that goes around that vault. It can look at detecting cyber-attacks, it can help customer speed time to recovery and really provides AI and ML to help early diagnosis of a cyber-attack and fast recovery should a cyber-attack occur. And you know, if you look at customer adoption of that solution specifically in the clouds, we have over 1300 customers utilizing PowerProtect Cyber Recovery. >> So I think it's fair to say that your, I mean your portfolio has obviously been a big differentiator whenever I talk to, you know your finance team, Michael Dell, et cetera that an end-to-end capability that that your ability to manage throughout the supply chain. We actually just did an event recently with you guys where you went into what you're doing to make infrastructure trusted. And so my take on that is, in a lot of respects, you're shifting, you know, the client's burden to your R&D, and now, they have a lot of work to do, so it's not like they can go home and just relax, but that's a key part of the partnership that I see. Jeff, I wonder if you could give us the final thoughts. >> Sure, Dell has a long history of being a trusted partner within IT, right? So we have unmatched capabilities, going back to your point, we have the broadest portfolio, we have, you know, we're a leader in every category that we participate and we have a broad deep breadth of portfolio. We have scale, we have innovation that is just unmatched. Within data protection itself, we have the trusted market leader, no if and or buts. We're a number one for both data protection software in appliances per IDC. And we were just named, for the 17th consecutive time the leader in the Gartner Magic Quadrant. So bottom line is customers can count on Dell. >> Yeah. And I think again, we're seeing the evolution of data protection. It's not like the last 10 years, it's really becoming an adjacency and really a key component of your cyber strategy. I think those two parts of the organization are coming together. So guys, really appreciate your time. Thanks for (indistinct). >> Thank you, sir. Thanks, Travis, good to see you. All right, in a moment, I'm going to come right back and summarize what we learned today, what actions you can take for your business. You're watching "The Future of Multicloud Data Protection" made possible by Dell and collaboration with the Cube, your leader in enterprise and emerging tech coverage, right back. (upbeat music) >> In our data driven world. Protecting data has never been more critical, to guard against everything from cyber incidents to unplanned outages. You need a cyber resilient multi-cloud data protection strategy. >> It's not a matter of if you're going to get hacked, it's a matter of when. And I want to know that I can recover and continue to recover each day. >> It is important to have a cyber security and a cyber resiliency plan in place, because the threat of cyber-attack are imminent. >> PowerProtects Data manager from Dell Technologies helps deliver the data protection and security confidence you would expect from a trusted we chose PowerProtect Data Manager because we've been on strategic partner with Dell Technologies, for roughly 20 years now. Our partnership with Dell Technologies has provided us with the ability to scale, and grow as we've transition from 10 billion in assets to 20 billion. >> With PowerProtect Data Manager, you can enjoy exceptional ease of use to increase your efficiency and reduce costs. >> Got installed it by myself, learn it by myself, with very intuitive >> While restoring a machine with PowerProtect Data Manager is fast. We can fully manage PowerProtect through the center. We can recover a whole machine in seconds. >> Data Manager offers innovation such as Transparent Snapshots to simplify virtual machine backups and it goes beyond backup and restore to provide valuable insights and to protected data, workloads and VMs. >> In our previous environment, it would take anywhere from three to six hours a night to do a single backup of each VM. Now we're backing up hourly and it takes two to three seconds with the Transparent Snapshots. >> With PowerProtect's Data Manager, you get the peace of mind knowing that your data is safe and available whenever you need it. >> Data is extreme important. We can't afford to lose any data. We need things just to work. >> Start your journey to modern data protection with Dell PowerProtect Data Manager. Visit dell.com/powerprotectdatamanager. >> We put forth the premise in our introduction that the worlds of data protection and cyber security must be more integrated. We said that data recovery strategies have to be built into security practices and procedures and by default, this should include modern hardware and software. Now in addition, to reviewing some of the challenges that customers face, which have been pretty well documented, we heard about new products that Dell Technologies is bringing to the marketplace. Specifically, address these customer concerns. There were three that we talked about today. First, the PowerProtect Data Manager Appliance, which is an integrated system. Taking advantage of Dell's history in data protection but adding new capabilities. And I want to come back to that in a moment. Second is Dell's PowerProtect Cyber Recovery for Google Cloud platform. This rounds out the big three public cloud providers for Dell, which joins AWS and Azure support. Now finally, Dell has made its target backup appliances available in APEX. You might recall earlier this year, we saw the introduction from Dell of APEX backup services. And then in May at Dell Technologies World, we heard about the introduction of APEX Cyber Recovery Services. And today, Dell is making its most popular backup appliances available in APEX. Now I want to come back to the PowerProtect Data Manager Appliance because it's a new integrated appliance. And I asked Dell off camera, really, what is so special about these new systems and what's really different from the competition because look, everyone offers some kind of integrated appliance. So I heard a number of items Dell talked about simplicity and efficiency and containers and Kubernetes. So I kind of kept pushing and got to what I think is the heart of the matter in two really important areas. One is simplicity. Dell claims that customers can deploy the system in half the time relative to the competition. So we're talking minutes to deploy and of course, that's going to lead to much simpler management. And the second real difference I heard, was backup and restore performance for VMware workloads. In particular, Dell has developed transparent snapshot capabilities to fundamentally change the way VMs are protected which leads to faster backup and restores with less impact on virtual infrastructure. Dell believes this new development is unique in the market, and claims that in its benchmarks, the new appliance was able to back up 500 virtual machines in 47% less time compared to a leading competitor. Now this is based on Dell benchmarks so hopefully these are things that you can explore in more detail with Dell to see if and how they apply to your business. So if you want more information go to the Data Protection page at Dell.com. You can find that at dell.com/dataprotection. And all the content here and all the videos are available on demand at thecube.net. Check out our series, on the blueprint for trusted infrastructure it's related and has some additional information. And go to siliconangle.com for all the news and analysis related to these and other announcements. This is Dave Vellante. Thanks for watching "The Future of Multi-cloud Protection." Made possible by Dell in collaboration with the Cube your leader in enterprise and emerging tech coverage. (upbeat music)

>>Prior to the pandemic, organizations were largely optimized for efficiency as the best path to bottom line profits. Many CIOs tell the cube privately that they were caught off guard by the degree to which their businesses required greater resiliency beyond their somewhat cumbersome disaster recovery processes. And the lack of that business resilience has actually cost firms because they were unable to respond to changing market forces. And certainly we've seen this dynamic with supply chain challenges and there's a little doubt. We're also seeing it in the area of cybersecurity generally, and data recovery. Specifically. Over the past 30 plus months, the rapid adoption of cloud to support remote workers and build in business resilience had the unintended consequences of expanding attack vectors, which brought an escalation of risk from cybercrime. Well, security in the public clouds is certainly world class. The result of multi-cloud has brought with it multiple shared responsibility models, multiple ways of implementing security policies across clouds and on-prem. >>And at the end of the day, more, not less complexity, but there's a positive side to this story. The good news is that public policy industry collaboration and technology innovation is moving fast to accelerate data protection and cybersecurity strategies with a focus on modernizing infrastructure, securing the digital supply chain, and very importantly, simplifying the integration of data protection and cybersecurity. Today there's heightened awareness that the world of data protection is not only an adjacency to, but it's becoming a fundamental component of cybersecurity strategies. In particular, in order to build more resilience into a business, data protection, people, technologies, and processes must be more tightly coordinated with security operations. Hello and welcome to the future of Multi-Cloud Data Protection Made Possible by Dell in collaboration with the Cube. My name is Dave Ante and I'll be your host today. In this segment, we welcome into the cube, two senior executives from Dell who will share details on new technology announcements that directly address these challenges. >>Jeff Boudreau is the president and general manager of Dell's Infrastructure Solutions Group, isg, and he's gonna share his perspectives on the market and the challenges he's hearing from customers. And we're gonna ask Jeff to double click on the messages that Dell is putting into the marketplace and give us his detailed point of view on what it means for customers. Now, Jeff is gonna be joined by Travis Vhi. Travis is the senior Vice President of product management for ISG at Dell Technologies, and he's gonna give us details on the products that are being announced today and go into the hard news. Now, we're also gonna challenge our guests to explain why Dell's approach is unique and different in the marketplace. Thanks for being with us. Let's get right into it. We're here with Jeff Padre and Travis Behill. We're gonna dig into the details about Dell's big data protection announcement. Guys, good to see you. Thanks >>For coming in. Good to see you. Thank you for having us. >>You're very welcome. Right. Let's start off, Jeff, with the high level, you know, I'd like to talk about the customer, what challenges they're facing. You're talking to customers all the time, What are they telling you? >>Sure. As you know, we do, we spend a lot of time with our customers, specifically listening, learning, understanding their use cases, their pain points within their specific environments. They tell us a lot. Notice no surprise to any of us, that data is a key theme that they talk about. It's one of their most important, important assets. They need to extract more value from that data to fuel their business models, their innovation engines, their competitive edge. So they need to make sure that that data is accessible, it's secure in its recoverable, especially in today's world with the increased cyber attacks. >>Okay. So maybe we could get into some of those, those challenges. I mean, when, when you talk about things like data sprawl, what do you mean by that? What should people know? Sure. >>So for those big three themes, I'd say, you know, you have data sprawl, which is the big one, which is all about the massive amounts of data. It's the growth of that data, which is growing at an unprecedented rates. It's the gravity of that data and the reality of the multi-cloud sprawl. So stuff is just everywhere, right? Which increases that service a tax base for cyber criminals. >>And by gravity you mean the data's there and people don't wanna move it. >>It's everywhere, right? And so when it lands someplace, I think edge, core or cloud, it's there and that's, it's something we have to help our customers with. >>Okay, so just it's nuanced cuz complexity has other layers. What are those >>Layers? Sure. When we talk to our customers, they tell us complexity is one of their big themes. And specifically it's around data complexity. We talked about that growth and gravity of the data. We talk about multi-cloud complexity and we talk about multi-cloud sprawl. So multiple vendors, multiple contracts, multiple tool chains, and none of those work together in this, you know, multi-cloud world. Then that drives their security complexity. So we talk about that increased attack surface, but this really drives a lot of operational complexity for their teams. Think about we're lack consistency through everything. So people, process, tools, all that stuff, which is really wasting time and money for our customers. >>So how does that affect the cyber strategies and the, I mean, I've often said the ciso now they have this shared responsibility model, they have to do that across multiple clouds. Every cloud has its own security policies and, and frameworks and syntax. So maybe you could double click on your perspective on that. >>Sure. I'd say the big, you know, the big challenge customers have seen, it's really inadequate cyber resiliency. And specifically they're feeling, feeling very exposed. And today as the world with cyber tax being more and more sophisticated, if something goes wrong, it is a real challenge for them to get back up and running quickly. And that's why this is such a, a big topic for CEOs and businesses around the world. >>You know, it's funny, I said this in my open, I, I think that prior to the pandemic businesses were optimized for efficiency and now they're like, wow, we have to actually put some headroom into the system to be more resilient. You know, I you hearing >>That? Yeah, we absolutely are. I mean, the customers really, they're asking us for help, right? It's one of the big things we're learning and hearing from them. And it's really about three things, one's about simplifying it, two, it is really helping them to extract more value from their data. And then the third big, big piece is ensuring their data is protected and recoverable regardless of where it is going back to that data gravity and that very, you know, the multi-cloud world just recently, I don't know if you've seen it, but the global data protected, excuse me, the global data protection index gdp. >>I, Yes. Jesus. Not to be confused with gdpr, >>Actually that was released today and confirms everything we just talked about around customer challenges, but also it highlights an importance of having a very cyber, a robust cyber resilient data protection strategy. >>Yeah, I haven't seen the latest, but I, I want to dig into it. I think this, you've done this many, many years in a row. I like to look at the, the, the time series and see how things have changed. All right. At, at a high level, Jeff, can you kind of address why Dell and from your point of view is best suited? >>Sure. So we believe there's a better way or a better approach on how to handle this. We think Dell is uniquely positioned to help our customers as a one stop shop, if you will, for that cyber resilient multi-cloud data protection solution and needs. We take a modern, a simple and resilient approach. >>What does that mean? What, what do you mean by modern? >>Sure. So modern, we talk about our software defined architecture, right? It's really designed to meet the needs not only of today, but really into the future. And we protect data across any cloud and any workload. So we have a proven track record doing this today. We have more than 1700 customers that trust us to protect them more than 14 exabytes of their data in the cloud today. >>Okay, so you said modern, simple and resilient. What, what do you mean by simple? Sure. >>We wanna provide simplicity everywhere, going back to helping with the complexity challenge, and that's from deployment to consumption to management and support. So our offers will deploy in minutes. They are easy to operate and use, and we support flexible consumption models for whatever customer may desire. So traditional subscription or as a service. >>And when you, when you talk about resilient, I mean, I, I put forth that premise, but it's hard because people say, Well, that's gonna gonna cost us more. Well, it may, but you're gonna also reduce your, your risk. So what's your point of view on resilience? >>Yeah, I think it's, it's something all customers need. So we're gonna be providing a comprehensive and resilient portfolio of cyber solutions that are secured by design. We have some ver some unique capabilities and a combination of things like built in amenability, physical and logical isolation. We have intelligence built in with AI par recovery. And just one, I guess fun fact for everybody is we have our cyber vault is the only solution in the industry that is endorsed by Sheltered Harbor that meets all the needs of the financial sector. >>So it's interesting when you think about the, the NIST framework for cybersecurity, it's all about about layers. You're sort of bringing that now to, to data protection, correct? Yeah. All right. In a minute we're gonna come back with Travis and dig into the news. We're gonna take a short break. Keep it right there. Okay. We're back with Jeff and Travis Vhi to dig deeper into the news. Guys, again, good to see you. Travis, if you could, maybe you, before we get into the news, can you set the business context for us? What's going on out there? >>Yeah, thanks for that question, Dave. To set a little bit of the context, when you look at the data protection market, Dell has been a leader in providing solutions to customers for going on nearly two decades now. We have tens of thousands of people using our appliances. We have multiple thousands of people using our latest modern simple power protect data managers software. And as Jeff mentioned, we have, you know, 1700 customers protecting 14 exabytes of data in the public clouds today. And that foundation gives us a unique vantage point. We talked to a lot of customers and they're really telling us three things. They want simple solutions, they want us to help them modernize and they want us to add as the highest priority, maintain that high degree of resiliency that they expect from our data protection solutions. So tho that's the backdrop to the news today. And, and as we go through the news, I think you'll, you'll agree that each of these announcements deliver on those pillars. And in particular today we're announcing the Power Protect data manager appliance. We are announcing power protect cyber recovery enhancements, and we are announcing enhancements to our Apex data storage >>Services. Okay, so three pieces. Let's, let's dig to that. It's interesting appliance, everybody wants software, but then you talk to customers and they're like, Well, we actually want appliances because we just wanna put it in and it works, right? It performs great. So, so what do we need to know about the appliance? What's the news there? Well, >>You know, part of the reason I gave you some of those stats to begin with is that we have this strong foundation of, of experience, but also intellectual property components that we've taken that have been battle tested in the market. And we've put them together in a new simple integrated appliance that really combines the best of the target appliance capabilities we have with that modern simple software. And we've integrated it from the, you know, sort of taking all of those pieces, putting them together in a simple, easy to use and easy to scale interface for customers. >>So the premise that I've been putting forth for, you know, months now, probably well, well over a year, is that, that that data protection is becoming an extension of your, your cybersecurity strategies. So I'm interested in your perspective on cyber recovery, you specific news that you have there. >>Yeah, you know, we, we are, in addition to simplifying things via the, the appliance, we are providing solutions for customers no matter where they're deploying. And cyber recovery, especially when it comes to cloud deployments, is an increasing area of interest and deployment that we see with our customers. So what we're announcing today is that we're expanding our cyber recovery services to be available in Google Cloud with this announcement. It means we're available in all three of the major clouds and it really provides customers the flexibility to secure their data no matter if they're running, you know, on premises in a colo at the edge in the public cloud. And the other nice thing about this, this announcement is that you have the ability to use Google Cloud as a cyber recovery vault that really allows customers to isolate critical data and they can recover that critical data from the vault back to on premises or from that vault back to running their cyber cyber protection or their data protection solutions in the public cloud. >>I always invoke my, my favorite Matt Baker here. It's not a zero sum game, but this is a perfect example where there's opportunities for a company like Dell to partner with the public cloud provider. You've got capabilities that don't exist there. You've got the on-prem capabilities. We can talk about edge all day, but that's a different topic. Okay, so my, my other question Travis, is how does this all fit into Apex? We hear a lot about Apex as a service, it's sort of the new hot thing. What's happening there? What's the news around Apex? >>Yeah, we, we've seen incredible momentum with our Apex solutions since we introduced data protection options into them earlier this year. And we're really building on that momentum with this announcement being, you know, providing solutions that allow customers to consume flexibly. And so what we're announcing specifically is that we're expanding Apex data storage services to include a data protection option. And it's like with all Apex offers, it's a pay as you go solution really streamlines the process of customers purchasing, deploying, maintaining and managing their backup software. All a customer really needs to do is, you know, specify their base capacity, they specify their performance tier, they tell us do they want a a one year term or a three year term and we take it from there. We, we get them up and running so they can start deploying and consuming flexibly. And it's, as with many of our Apex solutions, it's a simple user experience all exposed through a unified Apex console. >>Okay. So it's you keeping it simple, like I think large, medium, small, you know, we hear a lot about t-shirt sizes. I I'm a big fan of that cuz you guys should be smart enough to figure out, you know, based on my workload, what I, what I need, how different is this? I wonder if you guys could, could, could address this. Jeff, maybe you can, >>You can start. Sure. I'll start and then pitch me, you know, Travis, you you jump in when I screw up here. So, awesome. So first I'd say we offer innovative multi-cloud data protection solutions. We provide that deliver performance, efficiency and scale that our customers demand and require. We support as Travis and all the major public clouds. We have a broad ecosystem of workload support and I guess the, the great news is we're up to 80% more cost effective than any of the competition. >>80%. 80%, That's a big number, right? Travis, what's your point of view on this? Yeah, >>I, I think number one, end to end data protection. We, we are that one stop shop that I talked about. Whether it's a simplified appliance, whether it's deployed in the cloud, whether it's at the edge, whether it's integrated appliances, target appliances, software, we have solutions that span the gamut as a service. I mentioned the Apex solution as well. So really we can, we can provide solutions that help support customers and protect them, any workload, any cloud, anywhere that data lives edge core to cloud. The other thing that we hear as a, as a, a big differentiator for Dell and, and Jeff touched on on this a little bit earlier, is our intelligent cyber resiliency. We have a unique combination in, in the market where we can offer immutability or protection against deletion as, as sort of that first line of defense. But we can also offer a second level of defense, which is isolation, talking, talking about data vaults or cyber vaults and cyber recovery. And the, at more importantly, the intelligence that goes around that vault. It can look at detecting cyber attacks, it can help customers speed time to recovery and really provides AI and ML to help early diagnosis of a cyber attack and fast recovery should a cyber attack occur. And, and you know, if you look at customer adoption of that solution specifically in the clouds, we have over 1300 customers utilizing power protect cyber recovery. >>So I think it's fair to say that your, I mean your portfolio has obvious been a big differentiator whenever I talk to, you know, your finance team, Michael Dell, et cetera, that end to end capability that that, that your ability to manage throughout the supply chain. We actually just did a a, an event recently with you guys where you went into what you're doing to make infrastructure trusted. And so my take on that is you, in a lot of respects, you're shifting, you know, the client's burden to your r and d now they have a lot of work to do, so it's, it's not like they can go home and just relax, but, but that's a key part of the partnership that I see. Jeff, I wonder if you could give us the, the, the final thoughts. >>Sure. Dell has a long history of being a trusted partner with it, right? So we have unmatched capabilities. Going back to your point, we have the broadest portfolio, we have, you know, we're a leader in every category that we participate in. We have a broad deep breadth of portfolio. We have scale, we have innovation that is just unmatched within data protection itself. We have the trusted market leader, no, if and or buts, we're number one for both data protection software in appliances per idc and we would just name for the 17th consecutive time the leader in the, the Gartner Magic Quadrant. So bottom line is customers can count on Dell. >>Yeah, and I think again, we're seeing the evolution of, of data protection. It's not like the last 10 years, it's really becoming an adjacency and really a key component of your cyber strategy. I think those two parts of the organization are coming together. So guys, really appreciate your time. Thanks for Thank you sir. Thanks Travis. Good to see you. All right, in a moment I'm gonna come right back and summarize what we learned today, what actions you can take for your business. You're watching the future of multi-cloud data protection made possible by Dell and collaboration with the cube, your leader in enterprise and emerging tech coverage right back >>In our data driven world. Protecting data has never been more critical to guard against everything from cyber incidents to unplanned outages. You need a cyber resilient, multi-cloud data protection strategy. >>It's not a matter of if you're gonna get hacked, it's a matter of when. And I wanna know that I can recover and continue to recover each day. >>It is important to have a cyber security and a cyber resiliency plan in place because the threat of cyber attack are imminent. >>Power protects. Data manager from Dell Technologies helps deliver the data protection and security confidence you would expect from a trusted partner and market leader. >>We chose Power Protect Data Manager because we've been a strategic partner with Dell Technologies for roughly 20 years now. Our partnership with Dell Technologies has provided us with the ability to scale and grow as we've transitioned from 10 billion in assets to 20 billion. >>With Power Protect Data Manager, you can enjoy exceptional ease of use to increase your efficiency and reduce costs. >>Got installed it by myself, learned it by myself with very intuitive >>While restoring a machine with Power Protect Data Manager is fast. We can fully manage Power Protect through the center. We can recover a whole machine in seconds. >>Data Manager offers innovation such as Transparent snapshots to simplify virtual machine backups and it goes beyond backup and restore to provide valuable insights and to protected data workloads and VMs. >>In our previous environment, it would take anywhere from three to six hours at night to do a single backup of each vm. Now we're backing up hourly and it takes two to three seconds with the transparent snapshots. >>With Power Protects Data Manager, you get the peace of mind knowing that your data is safe and available whenever you need it. >>Data is extremely important. We can't afford to lose any data. We need things just to work. >>Start your journey to modern data protection with Dell Power Protect Data manager. Visit dell.com/power Protect Data Manager. >>We put forth the premise in our introduction that the worlds of data protection in cybersecurity must be more integrated. We said that data recovery strategies have to be built into security practices and procedures and by default this should include modern hardware and software. Now in addition to reviewing some of the challenges that customers face, which have been pretty well documented, we heard about new products that Dell Technologies is bringing to the marketplace that specifically address these customer concerns. There were three that we talked about today. First, the Power Protect Data Manager Appliance, which is an integrated system taking advantage of Dell's history in data protection, but adding new capabilities. And I want to come back to that in the moment. Second is Dell's Power Protect cyber recovery for Google Cloud platform. This rounds out the big three public cloud providers for Dell, which joins AWS and and Azure support. >>Now finally, Dell has made its target backup appliances available in Apex. You might recall earlier this year we saw the introduction from Dell of Apex backup services and then in May at Dell Technologies world, we heard about the introduction of Apex Cyber Recovery Services. And today Dell is making its most popular backup appliances available and Apex. Now I wanna come back to the Power Protect data manager appliance because it's a new integrated appliance. And I asked Dell off camera really what is so special about these new systems and what's really different from the competition because look, everyone offers some kind of integrated appliance. So I heard a number of items, Dell talked about simplicity and efficiency and containers and Kubernetes. So I kind of kept pushing and got to what I think is the heart of the matter in two really important areas. One is simplicity. >>Dell claims that customers can deploy the system in half the time relative to the competition. So we're talking minutes to deploy and of course that's gonna lead to much simpler management. And the second real difference I heard was backup and restore performance for VMware workloads. In particular, Dell has developed transparent snapshot capabilities to fundamentally change the way VMs are protected, which leads to faster backup and restores with less impact on virtual infrastructure. Dell believes this new development is unique in the market and claims that in its benchmarks the new appliance was able to back up 500 virtual machines in 47% less time compared to a leading competitor. Now this is based on Dell benchmarks, so hopefully these are things that you can explore in more detail with Dell to see if and how they apply to your business. So if you want more information, go to the data protectionPage@dell.com. You can find that at dell.com/data protection. And all the content here and other videos are available on demand@thecube.net. Check out our series on the blueprint for trusted infrastructure, it's related and has some additional information. And go to silicon angle.com for all the news and analysis related to these and other announcements. This is Dave Valante. Thanks for watching the future of multi-cloud protection made possible by Dell in collaboration with the Cube, your leader in enterprise and emerging tech coverage.

>>From the Cube Studios in Palo Alto in Boston, bringing you data driven insights from the cube and etr. This is breaking analysis with Dave Ante. >>Have you ever been driving on the highway and traffic suddenly slows way down and then after a little while it picks up again and you're cruising along and you're thinking, Okay, hey, that was weird. But it's clear sailing now. Off we go, only to find out in a bit that the traffic is building up ahead again, forcing you to pump the brakes as the traffic pattern ebbs and flows well. Welcome to the Seesaw economy. The fed induced fire that prompted an unprecedented rally in tech is being purposefully extinguished now by that same fed. And virtually every sector of the tech industry is having to reset its expectations, including the cloud segment. Hello and welcome to this week's Wikibon Cube Insights powered by etr. In this breaking analysis will review the implications of the earnings announcements from the big three cloud players, Amazon, Microsoft, and Google who announced this week. >>And we'll update you on our quarterly IAS forecast and share the latest from ETR with a focus on cloud computing. Now, before we get into the new data, we wanna review something we shared with you on October 14th, just a couple weeks back, this is sort of a, we told you it was coming slide. It's an XY graph that shows ET R'S proprietary net score methodology on the vertical axis. That's a measure of spending momentum, spending velocity, and an overlap or presence in the dataset that's on the X axis. That's really a measure of pervasiveness. In the survey, the table, you see that table insert there that shows Wiki Bond's Q2 estimates of IAS revenue for the big four hyperscalers with their year on year growth rates. Now we told you at the time, this is data from the July TW 22 ETR survey and the ETR hadn't released its October survey results at that time. >>This was just a couple weeks ago. And while we couldn't share the specific data from the October survey, we were able to get a glimpse and we depicted the slowdown that we saw in the October data with those dotted arrows kind of down into the right, we said at the time that we were seeing and across the board slowdown even for the big three cloud vendors. Now, fast forward to this past week and we saw earnings releases from Alphabet, Microsoft, and just last night Amazon. Now you may be thinking, okay, big deal. The ETR survey data didn't really tell us anything we didn't already know. But judging from the negative reaction in the stock market to these earnings announcements, the degree of softness surprised a lot of investors. Now, at the time we didn't update our forecast, it doesn't make sense for us to do that when we're that close to earning season. >>And now that all the big three ha with all the big four with the exception of Alibaba have announced we've, we've updated. And so here's that data. This chart lays out our view of the IS and PAs worldwide revenue. Basically it's cloud infrastructure with an attempt to exclude any SaaS revenue so we can make an apples to apples comparison across all the clouds. Now the reason that actual is in quotes is because Microsoft and Google don't report IAS revenue, but they do give us clues and kind of directional commentary, which we then triangulate with other data that we have from the channel and ETR surveys and just our own intelligence. Now the second column there after the vendor name shows our previous estimates for q3, and then next to that we show our actuals. Same with the growth rates. And then we round out the chart with that lighter blue color highlights, the full year estimates for revenue and growth. >>So the key takeaways are that we shaved about $4 billion in revenue and roughly 300 basis points of growth off of our full year estimates. AWS had a strong July but exited Q3 in the mid 20% growth rate year over year. So we're using that guidance, you know, for our Q4 estimates. Azure came in below our earlier estimates, but Google actually exceeded our expectations. Now the compression in the numbers is in our view of function of the macro demand climate, we've made every attempt to adjust for constant currency. So FX should not be a factor in this data, but it's sure you know that that ma the the, the currency effects are weighing on those companies income statements. And so look, this is the fundamental dynamic of a cloud model where you can dial down consumption when you need to and dial it up when you need to. >>Now you may be thinking that many big cloud customers have a committed level of spending in order to get better discounts. And that's true. But what's happening we think is they'll reallocate that spend toward, let's say for example, lower cost storage tiers or they may take advantage of better price performance processors like Graviton for example. That is a clear trend that we're seeing and smaller companies that were perhaps paying by the drink just on demand, they're moving to reserve instance models to lower their monthly bill. So instead of taking the easy way out and just spending more companies are reallocating their reserve capacity toward lower cost. So those sort of lower cost services, so they're spending time and effort optimizing to get more for, for less whereas, or get more for the same is really how we should, should, should phrase it. Whereas during the pandemic, many companies were, you know, they perhaps were not as focused on doing that because business was booming and they had a response. >>So they just, you know, spend more dial it up. So in general, as they say, customers are are doing more with, with the same. Now let's look at the growth dynamic and spend some time on that. I think this is important. This data shows worldwide quarterly revenue growth rates back to Q1 2019 for the big four. So a couple of interesting things. The data tells us during the pandemic, you saw both AWS and Azure, but the law of large numbers and actually accelerate growth. AWS especially saw progressively increasing growth rates throughout 2021 for each quarter. Now that trend, as you can see is reversed in 2022 for aws. Now we saw Azure come down a bit, but it's still in the low forties in terms of percentage growth. While Google actually saw an uptick in growth this last quarter for GCP by our estimates as GCP is becoming an increasingly large portion of Google's overall cloud business. >>Now, unfortunately Google Cloud continues to lose north of 850 million per quarter, whereas AWS and Azure are profitable cloud businesses even though Alibaba is suffering its woes from China. And we'll see how they come in when they report in mid-November. The overall hyperscale market grew at 32% in Q3 in terms of worldwide revenue. So the slowdown isn't due to the repatriation or competition from on-prem vendors in our view, it's a macro related trend. And cloud will continue to significantly outperform other sectors despite its massive size. You know, on the repatriation point, it just still doesn't show up in the data. The A 16 Z article from Sarah Wong and Martin Martin Kasa claiming that repatriation was inevitable as a means to lower cost of good sold for SaaS companies. You know, while that was thought provoking, it hasn't shown up in the numbers. And if you read the financial statements of both AWS and its partners like Snowflake and you dig into the, to the, to the quarterly reports, you'll see little notes and comments with their ongoing negotiations to lower cloud costs for customers. >>AWS and no doubt execs at Azure and GCP understand that the lifetime value of a customer is worth much more than near term gross margin. And you can expect the cloud vendors to strike a balance between profitability, near term profitability anyway and customer attention. Now, even though Google Cloud platform saw accelerated growth, we need to put that in context for you. So GCP, by our estimate, has now crossed over the $3 billion for quarter market actually did so last quarter, but its growth rate accelerated to 42% this quarter. And so that's a good sign in our view. But let's do a quick little comparison with when AWS and Azure crossed the $3 billion mark and compare their growth rates at the time. So if you go back to to Q2 2016, as we're showing in this chart, that's around the time that AWS hit 3 billion per quarter and at the same time was growing at 58%. >>Azure by our estimates crossed that mark in Q4 2018 and at that time was growing at 67%. Again, compare that to Google's 42%. So one would expect Google's growth rate would be higher than its competitors at this point in the MO in the maturity of its cloud, which it's, you know, it's really not when you compared to to Azure. I mean they're kind of con, you know, comparable now but today, but, but you'll go back, you know, to that $3 billion mark. But more so looking at history, you'd like to see its growth rate at this point of a maturity model at least over 50%, which we don't believe it is. And one other point on this topic, you know, my business friend Matt Baker from Dell often says it's not a zero sum game, meaning there's plenty of opportunity exists to build value on top of hyperscalers. >>And I would totally agree it's not a dollar for dollar swap if you can continue to innovate. But history will show that the first company in makes the most money. Number two can do really well and number three tends to break even. Now maybe cloud is different because you have Microsoft software estate and the power behind that and that's driving its IAS business and Google ads are funding technology buildouts for, for for Google and gcp. So you know, we'll see how that plays out. But right now by this one measurement, Google is four years behind Microsoft in six years behind aws. Now to the point that cloud will continue to outpace other markets, let's, let's break this down a bit in spending terms and see why this claim holds water. This is data from ET r's latest October survey that shows the granularity of its net score or spending velocity metric. >>The lime green is new adoptions, so they're adding the platform, the forest green is spending more 6% or more. The gray bars spending is flat plus or minus, you know, 5%. The pinkish colors represent spending less down 6% or worse. And the bright red shows defections or churn of the platform. You subtract the reds from the greens and you get what's called net score, which is that blue dot that you can see on each of the bars. So what you see in the table insert is that all three have net scores above 40%, which is a highly elevated measure. Microsoft's net scores above 60% AWS well into the fifties and GCP in the mid forties. So all good. Now what's happening with all three is more customers are keep keeping their spending flat. So a higher percentage of customers are saying, our spending is now flat than it was in previous quarters and that's what's accounting for the compression. >>But the churn of all three, even gcp, which we reported, you know, last quarter from last quarter survey was was five x. The other two is actually very low in the single digits. So that might have been an anomaly. So that's a very good sign in our view. You know, again, customers aren't repatriating in droves, it's just not a trend that we would bet on, maybe makes for a FUD or you know, good marketing head, but it's just not a big deal. And you can't help but be impressed with both Microsoft and AWS's performance in the survey. And as we mentioned before, these companies aren't going to give up customers to try and preserve a little bit of gross margin. They'll do what it takes to keep people on their platforms cuz they'll make up for it over time with added services and improved offerings. >>Now, once these companies acquire a customer, they'll be very aggressive about keeping them. So customers take note, you have negotiating leverage, so use it. Okay, let's look at another cut at the cloud market from the ETR data set. Here's the two dimensional view, again, it's back, it's one of our favorites. Net score or spending momentum plotted against presence. And the data set, that's the x axis net score on the, on the vertical axis, this is a view of et r's cloud computing sector sector. You can see we put that magic 40% dotted red line in the table showing and, and then that the table inserts shows how the data are plotted with net score against presence. I e n in the survey, notably only the big three are above the 40% line of the names that we're showing here. The oth there, there are others. >>I mean if you put Snowflake on there, it'd be higher than any of these names, but we'll dig into that name in a later breaking analysis episode. Now this is just another way of quantifying the dominance of AWS and Azure, not only relative to Google, but the other cloud platforms out there. So we've, we've taken the opportunity here to plot IBM and Oracle, which both own a public cloud. Their performance is largely a reflection of them migrating their install bases to their respective public clouds and or hybrid clouds. And you know, that's fine, they're in the game. That's a point that we've made, you know, a number of times they're able to make it through the cloud, not whole and they at least have one, but they simply don't have the business momentum of AWS and Azure, which is actually quite impressive because AWS and Azure are now as large or larger than IBM and Oracle. >>And to show this type of continued growth that that that Azure and AWS show at their size is quite remarkable and customers are starting to recognize the viability of on-prem hi, you know, hybrid clouds like HPE GreenLake and Dell's apex. You know, you may say, well that's not cloud, but if the customer thinks it is and it was reporting in the survey that it is, we're gonna continue to report this view. You know, I don't know what's happening with H P E, They had a big down tick this quarter and I, and I don't read too much into that because their end is still pretty small at 53. So big fluctuations are not uncommon with those types of smaller ends, but it's over 50. So, you know, we did notice a a a negative within a giant public and private sector, which is often a, a bellwether giant public private is big public companies and large private companies like, like a Mars for example. >>So it, you know, it looks like for HPE it could be an outlier. We saw within the Fortune 1000 HPE E'S cloud looked actually really good and it had good spending momentum in that sector. When you di dig into the industry data within ETR dataset, obviously we're not showing that here, but we'll continue to monitor that. Okay, so where's this Leave us. Well look, this is really a tactical story of currency and macro headwinds as you can see. You know, we've laid out some of the points on this slide. The action in the stock market today, which is Friday after some of the soft earnings reports is really robust. You know, we'll see how it ends up in the day. So maybe this is a sign that the worst is over, but we don't think so. The visibility from tech companies is murky right now as most are guiding down, which indicates that their conservative outlook last quarter was still too optimistic. >>But as it relates to cloud, that platform is not going anywhere anytime soon. Sure, there are potential disruptors on the horizon, especially at the edge, but we're still a long ways off from, from the possibility that a new economic model emerges from the edge to disrupt the cloud and the opportunities in the cloud remain strong. I mean, what other path is there? Really private cloud. It was kind of a bandaid until the on-prem guys could get their a as a service models rolled out, which is just now happening. The hybrid thing is real, but it's, you know, defensive for the incumbents until they can get their super cloud investments going. Super cloud implying, capturing value above the hyperscaler CapEx, you know, call it what you want multi what multi-cloud should have been, the metacloud, the Uber cloud, whatever you like. But there are opportunities to play offense and that's clearly happening in the cloud ecosystem with the likes of Snowflake, Mongo, Hashi Corp. >>Hammer Spaces is a startup in this area. Aviatrix, CrowdStrike, Zeke Scaler, Okta, many, many more. And even the projects we see coming out of enterprise players like Dell, like with Project Alpine and what Pure Storage is doing along with a number of other of the backup vendors. So Q4 should be really interesting, but the real story is the investments that that companies are making now to leverage the cloud for digital transformations will be paying off down the road. This is not 1999. We had, you know, May might have had some good ideas and admittedly at a lot of bad ones too, but you didn't have the infrastructure to service customers at a low enough cost like you do today. The cloud is that infrastructure and so far it's been transformative, but it's likely the best is yet to come. Okay, let's call this a rap. >>Many thanks to Alex Morrison who does production and manages the podcast. Also Can Schiffman is our newest edition to the Boston Studio. Kristin Martin and Cheryl Knight helped get the word out on social media and in our newsletters. And Rob Ho is our editor in chief over@siliconangle.com, who does some wonderful editing for us. Thank you. Remember, all these episodes are available as podcasts. Wherever you listen, just search breaking analysis podcast. I publish each week on wiki bond.com at silicon angle.com. And you can email me at David dot valante@siliconangle.com or DM me at Dante or comment on my LinkedIn posts. And please do checkout etr.ai. They got the best survey data in the enterprise tech business. This is Dave Valante for the Cube Insights powered by etr. Thanks for watching and we'll see you next time on breaking analysis.

>>Prior to the pandemic, organizations were largely optimized for efficiency as the best path to bottom line profits. Many CIOs tell the cube privately that they were caught off guard by the degree to which their businesses required greater resiliency beyond their somewhat cumbersome disaster recovery processes. And the lack of that business resilience has actually cost firms because they were unable to respond to changing market forces. And certainly we've seen this dynamic with supply chain challenges and there's a little doubt. We're also seeing it in the area of cybersecurity generally, and data recovery. Specifically. Over the past 30 plus months, the rapid adoption of cloud to support remote workers and build in business resilience had the unintended consequences of expanding attack vectors, which brought an escalation of risk from cyber crime. Well, security in the public clouds is certainly world class. The result of multi-cloud has brought with it multiple shared responsibility models, multiple ways of implementing security policies across clouds and on-prem. >>And at the end of the day, more, not less complexity, but there's a positive side to this story. The good news is that public policy industry collaboration and technology innovation is moving fast to accelerate data protection and cybersecurity strategies with a focus on modernizing infrastructure, securing the digital supply chain, and very importantly, simplifying the integration of data protection and cybersecurity. Today there's heightened awareness that the world of data protection is not only an adjacency to, but it's becoming a fundamental component of cybersecurity strategies. In particular, in order to build more resilience into a business, data protection, people, technologies, and processes must be more tightly coordinated with security operations. Hello and welcome to the future of Multi-Cloud Data Protection Made Possible by Dell in collaboration with the Cube. My name is Dave Valante and I'll be your host today. In this segment, we welcome into the Cube, two senior executives from Dell who will share details on new technology announcements that directly address these challenges. >>Jeff Boudreaux is the president and general manager of Dell's Infrastructure Solutions Group, isg, and he's gonna share his perspectives on the market and the challenges he's hearing from customers. And we're gonna ask Jeff to double click on the messages that Dell is putting into the marketplace and give us his detailed point of view on what it means for customers. Now Jeff is gonna be joined by Travis Vhi. Travis is the senior Vice President of product management for ISG at Dell Technologies, and he's gonna give us details on the products that are being announced today and go into the hard news. Now, we're also gonna challenge our guests to explain why Dell's approach is unique and different in the marketplace. Thanks for being with us. Let's get right into it. We're here with Jeff Padro and Travis Behill. We're gonna dig into the details about Dell's big data protection announcement. Guys, good to see you. Thanks >>For coming in. Good to see you. Thank you for having us. >>You're very welcome. Right. Let's start off, Jeff, with a high level, you know, I'd like to talk about the customer, what challenges they're facing. You're talking to customers all the time, What are they telling you? >>Sure. As you know, we do, we spend a lot of time with our customers, specifically listening, learning, understanding their use cases, their pain points within their specific environments. They tell us a lot. Notice no surprise to any of us, that data is a key theme that they talk about. It's one of their most important, important assets. They need to extract more value from that data to fuel their business models, their innovation engines, their competitive edge. So they need to make sure that that data is accessible, it's secure in its recoverable, especially in today's world with the increased cyber attacks. >>Okay. So maybe we could get into some of those, those challenges. I mean, when, when you talk about things like data sprawl, what do you mean by that? What should people know? Sure. >>So for those big three themes, I'd say, you know, you have data sprawl, which is the big one, which is all about the massive amounts of data. It's the growth of that data, which is growing at an unprecedented rates. It's the gravity of that data and the reality of the multi-cloud sprawl. So stuff is just everywhere, right? Which increases that service a tax base for cyber criminals. >>And and by gravity you mean the data's there and people don't wanna move it. >>It's everywhere, right? And so when it lands someplace, I think edge, core or cloud, it's there and that's, it's something we have to help our customers with. >>Okay, so just it's nuanced cuz complexity has other layers. What, what are those >>Layers? Sure. When we talk to our customers, they tell us complexity is one of their big themes. And specifically it's around data complexity. We talked about that growth and gravity of the data. We talk about multi-cloud complexity and we talk about multi-cloud sprawl. So multiple vendors, multiple contracts, multiple tool chains, and none of those work together in this, you know, multi-cloud world. Then that drives their security complexity. So we talk about that increased attack surface, but this really drives a lot of operational complexity for their teams. Think about we're a lack consistency through everything. So people, process, tools, all that stuff, which is really wasting time and money for our customers. >>So how does that affect the cyber strategies and the, I mean, I've often said the ciso now they have this shared responsibility model, they have to do that across multiple clouds. Every cloud has its own security policies and, and frameworks and syntax. So maybe you could double click on your perspective on that. >>Sure. I'd say the big, you know, the big challenge customers have seen, it's really inadequate cyber resiliency. And specifically they're feeling, feeling very exposed. And today as the world with cyber tax being more and more sophisticated, if something goes wrong, it is a real challenge for them to get back up and running quickly. And that's why this is such a, a big topic for CEOs and businesses around the world. >>You know, it's funny, I said this in my open, I, I think that prior to the pandemic businesses were optimized for efficiency and now they're like, Wow, we have to actually put some headroom into the system to be more resilient. You know, I you hearing >>That? Yeah, we absolutely are. I mean, the customers really, they're asking us for help, right? It's one of the big things we're learning and hearing from them. And it's really about three things, one's about simplifying it, two, it's really helping them to extract more value from their data. And then the third big, big piece is ensuring their data is protected and recoverable regardless of where it is going back to that data gravity and that very, you know, the multicloud world just recently, I don't know if you've seen it, but the global data protected, excuse me, the global data protection index gdp. >>I, Yes. Jesus. Not to be confused with gdpr, >>Actually that was released today and confirms everything we just talked about around customer challenges, but also it highlights an importance of having a very cyber, a robust cyber resilient data protection strategy. >>Yeah, I haven't seen the latest, but I, I want to dig into it. I think this is, you've done this many, many years in a row. I like to look at the, the, the time series and see how things have changed. All right. At, at a high level, Jeff, can you kind of address why Dell and from your point of view is best suited? >>Sure. So we believe there's a better way or a better approach on how to handle this. We think Dell is uniquely positioned to help our customers as a one stop shop, if you will, for that cyber resilient multi-cloud data protection solution in needs. We take a modern, a simple and resilient approach, >>But what does that mean? What, what do you mean by modern? >>Sure. So modern, we talk about our software defined architecture, right? It's really designed to meet the needs not only of today, but really into the future. And we protect data across any cloud in any workload. So we have a proven track record doing this today. We have more than 1700 customers that trust us to protect them more than 14 exabytes of their data in the cloud today. >>Okay, so you said modern, simple and resilient. What, what do you mean by simple? Sure. >>We wanna provide simplicity everywhere, going back to helping with the complexity challenge, and that's from deployment to consumption to management and support. So our offers will deploy in minutes. They are easy to operate and use, and we support flexible consumption models for whatever the customer may desire. So traditional subscription or as a service. >>And when you, when you talk about resilient, I mean, I, I put forth that premise, but it's hard because people say, Well, that's gonna gonna cost us more. Well, it may, but you're gonna also reduce your, your risk. So how, what's your point of view on resilience? >>Yeah, I think it's, it's something all customers need. So we're gonna be providing a comprehensive and resilient portfolio of cyber solutions that are secured by design. We have some ver some unique capabilities in a combination of things like built in amenability, physical and logical isolation. We have intelligence built in with AI par recovery and just one, I guess fun fact for everybody is we have our cyber vault is the only solution in the industry that is endorsed by Sheltered Harbor that meets all the needs of the financial sector. >>So it's interesting when you think about the, the NIST framework for cyber security, it's all about about layers. You're sort of bringing that now to, to data protection, correct? Yeah. All right. In a minute we're gonna come back with Travis and dig into the news. We're gonna take a short break. Keep it right there. Okay. We're back with Jeff and Travis Vehill to dig deeper into the news. Guys, again, good to see you. Travis, if you could, maybe you, before we get into the news, can you set the business context for us? What's going on out there? >>Yeah, thanks for that question, Dave. To set a little bit of the context, when you look at the data protection market, Dell has been a leader in providing solutions to customers for going on nearly two decades now. We have tens of thousands of people using our appliances. We have multiple thousands of people using our latest modern simple power protect data managers software. And as Jeff mentioned, we have, you know, 1700 customers protecting 14 exabytes of data in the public clouds today. And that foundation gives us a unique vantage point. We talked to a lot of customers and they're really telling us three things. They want simple solutions, they want us to help them modernize and they want us to add as the highest priority, maintain that high degree of resiliency that they expect from our data protection solutions. So tho that's the backdrop to the news today. And, and as we go through the news, I think you'll, you'll agree that each of these announcements deliver on those pillars. And in particular today we're announcing the Power Protect data manager appliance. We are announcing power protect cyber recovery enhancements, and we are announcing enhancements to our Apex data storage >>Services. Okay, so three pieces. Let's, let's dig to that. It's interesting appliance, everybody wants software, but then you talk to customers and they're like, Well, we actually want appliances because we just wanna put it in and it works, right? Performs great. So, so what do we need to know about the appliance? What's the news there? Well, >>You know, part of the reason I gave you some of those stats to begin with is that we have at this strong foundation of, of experience, but also intellectual property components that we've taken that have been battle tested in the market. And we've put them together in a new simple integrated appliance that really combines the best of the target appliance capabilities we have with that modern simple software. And we've integrated it from the, you know, sort of taking all of those pieces, putting them together in a simple, easy to use and easy to scale interface for customers. >>So the premise that I've been putting forth for, you know, months now, probably well, well over a year, is that, that that data protection is becoming an extension of your, your cybersecurity strategies. So I'm interested in your perspective on cyber recovery. You, you have specific news that you have there? >>Yeah, you know, we, we are, in addition to simplifying things via the, the appliance, we are providing solutions for customers no matter where they're deploying. And cyber recovery, especially when it comes to cloud deployments, is an increasing area of interest and deployment that we see with our customers. So what we're announcing today is that we're expanding our cyber recovery services to be available in Google Cloud with this announcement. It means we're available in all three of the major clouds and it really provides customers the flexibility to secure their data no matter if they're running, you know, on premises in a colo at the edge in the public cloud. And the other nice thing about this, this announcement is that you have the ability to use Google Cloud as a cyber recovery vault that really allows customers to isolate critical data and they can recover that critical data from the vault back to on-premises or from that vault back to running their cyber cyber protection or their data protection solutions in the public cloud. >>I always invoke my, my favorite Matt Baker here. It's not a zero sum game, but this is a perfect example where there's opportunities for a company like Dell to partner with the public cloud provider. You've got capabilities that don't exist there. You've got the on-prem capabilities. We could talk about edge all day, but that's a different topic. Okay, so Mike, my other question Travis, is how does this all fit into Apex? We hear a lot about Apex as a service, it's sort of the new hot thing. What's happening there? What's the news around Apex? >>Yeah, we, we've seen incredible momentum with our Apex solutions since we introduced data protection options into them earlier this year. And we're really building on that momentum with this announcement being, you know, providing solutions that allow customers to consume flexibly. And so what we're announcing specifically is that we're expanding Apex data storage services to include a data protection option. And it's like with all Apex offers, it's a pay as you go solution really streamlines the process of customers purchasing, deploying, maintaining and managing their backup software. All a customer really needs to do is, you know, specify their base capacity, they specify their performance tier, they tell us do they want a a one year term or a three year term and we take it from there. We, we get them up and running so they can start deploying and consuming flexibly. And it's, as with many of our Apex solutions, it's a simple user experience all exposed through a unified Apex console. >>Okay. So it's you keeping it simple, like I think large, medium, small, you know, we hear a lot about t-shirt sizes. I I'm a big fan of that cuz you guys should be smart enough to figure out, you know, based on my workload, what I, what I need, how different is this? I wonder if you guys could, could, could address this. Jeff, maybe you can, >>You can start. Sure. I'll start and then pitch me, you know, Travis, you you jump in when I screw up here. So, awesome. So first I'd say we offer innovative multi-cloud data protection solutions. We provide that deliver performance, efficiency and scale that our customers demand and require. We support as Travis at all the major public clouds. We have a broad ecosystem of workload support and I guess the, the great news is we're up to 80% more cost effective than any of the competition. >>80%. 80%, That's a big number, right. Travis, what's your point of view on this? Yeah, >>I, I think number one, end to end data protection. We, we are that one stop shop that I talked about. Whether it's a simplified appliance, whether it's deployed in the cloud, whether it's at the edge, whether it's integrated appliances, target appliances, software, we have solutions that span the gamut as a service. I mentioned the Apex solution as well. So really we can, we can provide solutions that help support customers and protect them, any workload, any cloud, anywhere that data lives edge core to cloud. The other thing that we hear as a, as a, a big differentiator for Dell and, and Jeff touched on on this a little bit earlier, is our intelligent cyber resiliency. We have a unique combination in, in the market where we can offer immutability or protection against deletion as, as sort of that first line of defense. But we can also offer a second level of defense, which is isolation, talking, talking about data vaults or cyber vaults and cyber recovery. And the, at more importantly, the intelligence that goes around that vault. It can look at detecting cyber attacks, it can help customers speed time to recovery and really provides AI and ML to help early diagnosis of a cyber re attack and fast recovery should a cyber attack occur. And, and you know, if you look at customer adoption of that solution specifically in the clouds, we have over 1300 customers utilizing power protect cyber recovery. >>So I think it's fair to say that your, I mean your portfolio has obvious been a big differentiator whenever I talk to, you know, your finance team, Michael Dell, et cetera, that end to end capability that that, that your ability to manage throughout the supply chain. We actually just did a a, an event recently with you guys where you went into what you're doing to make infrastructure trusted. And so my take on that is you, in a lot of respects, you're shifting, you know, the client's burden to your r and d now they have a lot of work to do, so it's, it's not like they can go home and just relax, but, but that's a key part of the partnership that I see. Jeff, I wonder if you could give us the, the, the final thoughts. >>Sure. Dell has a long history of being a trusted partner with it, right? So we have unmatched capabilities. Going back to your point, we have the broadest portfolio, we have, you know, we're a leader in every category that we participate in. We have a broad deep breadth of portfolio. We have scale, we have innovation that is just unmatched within data protection itself. We are the trusted market leader, no if and or bots, we're number one for both data protection software in appliances per idc. And we would just name for the 17th consecutive time the leader in the, the Gartner Magic Quadrant. So bottom line is customers can count on Dell. >>Yeah, and I think again, we're seeing the evolution of, of data protection. It's not like the last 10 years, it's really becoming an adjacency and really a key component of your cyber strategy. I think those two parts of the organization are coming together. So guys, really appreciate your time. Thanks for Thank you sir. Thanks Dave. Travis, good to see you. All right, in a moment I'm gonna come right back and summarize what we learned today, what actions you can take for your business. You're watching the future of multi-cloud data protection made possible by Dell and collaboration with the cube, your leader in enterprise and emerging tech coverage right back >>In our data driven world. Protecting data has never been more critical to guard against everything from cyber incidents to unplanned outages. You need a cyber resilient, multi-cloud data protection strategy. >>It's not a matter of if you're gonna get hacked, it's a matter of when. And I wanna know that I can recover and continue to recover each day. >>It is important to have a cyber security and a cyber resiliency plan in place because the threat of cyber attack are imminent. >>Power protects. Data manager from Dell Technologies helps deliver the data protection and security confidence you would expect from a trusted partner and market leader. >>We chose Power Protect Data Manager because we've been a strategic partner with Dell Technologies for roughly 20 years now. Our partnership with Dell Technologists has provided us with the ability to scale and grow as we've transitioned from 10 billion in assets to 20 billion. >>With Power Protect Data Manager, you can enjoy exceptional ease of use to increase your efficiency and reduce costs. >>Got installed it by myself, learned it by myself with very intuitive >>While restoring a machine with Power Protect Data Manager is fast. We can fully manage Power Protect through the center. We can recover a whole machine in seconds. >>Data Manager offers innovation such as Transparent snapshots to simplify virtual machine backups and it goes beyond backup and restore to provide valuable insights and to protected data workloads and VMs. >>In our previous environment, it would take anywhere from three to six hours at night to do a single backup of each vm. Now we're backing up hourly and it takes two to three seconds with the transparent snapshots. >>With Power Protects Data Manager, you get the peace of mind knowing that your data is safe and available whenever you need it. >>Data is extremely important. We can't afford to lose any data. We need things just to work. >>Start your journey to modern data protection with Dell Power Protect Data manager. Visit dell.com/power Protect Data Manager. >>We put forth the premise in our introduction that the world's of data protection in cybersecurity must be more integrated. We said that data recovery strategies have to be built into security practices and procedures and by default this should include modern hardware and software. Now in addition to reviewing some of the challenges that customers face, which have been pretty well documented, we heard about new products that Dell Technologies is bringing to the marketplace that specifically address these customer concerns. There were three that we talked about today. First, the Power Protect Data Manager Appliance, which is an integrated system taking advantage of Dell's history in data protection, but adding new capabilities. And I want to come back to that in the moment. Second is Dell's Power Protect cyber recovery for Google Cloud platform. This rounds out the big three public cloud providers for Dell, which joins AWS and and Azure support. >>Now finally, Dell has made its target backup appliances available in Apex. You might recall earlier this year we saw the introduction from Dell of Apex backup services and then in May at Dell Technologies world, we heard about the introduction of Apex Cyber Recovery Services. And today Dell is making its most popular backup appliances available and Apex. Now I wanna come back to the Power Protect data manager appliance because it's a new integrated appliance. And I asked Dell off camera really what is so special about these new systems and what's really different from the competition because look, everyone offers some kind of integrated appliance. So I heard a number of items, Dell talked about simplicity and efficiency and containers and Kubernetes. So I kind of kept pushing and got to what I think is the heart of the matter in two really important areas. One is simplicity. >>Dell claims that customers can deploy the system in half the time relative to the competition. So we're talking minutes to deploy and of course that's gonna lead to much simpler management. And the second real difference I heard was backup and restore performance for VMware workloads. In particular, Dell has developed transparent snapshot capabilities to fundamentally change the way VMs are protected, which leads to faster backup and restores with less impact on virtual infrastructure. Dell believes this new development is unique in the market and claims that in its benchmarks the new appliance was able to back up 500 virtual machines in 47% less time compared to a leading competitor. Now this is based on Dell benchmarks, so hopefully these are things that you can explore in more detail with Dell to see if and how they apply to your business. So if you want more information, go to the data protectionPage@dell.com. You can find that at dell.com/data protection. And all the content here and other videos are available on demand@thecube.net. Check out our series on the blueprint for trusted infrastructure, it's related and has some additional information. And go to silicon angle.com for all the news and analysis related to these and other announcements. This is Dave Valante. Thanks for watching the future of multi-cloud protection made possible by Dell in collaboration with the Cube, your leader in enterprise and emerging tech coverage.

>> Prior to the pandemic, organizations were largely optimized for efficiency as the best path to bottom line profits. Many CIOs tell theCUBE privately that they were caught off guard by the degree to which their businesses required greater resiliency beyond their somewhat cumbersome disaster recovery processes. And the lack of that business resilience has actually cost firms because they were unable to respond to changing market forces. And certainly, we've seen this dynamic with supply chain challenges. And there's a little doubt we're also seeing it in the area of cybersecurity generally, and data recovery specifically. Over the past 30 plus months, the rapid adoption of cloud to support remote workers and build in business resilience had the unintended consequences of expanding attack vectors, which brought an escalation of risk from cybercrime. While security in the public cloud is certainly world class, the result of multicloud has brought with it multiple shared responsibility models, multiple ways of implementing security policies across clouds and on-prem. And at the end of the day, more, not less, . But there's a positive side to this story. The good news is that public policy, industry collaboration and technology innovation is moving fast to accelerate data protection and cybersecurity strategies with a focus on modernizing infrastructure, securing the digital supply chain, and very importantly, simplifying the integration of data protection and cybersecurity. Today, there's heightened awareness that the world of data protection is not only an adjacency to, but is becoming a fundamental component of cybersecurity strategies. In particular, in order to build more resilience into a business, data protection people, technologies and processes must be more tightly coordinated with security operations. Hello, and welcome to "The Future of Multicloud Data Protection" made possible by Dell in collaboration with theCUBE. My name is Dave Vellante and I'll be your host today. In this segment, we welcome into theCUBE two senior executives from Dell who will share details on new technology announcements that directly address these challenges. Jeff Boudreau is the President and General Manager of Dell's Infrastructure Solutions Group, ISG, and he's going to share his perspectives on the market and the challenges he's hearing from customers. And we're going to ask Jeff to double click on the messages that Dell is putting into the marketplace and give us his detailed point of view on what it means for customers. Now, Jeff is going to be joined by Travis Vigil. Travis is the Senior Vice-President of Product Management for ISG at Dell Technologies, and he's going to give us details on the products that are being announced today and go into the hard news. Now, we're also going to challenge our guests to explain why Dell's approach is unique and different in the marketplace. Thanks for being with us. Let's get right into it. (upbeat music) We're here with Jeff Boudreau and Travis Vigil, and we're going to dig into the details about Dell's big data protection announcement. Guys, good to see you. Thanks for coming in. >> Good to see you. Thank you for having us. >> You're very welcome. Alright, let's start off Jeff, with the high level. You know, I'd like to talk about the customer, what challenges they're facing? You're talking to customers all the time. What are they telling you? >> Sure, as you know, we spend a lot of time with our customers, specifically listening, learning, understanding their use cases, their pain points within their specific environments. They tell us a lot. No surprise to any of us that data is a key theme that they talk about. It's one of their most important assets. They need to extract more value from that data to fuel their business models, their innovation engines, their competitive edge. So, they need to make sure that that data is accessible, it's secure and its recoverable, especially in today's world with the increased cyber attacks. >> Okay, so maybe we could get into some of those challenges. I mean, when you talk about things like data sprawl, what do you mean by that? What should people know? >> Sure, so for those big three themes, I'd say, you have data sprawl, which is the big one, which is all about the massive amounts of data. It's the growth of that data, which is growing at unprecedented rates. It's the gravity of that data and the reality of the multicloud sprawl. So stuff is just everywhere, right? Which increases that surface as attack space for cyber criminals. >> And by gravity, you mean the data's there and people don't want to move it. >> It's everywhere, right? And so when it lands someplace, think Edge, Core or Cloud, it's there. And it's something we have to help our customers with. >> Okay, so it's nuanced 'cause complexity has other layers. What are those layers? >> Sure. When we talk to our customers, they tell us complexity is one of their big themes. And specifically it's around data complexity. We talked about that growth and gravity of the data. We talk about multicloud complexity and we talk about multicloud sprawl. So multiple vendors, multiple contracts, multiple tool chains, and none of those work together in this multicloud world. Then that drives their security complexity. So, we talk about that increased attack surface. But this really drives a lot of operational complexity for their teams. Think about we're lacking consistency through everything. So people, process, tools, all that stuff, which is really wasting time and money for our customers. >> So, how does that affect the cyber strategies and the, I mean, I've often said the Cisco, now they have this shared responsibility model. They have to do that across multiple clouds. Every cloud has its own security policies and frameworks and syntax. So, maybe you could double click on your perspective on that. >> Sure. I'd say the big challenge customers have seen, it's really inadequate cyber resiliency and specifically, they're feeling very exposed. And today as the world with cyber attacks being more and more sophisticated, if something goes wrong, it is a real challenge for them to get back up and running quickly. And that's why this is such a big topic for CEOs and businesses around the world. You know, it's funny. I said this in my open. I think that prior to the pandemic businesses were optimized for efficiency, and now they're like, "Wow, we have to actually put some headroom into the system to be more resilient." You know, are you hearing that? >> Yeah, we absolutely are. I mean, the customers really, they're asking us for help, right? It's one of the big things we're learning and hearing from them. And it's really about three things. One's about simplifying IT. Two, it's really helping them to extract more value from their data. And then the third big piece is ensuring their data is protected and recoverable regardless of where it is going back to that data gravity and that very, you know, the multicloud world. Just recently, I don't know if you've seen it, but the Global Data Protected, excuse me, the Global Data Protection Index. >> GDPI. >> Yes. Jesus. >> Not to be confused with GDPR. >> Actually, that was released today and confirms everything we just talked about around customer challenges. But also it highlights at an importance of having a very cyber, a robust cyber resilient data protection strategy. >> Yeah, I haven't seen the latest, but I want to dig into it. I think this, I've done this many, many years in a row. I'd like to look at the time series and see how things have changed. All right. At a high level, Jeff, can you kind of address why Dell, from your point of view is best suited? >> Sure. So, we believe there's a better way or a better approach on how to handle this. We think Dell is uniquely positioned to help our customers as a one stop shop, if you will, for that cyber resilient multicloud data protection solution and needs. We take a modern, a simple and resilient approach. >> What does that mean? What do you mean by modern? >> Sure. So modern, we talk about our software defined architecture. Right? It's really designed to meet the needs not only of today, but really into the future. And we protect data across any cloud and any workload. So, we have a proven track record doing this today. We have more than 1,700 customers that trust us to protect more than 14 exabytes of their data in the cloud today. >> Okay, so you said modern, simple and resilient. What do you mean by simple? >> Sure. We want to provide simplicity everywhere, going back to helping with the complexity challenge. And that's from deployment to consumption, to management and support. So, our offers will deploy in minutes. They are easy to operate and use, and we support flexible consumption models for whatever the customer may desire. So, traditional subscription or as a service. >> And when you talk about resilient, I mean, I put forth that premise, but it's hard because people say, "Well, that's going to cost us more. Well, it may, but you're going to also reduce your risk." So, what's your point of view on resilience? >> Yeah, I think it's something all customers need. So, we're going to be providing a comprehensive and resilient portfolio of cyber solutions that are secure by design. And we have some unique capabilities and a combination of things like built in immutability, physical and logical isolation. We have intelligence built in with AI part recovery. And just one, I guess fun fact for everybody is we have, our cyber vault is the only solution in the industry that is endorsed by Sheltered Harbor that meets all the needs of the financial sector. >> So it's interesting when you think about the NIST framework for cybersecurity. It's all about about layers. You're sort of bringing that now to data protection. >> Jeff: Correct. Yeah. >> All right. In a minute, we're going to come back with Travis and dig into the news. We're going to take a short break. Keep it right there. (upbeat music) (upbeat adventurous music) Okay, we're back with Jeff and Travis Vigil to dig deeper into the news. Guys, again, good to see you. Travis, if you could, maybe you, before we get into the news, can you set the business context for us? What's going on out there? >> Yeah. Thanks for that question, Dave. To set a little bit of the context, when you look at the data protection market, Dell has been a leader in providing solutions to customers for going on nearly two decades now. We have tens of thousands of people using our appliances. We have multiple thousands of people using our latest modern, simple PowerProtect Data Manager Software. And as Jeff mentioned, we have, 1,700 customers protecting 14 exabytes of data in the public clouds today. And that foundation gives us a unique vantage point. We talked to a lot of customers and they're really telling us three things. They want simple solutions. They want us to help them modernize. And they want us to add as the highest priority, maintain that high degree of resiliency that they expect from our data protection solutions. So, that's the backdrop to the news today. And as we go through the news, I think you'll agree that each of these announcements deliver on those pillars. And in particular, today we're announcing the PowerProtect Data Manager Appliance. We are announcing PowerProtect Cyber Recovery Enhancements, and we are announcing enhancements to our APEX Data Storage Services. >> Okay, so three pieces. Let's dig to that. It's interesting, appliance, everybody wants software, but then you talk to customers and they're like, "Well, we actually want appliances because we just want to put it in and it works." >> Travis: (laughs) Right. >> It performs great. So, what do we need to know about the appliance? What's the news there? >> Well, you know, part of the reason I gave you some of those stats to begin with is that we have this strong foundation of experience, but also intellectual property components that we've taken that have been battle tested in the market. And we've put them together in a new simple, integrated appliance that really combines the best of the target appliance capabilities we have with that modern, simple software. And we've integrated it from the, you know, sort of taking all of those pieces, putting them together in a simple, easy to use and easy to scale interface for customers. >> So, the premise that I've been putting forth for months now, probably well over a year, is that data protection is becoming an extension of your cybersecurity strategies. So, I'm interested in your perspective on cyber recovery. Your specific news that you have there. >> Yeah, you know, we are in addition to simplifying things via the appliance, we are providing solutions for customers no matter where they're deploying. And cyber recovery, especially when it comes to cloud deployments, is an increasing area of interest and deployment that we see with our customers. So, what we're announcing today is that we're expanding our cyber recovery services to be available in Google Cloud. With this announcement, it means we're available in all three of the major clouds and it really provides customers the flexibility to secure their data no matter if they're running on-premises, in Acolo, at the Edge, in the public cloud. And the other nice thing about this announcement is that you have the ability to use Google Cloud as a cyber recovery vault that really allows customers to isolate critical data and they can recover that critical data from the vault back to on-premises or from that vault back to running their cyber protection or their data protection solutions in the public cloud. >> I always invoke my favorite Matt Baker here. "It's not a zero sum game", but this is a perfect example where there's opportunities for a company like Dell to partner with the public cloud provider. You've got capabilities that don't exist there. You've got the on-prem capabilities. We could talk about Edge all day, but that's a different topic. Okay, so my other question Travis, is how does this all fit into APEX? We hear a lot about APEX as a service. It's sort of the new hot thing. What's happening there? What's the news around APEX? >> Yeah, we've seen incredible momentum with our APEX solutions since we introduced data protection options into them earlier this year. And we're really building on that momentum with this announcement being providing solutions that allow customers to consume flexibly. And so, what we're announcing specifically is that we're expanding APEX Data Storage Services to include a data protection option. And it's like with all APEX offers, it's a pay-as-you-go solution. Really streamlines the process of customers purchasing, deploying, maintaining and managing their backup software. All a customer really needs to do is specify their base capacity. They specify their performance tier. They tell us do they want a one year term or a three year term and we take it from there. We get them up and running so they can start deploying and consuming flexibly. And as with many of our APEX solutions, it's a simple user experience all exposed through a unified APEX Console. >> Okay, so it's, you're keeping it simple, like I think large, medium, small. You know, we hear a lot about T-shirt sizes. I'm a big fan of that 'cause you guys should be smart enough to figure out, you know, based on my workload, what I need. How different is this? I wonder if you guys could address this. Jeff, maybe you can start. >> Sure, I'll start and then- >> Pitch me. >> You know, Travis, you jump in when I screw up here. >> Awesome. >> So, first I'd say we offer innovative multicloud data protection solutions. We provide that deliver performance, efficiency and scale that our customers demand and require. We support as Travis said, all the major public clouds. We have a broad ecosystem of workload support and I guess the great news is we're up to 80% more cost effective than any of the competition. >> Dave: 80%? >> 80% >> Hey, that's a big number. All right, Travis, what's your point of view on this? >> Yeah, I think number one, end-to-end data protection. We are that one stop shop that I talked about, whether it's a simplified appliance, whether it's deployed in the cloud, whether it's at the Edge, whether it's integrated appliances, target appliances, software. We have solutions that span the gamut as a service. I mentioned the APEX Solution as well. So really, we can provide solutions that help support customers and protect them, any workload, any cloud, anywhere that data lives. Edge, Core to Cloud. The other thing that we hear as a big differentiator for Dell, and Jeff touched on on this a little bit earlier, is our Intelligent Cyber Resiliency. We have a unique combination in the market where we can offer immutability or protection against deletion as sort of that first line of defense. But we can also offer a second level of defense, which is isolation, talking about data vaults or cyber vaults and cyber recovery. And more importantly, the intelligence that goes around that vault. It can look at detecting cyber attacks. It can help customers speed time to recovery. And really provides AI and ML to help early diagnosis of a cyber attack and fast recovery should a cyber attack occur. And if you look at customer adoption of that solution, specifically in the cloud, we have over 1300 customers utilizing PowerProtect Cyber Recovery. >> So, I think it's fair to say that your portfolio has obviously been a big differentiator. Whenever I talk to your finance team, Michael Dell, et cetera, that end-to-end capability, that your ability to manage throughout the supply chain. We actually just did an event recently with you guys where you went into what you're doing to make infrastructure trusted. And so my take on that is you, in a lot of respects, you're shifting the client's burden to your R&D. now they have a lot of work to do, so it's not like they can go home and just relax. But that's a key part of the partnership that I see. Jeff, I wonder if you could give us the final thoughts. >> Sure. Dell has a long history of being a trusted partner within IT, right? So, we have unmatched capabilities. Going back to your point, we have the broadest portfolio. We're a leader in every category that we participate in. We have a broad deep breadth of portfolio. We have scale. We have innovation that is just unmatched. Within data protection itself, we are the trusted market leader. No if, ands or buts. We're number one for both data protection software in appliances per IDC and we were just named for the 17th consecutive time the leader in the Gartner Magic Quadrant. So, bottom line is customers can count on Dell. >> Yeah, and I think again, we're seeing the evolution of data protection. It's not like the last 10 years. It's really becoming an adjacency and really, a key component of your cyber strategy. I think those two parts of the organization are coming together. So guys, really appreciate your time. Thanks for coming. >> Thank you, sir. >> Dave. >> Travis, good to see you. All right, in a moment I'm going to come right back and summarize what we learned today, what actions you can take for your business. You're watching "The Future of Multicloud Data Protection" made possible by Dell in collaboration with theCUBE, your leader in enterprise and emerging tech coverage. Right back. >> Advertiser: In our data-driven world, protecting data has never been more critical. To guard against everything from cyber incidents to unplanned outages, you need a cyber resilient multicloud data protection strategy. >> It's not a matter of if you're going to get hacked, it's a matter of when. And I want to know that I can recover and continue to recover each day. >> It is important to have a cyber security and a cyber resiliency plan in place because the threat of cyber attack are imminent. >> Advertiser: PowerProtect Data Manager from Dell Technologies helps deliver the data protection and security confidence you would expect from a trusted partner and market leader. >> We chose PowerProtect Data Manager because we've been a strategic partner with Dell Technologies for roughly 20 years now. Our partnership with Dell Technologies has provided us with the ability to scale and grow as we've transitioned from 10 billion in assets to 20 billion. >> Advertiser: With PowerProtect Data Manager, you can enjoy exceptional ease of use to increase your efficiency and reduce costs. >> I'd installed it by myself, learn it by myself. It was very intuitive. >> While restoring your machine with PowerProtect Data Manager is fast, we can fully manage PowerProtect through the center. We can recover a whole machine in seconds. >> Instructor: Data Manager offers innovation such as transparent snapshots to simplify virtual machine backups, and it goes beyond backup and restore to provide valuable insights into protected data, workloads and VMs. >> In our previous environment, it would take anywhere from three to six hours a night to do a single backup of each VM. Now, we're backing up hourly and it takes two to three seconds with the transparent snapshots. >> Advertiser: With PowerProtect's Data Manager, you get the peace of mind knowing that your data is safe and available whenever you need it. >> Data is extremely important. We can't afford to lose any data. We need things just to work. >> Advertiser: Start your journey to modern data protection with Dell PowerProtect's Data Manager. Visit dell.com/powerprotectdatamanager >> We put forth the premise in our introduction that the worlds of data protection in cybersecurity must be more integrated. We said that data recovery strategies have to be built into security practices and procedures and by default, this should include modern hardware and software. Now, in addition to reviewing some of the challenges that customers face, which have been pretty well documented, we heard about new products that Dell Technologies is bringing to the marketplace that specifically address these customer concerns. And there were three that we talked about today. First, the PowerProtect Data Manager Appliance, which is an integrated system taking advantage of Dell's history in data protection, but adding new capabilities. And I want to come back to that in a moment. Second is Dell's PowerProtect Cyber Recovery for Google Cloud platform. This rounds out the big three public cloud providers for Dell, which joins AWS and Azure support. Now finally, Dell has made its target backup appliances available in APEX. You might recall, earlier this year we saw the introduction from Dell of APEX Backup Services and then in May at Dell Technologies World, we heard about the introduction of APEX Cyber Recovery Services. And today, Dell is making its most popular backup appliances available in APEX. Now, I want to come back to the PowerProtect Data Manager Appliance because it's a new integrated appliance and I asked Dell off camera, "Really what is so special about these new systems and what's really different from the competition?" Because look, everyone offers some kind of integrated appliance. So, I heard a number of items. Dell talked about simplicity and efficiency and containers and Kubernetes. So, I kind of kept pushing and got to what I think is the heart of the matter in two really important areas. One is simplicity. Dell claims that customers can deploy the system in half the time relative to the competition. So, we're talking minutes to deploy, and of course that's going to lead to much simpler management. And the second real difference I heard was backup and restore performance for VMware workloads. In particular, Dell has developed transparent snapshot capabilities to fundamentally change the way VMs are protected, which leads to faster backup and restores with less impact on virtual infrastructure. Dell believes this new development is unique in the market and claims that in its benchmarks, the new appliance was able to back up 500 virtual machines in 47% less time compared to a leading competitor. Now, this is based on Dell benchmarks, so hopefully these are things that you can explore in more detail with Dell to see if and how they apply to your business. So if you want more information, go to the Data Protection Page at dell.com. You can find that at dell.com/dataprotection. And all the content here and other videos are available on demand at theCUBE.net. Check out our series on the blueprint for trusted infrastructure, it's related and has some additional information. And go to siliconangle.com for all the news and analysis related to these and other announcements. This is Dave Vellante. Thanks for watching "The Future of Multicloud Protection" made possible by Dell, in collaboration with theCUBE, your leader in enterprise and emerging tech coverage. (upbeat music)

>>Welcome back to the Cube's exclusive coverage of the Dell Technology Summit. I'm Dave Ante. We're going inside with Dell Execs to extract the signal from the noise. And right now we're gonna dig into customer requirements in a data intensive world and how cross cloud complexities get resolved from a product development perspective and how the ecosystem fits in to that mosaic to close the gaps and accelerate innovation. And with me now as friend of the cube, Jeff Boudreau, he's the president of the Infrastructure Solutions Group, ISG at Dell Technologies. Jeff, always good to see you. Welcome. >>You too. Thank you for having me. It's great to see you. And thanks for having me back on the cube. I'm thrilled to be here. Yeah, >>It's our pleasure. Okay, so let's talk about what you're observing from customers today. You know, we talk all the time about operating in a data driven multi-cloud world, blah, blah, blah, blah. But what does that all mean to you when you have to translate that noise into products that solve specific customer problems, Jeff? >>Sure. Hey, great question. And everything always starts with our customers. They're our motivation, They're top of mind, everything we do. My leadership team and I spend a lot of time with our customers. We're listening, we're learning, we're really understanding their pain points, and we want to get their feedback in regards to our solutions, both turn and future offerings, really ensure that we're aligned to meeting their business objectives. I would say from these conversations, I'd say customers are telling us several things. First, it's all about data. So no surprise going back to your opening. And second, it's about the multi-cloud world. And I'd say the big thing coming from all of this is that both of those are driving a ton of complexity for our customers. And I'll unpack that just a bit, which is first the data. As we all know, data is growing at unprecedented rates with more than 90% of the world's data being produced in the last two years alone. >>And you can just think of that in its everywhere, right? And so as it is, the IT world shifts towards distributed compute to support that data growth and that data gravity to really extract more value from that data in real time environments become inherently more and more hybrid and more and more multi-cloud. Which leads me to the second key point that I've been hearing from our customers, which it's a multi-cloud world, not new news. Customers by default have multiple clouds running across multiple locations. That's OnPrem and off, it's running at the edge and it's serving a variety of different needs. Unfortunately, for most of our CU customers, multicloud actually added to their complexity. As we've discussed, it's been a lot more of multi-cloud by default versus multicloud by design. If you really think about our customers, I mean, I, I, I'm talking to 'EM all the time. >>You think about the data complexity, that's the growth and the gravity. You think about their infrastructure complexity shifting from central to decentralized it, you think about multi-cloud complexity. So you have these walled gardens, if you will. So you have multiple vendors and you have these multiple contracts that all creates operational complexity for their teams around their processes of their tools. And then you think about the security complexity that that drives with the, just the increased tax service and the list goes on. So what are we seeing for our customers? They, what they really want from, also what they're asking us for is simplicity, not complexity. The mediacy, not latency. They're asking for open and align versus I'd say siloed and closed. And they're looking for a lot more agility and not rigidity in what we do. So they really wanna simplify everything. They're looking for a simpler IT in a more agile it, and they want more control of their data, right? >>And so, and they want to extract more of the value to enrich their business or their customer engagements, which all sounds pretty obvious and we've probably all heard it a bunch, but it's really hard to achieve. And that's where I believe, and we believe as Dell, that we, it creates a big opportunity for us to really help our customers as that great simplifier of it. We're already doing this today. Just a couple quick examples. First is Salesforce. We've supported recently, we've supported their global expansion with a multi-cloud solution to help them drive their business growth. Our solution delivered a reliable and consistent IT experience will go back to that complexity. And it was across a very distributed environment, including more than 60 data centers, 230 countries in hundreds of thousands of customers. It really provided Salesforce with the flexibility of placing workloads and data in an environment based on the right service level. >>Objective things like cost complexity or even security compliance considerations. The second customer A is a big new knowing little Patriot fan. And Dan, Dave, I know you are as well. Oh yeah, this one's near, near and data to my heart, it's the craft group. We just created a platform to span all their businesses that created more, I'd say data driven, immersive, secure experience, which is allowing them to capture data at the edge and use it for real time insights for things like cyber resiliency, but also like safety of the facilities. And as being a PA patron fan like I am, did they truly are meeting us where we are in our seats on their mobile devices and also in the parking lot. So just keep that in mind next time you're there. The bottom line, everything we're doing is really to make it simpler for our customers and to help them get the most of their data. I'd say we're gonna do this, is it through a multi-cloud by design approach, which we've talked a lot about with you and and others at Dell Tech world earlier this >>Year, right? And we had Salesforce on, actually at Dell Tech Group. The craft group is interesting because, you know, when you get to the stadium, you know, everybody's trying to get, get, get out to the internet and, and, but then the experience is so much better if you can actually, you know, deal with that edge. So I wanna talk about complexity though. You got data, you got, you know, the, the edge, you got multiple clouds, you got a different operating model across security model, different. So a lot of times in this industry we solve complexity with more complexity and it's like a bandaid. So I wanna, I wanna talk to, to how you're innovating around simplicity in ISG to address this complexity and what this means for Dell's long term strategy. >>Sure, I'd love to. So first I, I'd like to state the obvious, which are our investments in our innovations really focused on advancing, you know, our, our our customers needs, right? So we are really, our investments are gonna be targeted. We, we believe customers can have the most value. And some of that's gonna be around how we create strategic partnerships as well. Connecting to what we just spoke about. Much of the complexity of customers have or experiencing is the orchestration and management of all the data in all these different places. And customers, you know, they must be able to quickly deploy and operate across cloud environments. They need to increase their developer productivity, really enabling those developers that do what they do best, which is creating more value for their customers than for their businesses. Our innovation efforts are really focused on addressing this by delivering an open and modern IT architecture that allows customers to run and manage any workload in any cloud anywhere. >>Data lives we're focused on, also focused on consumption based solutions, which allow for a greater degree of simplicity and flexibility, which they're really asking for as well. The foundation for this is our software defined common storage layer. That common storage layer, You can think about this, Dave, as our ias if you will. It underpins our data access in mobility across all data types of locations. So you can think private, public, telecom, colo, edge, and it's delivered in a secure, holistic, and consistent cloud experience through Apex. We are making a ton of progress to let you, just to be, just to be clear, we made headway in things like Project Alpine, which you're very well aware of. This is our storage as a service. We announced us back in in January, which brings our unique software IP from our flagship storage platform to all the major public clouds. >>Really delivering the best of both worlds, allowing our customers to take advantage of Dell's enterprise class data services and storage software, such as performance at scale, resiliency, efficiency and security. But in addition to that, we're leveraging the breadth of the public cloud services, right? They're on demand scaling capabilities and access to analytical services. So in addition, we're really, we're, we're on our way to win at the edge as well with Project Frontier, which reduces complexity at the edge by creating an open and secure software platform to help our customers simplify their edge operations, optimize their edge environments and investments, secure that edge environment as well. I believe you're gonna be discussing Project Frontier here with Sam Broco in the very near future. So I won't give up more, too many more details there. And lastly, we're also scaling Apex, which, you know, well shifting from our vision, really shifting from vision to reality and introducing several new Apex service offerings, which are coming to market over the next month or so. And the intent is really supporting our customers on there as a service transitions by modernize the con consumption experience and providing that flexible as a service model. Ultimately, we're trying to help our customers achieve that multi-cloud by design to really simplify it in a, unlock the power of their data. >>So some good examples there. I I like to talk about the super Cloud as you, you know, you're building on top of the, you know, hyperscale infrastructure and you got Apex is your cloud, the common storage layer, you call it your ISAs. And that's, that's a ingredient in what we call the super cloud out to the edge. You have to have a common platform there and one of the hallmarks of a cloud company. And as you become a cloud company, everybody's a cloud company ecosystem becomes really, really important in terms of product development and, and innovation. Matt Baker always loves to stress it's not a zero sum game. And, and I think Super Cloud recognizes that, that there's value to be built on top of other clouds and, and, and of course on top of your infrastructure so that your ecosystem can add value. So what role does the ecosystem play there? >>For me, it's, it's pretty clear. It's, it's, it's critical. I can't say that enough above the having an open ecosystem. Think about everything we just discussed, and I agree with your super cloud analogy. I agree with what Matt Baker had said to you, I would assert no one company can actually address all the pain points and all the issues and challenges that customers are having on their own, not one. I think customers really want and deserve an open technology ecosystem, one that works together. So not these close stacks that discourage this interoperability or stifles innovation and productivity of our, of each of our teams. We Dell, I guess, have a long history of supporting open ecosystems that really put customers first. And to be clear, we're gonna be at the center of the multi-cloud ecosystem and we're working with partners today to make that a reality. >>I mean, just think of what we're doing with VMware. We continue to build on our first investment alliances with them in August at their VMware explorer, which I know you were at. We announced several joint engineering initiatives to really help customers more easily manage and gain value from their data in their infrastructure. For multi-cloud specifically, we strength our relationship with VMware and know with Tansu as part of that. In addition, just a few weeks ago we announced our partnership with Red Hat to simplify our multicloud deployments for managing containerized workloads. I'd say, and using your analogy, I could think of that as our multicloud platform. So that's kind of our PAs layer, if you will. And as you're aware, we have a very longstanding and strategic partnership with Microsoft and I'd say stay tuned. There's a lot more to come with them and also others in this multi-cloud space. >>Shifting a bit to some of the growth engines that my team's responsible for the edge, right? As you think about data being everywhere, we've established partnerships for the Edge as well with folks like PTC and Litmus for the manufacturing edge, but also folks like Deep North for the retail edge analytics in data management, using your Supercloud analogy data, the sa right? This is our SAS layer. We've announced that we're collaborating, partnering with folks like Snowflake and, and there's other data management companies as well to really simplify data access and accelerate those data insights. And then given customers choice of where they'd like to have their IT and their infrastructure, we've we're expanding our colo partnerships as well with folks like Equinox and, and they're allowing us to broaden our availability of Apex, providing customers the flexibility to take advantage of those as a service offerings wherever it's delivered and where they can get the most value. So those are just some you can hear from me. I think it's critical not only for, for us, I think it's critical for our customers. I think it's been critical, critical for the entire, you know, industry as a whole to really have that open technology ecosystem as we work with our customers on our multi-cloud solutions really to meet their needs. We'll continue to collaborate with whoever customers choose and you know, and who they want us to do business with. So I'd say a lot more coming in that space. >>So it's been an interesting three years for you, just, just over three years now since you've been made the president of the IS isg. And so you had to dig in and it was obviously strange time around the world, but, but you really had to look at, okay, how do we modernize the platform? How do we make it, you know, cloud first? You've mentioned the Edge, we're expanding. So what are the big takeaways? What do you want customers and our audience to understand? Just some closing thoughts and if you could summarize. >>Sure. So I'd say first, you know, we discuss, we're working in a very fast paced, ever changing market with massive amounts of data that needs to be managed. It's very complex and our customers need help with that complexity. I believe that Dell Technologies is uniquely positioned to help as their multi-cloud champion. No one else can solve the breadth and depth of the challenges like we can. And we're gonna help our customers move forward when they basically moving from a multi-cloud by default, as we've discussed before, to multicloud by design. And I'm really excited for the opportunity to work with our customers to help them expand that ecosystem as they truly realize the future of it and, and what they're trying to accomplish. >>Jeff, thanks so much. Really appreciate your time. Always a pleasure. Go pats and we'll see you on the blog. >>Thanks Dave. >>All right, you're watching Exclusive Inside Insights from Dell Technology Summit on the cube, your leader in enterprise and emerging tech coverage.

>>The transformation of Dell into Dell emc. And now Dell Technologies has been one of the most remarkable stories in the history of the enterprise technology industry. The company has gone from a Wall Street darling rocket ship PC company to a Midling enterprise player, forced to go private to a debt laden powerhouse that controlled one of the most valuable assets in enterprise tech i e VMware, and now is a hundred billion dollar giant with a low margin business. A strong balance sheet in the broadest hardware portfolio in the industry and financial magic that Dell went through would make anyone's head spin. The last lever of Dell EMC of the Dell EMC deal was detailed in Michael Dell's book Play Nice But Win in a captivating chapter called Harry You and the Bolt from the Blue Michael Dell described how he and his colleagues came up with the final straw of how to finance the deal. >>If you haven't read it, you should. And of course, after years of successfully integrating EMC and becoming VMware's number one distribution channel, all of this culminated in the spin out of VMware from Dell and a massive wealth creation milestone pending, of course the Broadcom acquisition of VMware. So where's that leave Dell and what does the future look like for this technology powerhouse? Hello and welcome to the Cube's exclusive coverage of Dell Technology Summit 2022. My name is Dave Ante and I'll be hosting the program. Now today in conjunction with the Dell Tech Summit, we're gonna hear from four of Dell's senior executives, Tom Sweet, who's the CFO of Dell Technologies. He's gonna share his views on the company's position and opportunities going forward. He's gonna answer the question, why is Dell a good long-term investment? Then we'll hear from Jeff Boudreau, who's the president of Dell's ISG business. >>That unit is the largest profit driver of Dell. He's gonna talk about the product angle and specifically how Dell is thinking about solving the multi-cloud challenge. And then Sam Groot, who is the senior vice president of marketing, will come on the program and give us the update on Apex, which is Dell's as a service offering, and then the new Edge platform called Project Frontier. Now it's also cyber security Awareness month that we're gonna see if Sam has, you know, anything to say about that. Then finally, for a company that's nearly 40 years old, Dell actually has some pretty forward thinking philosophies when it comes to its culture and workforce. And we're gonna speak with Jen Vera, who's Dell's chief Human Resource Resource Officer about hybrid work and how Dell is thinking about the future of work. However, before we get into all this, I wanna share our independent perspectives on the company and some research that we'll introduce to frame the program. >>Now, as you know, we love data here at the cube and one of our partners, ETR has what we believe is the best spending intentions data for enterprise tech. So here's a graphic that shows ET R'S proprietary net score methodology in the vertical access. That's a measure of spending velocity. And on the X axis, his overlap of pervasiveness in the data sample, this is a cut for just the server, the storage, and the client sectors within the ETR taxonomy. So you can see Dell CSG products, laptops in particular are dominant on both the X and the Y dimensions. CSG is the client solutions group and accounts for nearly 60% of Dell's revenue and about half of its operating income. And then the arrow signifies that dot, that represents Dell's ISG business that we're gonna talk to Jeff Boudro about. That's the infrastructure solutions group. Now, ISG accounts for the bulk of of the remainder of Dell's business, and it is, it's, as I said, it's most profitable from a margin standpoint. >>It comprises the EMC storage business as well as the Dell server business and Dell's networking portfolio. And as a note, we didn't include networking in that cut had we done. So Cisco would've dominated the graphic. And frankly, Dell's networking business isn't industry leading in the same way that PCs, servers and storage are. And as you can see, the data confirms the leadership position Dell has in its client side, its server and its storage sectors. But the nuance is look at that red dotted line at 40% on the vertical axis that represents a highly elevated net score, and every company in the sector is below that line. Now we should mention that we also filtered the data for those companies with more than a hundred mentions in the survey, but the point remains the same. This is a mature business that generally is lower margin storage is the exception, but cloud has put pressure on margins even in that business in addition to the server space. >>The last point on this graphic is we put a box around VMware and it's prominently present on both the X and Y dimensions. VMware participates with purely software defined high margin offerings in this, in these spaces, and it gives you a sense of what might have been had Dell chosen to hold onto that asset or spin it into the company. But let's face it, the alternatives from Michael Dell were just too attractive and it's unlikely that a spin in would've unlocked the value in the way a spinout did, at least not in the near future. So let's take a look at the snapshot of Dell's financials. To give you a sense of where the company stands today, Dell is a company with over a hundred billion in revenue. Last quarter, it did more than 26 billion in revenue and grew at a quite amazing 9% rate for a company that size. >>But because it's a hardware company, primarily its margins are low with operating income, 10% of revenue, and at 21% gross margin with VMware on Dell's income statement before the spin, its gross margins. Were in the low thirties. Now, Dell only spends about 2% of revenue on r and d because because it's so big, it's still a lot of money. And you can see it is cash flow positive. Dell's free cash flow over the trailing 12 month period is 3.7 billion, but that's only 3.5% of trailing 12 month revenue. Dell's Apex, and of course it's hardware maintenance business is recurring revenue and that is only about 5 billion in revenue and it's growing at 8% annually. Now having said that, it's the equivalent of service now's total revenue. Of course, service now is 23% operating margin and 16% free cash flow margin and more than 5 billion in cash on the balance sheet and an 85 billion market cap. >>That's what software will do for you. Now Dell, like most companies, is staring at a challenging macro environment with FX headwinds, inflation, et cetera. You've heard the story and hence it's conservative and contracting revenue guidance. But the balance sheet transformation has been quite amazing. Thanks to VMware's cash flow, Michael Dell and his partners from Silver Lake at all, they put up around $4 billion of their own cash to buy EMC for 67 billion, and of course got VMware in the process. Most of that financing was debt that Dell put on its balance sheet to do the transaction to the tune of 46 billion. It added to the, to the balance sheet debt. Now Dell's debt, the core debt net of its financing operation is now down to 16 billion and it has 7 billion in cash in the balance sheet. So dramatic delta from just a few years ago. So pretty good picture. >>But Dell a hundred billion company is still only valued at 28 billion or around 26 cents on the revenue dollar H HP's revenue multiple is around 60 cents on the revenue dollar. HP Inc. Dell's, you know, laptop and PC competitor is around 45 cents. IBM's revenue multiple is almost two times. By the way, IBM has more than 50 billion in debt thanks to the Red Hat acquisition. And Cisco has a revenue multiple, it's over three x, about 3.3 x currently. So is Dell undervalued? Well, based on these comparisons with its peers, I'd say yes and no. Dell's performance relative to its peers in the market is very strong. It's winning and has an extremely adept go to market machine, but it's lack of software content and it's margin profile leads. One to believe that if it can continue to pull some valuation levers while entering new markets, it can get its valuation well above where it is today. >>So what are some of those levers and what might that look like going forward? Despite the fact that Dell doesn't have a huge software revenue component since spinning out VMware and it doesn't own a cloud, it plays in virtually every part of the hardware market and it can provide infrastructure for pr pretty much any application in any use case and pretty much any industry and pretty much any geography in the world and it can serve those customers. So its size is an advantage. However, the history for hardware heavy companies that try to get bigger has some notable failures, namely hp, which had to split into two businesses, HP Inc. And hp E and ibm, which has had in abysmal decade from a performance standpoint and has had to shrink to grow again and obviously do a massive 34 billion acquisition of Red Hat. So why will Dell do any better than these two? >>Well, it has a fantastic supply chain. It's a founder led company, which makes a cultural difference in our view, and it's actually comfortable with a low margin software, light business model. Most certainly, IBM wasn't comfortable with that and didn't have these characteristics, and HP was kind of just incomprehensible at the end. So Dell in my opinion, is a much better chance of doing well at a hundred billion or over, but we'll see how it navigates through the current headwinds as it's guiding down. Apex is essentially Dell's version of the cloud. Now remember, Dell got started late. HPE is further along from a model standpoint with GreenLake, but Dell has a larger portfolio, so they're gonna try to play on that advantage. But at the end of the day, these as a service offerings are simply ways to bring a utility model to existing customers and generate recurring revenue. >>And that's a good thing because customers will be loyal to an incumbent if it can deliver as a service and reduce risk for for customers. But the real opportunity lies ahead, specifically Dell is embracing the cloud model. It took a while, but they're on board as Matt Baker Dell's senior vice president of corporate strategy likes to say it's not a zero sum game. What it means by that is just because Dell doesn't own its own cloud, it doesn't mean Dell can't build value on top of hyperscale clouds, what we call super cloud. And that's Dell's strategy to take advantage of public cloud CapEx and connect on-prem to the cloud, create a unified experience across clouds and out to the edge that's ambitious and technically it's non-trivial. But listen to Dell's vice chairman and Coco, Jeff Clark, explain this vision, please play the clip. >>You said also technology and business models are tied together and enabler. That's if, if you believe that, then you have to believe that it's a business operating system that they want, They want to leverage whatever they can, and at the end of the day there's, they have to differentiate what they do. Well that, that's >>Exactly right. If I take that and what, what Dave was saying and and I, and I summarize it the following way, if we can take these cloud assets and capabilities, combine them in an orchestrated way to delivery a distributed platform, game over, >>Eh, pretty interesting, right? John Freer called it a business operating system. Essentially, I think of it sometimes as a cloud operating system or cloud operating environment to drive new business value on top of the hyperscale CapEx. Now, is it really game over? As Jeff Clark said, if Dell can do that, I'd say if it had that today, it might be game over for the competition, but this vision will take years to play out. And of course it's gotta be funded and now it's gonna take time. And in this industry it tends to move. Companies tend to move in lockstep. So as often as the case, it's gonna come down to execution and Dell's ability to enter new markets that are ideally, at least from my perspective, higher margin data management, extending data protection into cyber security as an adjacency and of course edge at telco slash 5G opportunities. >>All there for the taking. I mean, look, even if Dell doesn't go after more higher margin software content, it can thrive with a lower margin model just by penetrating new markets and throwing off cash from those markets. But by keeping close to customers and maybe through Tuck in acquisitions, it might be able to find the next nugget beyond today's cloud and on-prem models. And the last thing I'll call out is ecosystem. I say here ecosystem, ecosystem, ecosystem. Because a defining characteristic of a cloud player is ecosystem, and if Apex is Dell's cloud, it has the opportunity to expand that ecosystem dramatically. This is one of the company's biggest opportunities and challenges. At the same time, in my view, it's just scratching the surface on its partner ecosystem. And it's ecosystem today is is both reseller heavy and tech partner heavy. And that's not a bad thing, but in a, but it's starting to evolve more rapidly. >>The snowflake deal is an example of up to stack evolution, but I'd like to see much more out of that snowflake relationship and more relationships like that. Specifically I'd like to see more momentum with data and database. And if we live at a data heavy world, which we do, where the data and the database and data management offerings, you know, coexist and are super important to customers, like to see that inside of Apex, like to see that data play beyond storage, which is really where it is today and it's early days. The point is with Dell's go to market advantage, which which company wouldn't treat Dell like the on-prem hybrid edge super cloud player that I wanna partner with to drive more business. You'd be crazy not to, but Dell has a lot on its plate and we'd like to see some serious acceleration on the ecosystem front. In other words, Dell as both a selling partner and a business enabler with its platform, its programmable infrastructure as a service. And that is a moving target that will rapidly involve. And of course we'll be here watching and reporting. So thanks for watching this preview of Dell Technology Summit 2022. I'm Dave Vte. We hope you enjoy the rest of the program.

(upbeat music) >> The transformation of Dell into Dell EMC, and now Dell Technologies, has been one of the most remarkable stories in the history of the enterprise technology industry. The company has gone from a Wall Street darling rocketship PC company, to a middling enterprise player, forced to go private, to a debt-laden powerhouse that controlled one of the most valuable assets in enterprise tech, i.e., VMware. And now is a $100 billion dollar giant with a low-margin business, a strong balance sheet, and the broadest hardware portfolio in the industry. The financial magic that Dell went through would make anyone's head spin. The last lever of the Dell EMC deal was detailed in Michael Dell's book "Play Nice But Win," in a captivating chapter called "Harry You and the Bolt from the Blue." Michael Dell described how he and his colleagues came up with the final straw of how to finance the deal. If you haven't read it, you should. And of course, after years of successfully integrating EMC and becoming VMware's number-one distribution channel, all of this culminated in the spin-out of VMware from Dell, and a massive wealth-creation milestone, pending, of course, the Broadcom acquisition of VMware. So where's that leave Dell, and what does the future look like for this technology powerhouse? Hello, and welcome to theCUBE's exclusive coverage of Dell Technologies Summit 2022. My name is Dave Vellante, and I'll be hosting the program. Now, today in conjunction with the Dell Tech Summit, we're going to hear from four of Dell's senior executives. Tom Sweet, who's the CFO of Dell Technologies. He's going to share his views on the company's position and opportunities going forward. He's going to answer the question, why is Dell a good long-term investment? Then we'll hear from Jeff Boudreau, who's the President of Dell's ISG business. That unit is the largest profit driver of Dell. He's going to talk about the product angle, and specifically, how Dell is thinking about solving the multi-cloud challenge. And then Sam Grocott, who's the Senior Vice President of Marketing, will come on the program and give us the update on APEX, which is Dell's as-a-Service offering, and then the new edge platform called Project Frontier. Now, it's also Cybersecurity Awareness Month, that we're going to see if Sam has, you know, anything to say about that. Then finally, for a company that's nearly 40 years old, Dell actually has some pretty forward-thinking philosophies when it comes to its culture and workforce. And we're going to speak with Jenn Saavedra, who's Dell's Chief Human Resource Officer, about hybrid work, and how Dell is thinking about the future of work. However, before we get into all this, I want to share our independent perspectives on the company, and some research that we'll introduce to frame the program. Now, as you know, we love data here at theCUBE, and one of our partners, ETR, has what we believe is the best spending intentions data for enterprise tech. So here's a graphic that shows ETR's proprietary Net Score methodology on the vertical axis, that's a measure of spending velocity, and on the x-axis is overlap or pervasiveness in the data sample. This is a cut for just the server, the storage, and the client sectors within the ETR taxonomy. So you can see Dell's CSG products, laptops in particular, are dominant on both the x and the y dimensions. CSG is the Client Solutions Group, and accounts for nearly 60% of Dell's revenue, and about half of its operating income. And then the arrow signifies that dot that represents Dell's ISG business, that we're going to talk to Jeff Boudreau about. That's the Infrastructure Solutions Group. Now, ISG accounts for the bulk of the remainder of Dell's business, and it is its, as I said, its most profitable from a margin standpoint. It comprises the EMC storage business, as well as the Dell server business, and Dell's networking portfolio. And as a note, we didn't include networking in that cut. Had we done so, Cisco would've dominated the graphic. And frankly, Dell's networking business isn't industry leading in the same way that PCs, servers, and storage are. And as you can see, the data confirms the leadership position Dell has in its client side, its server, and its storage sectors. But the nuance is, look at that red dotted line at 40% on the vertical axis. That represents a highly elevated Net Score, and every company in the sector is below that line. Now, we should mention that we also filtered the data for those companies with more than a hundred mentions in the survey, but the point remains the same. This is a mature business that generally is lower margin. Storage is the exception, but cloud has put pressure on margins even in that business, in addition to the server space. The last point on this graphic is, we put a box around VMware, and it's prominently present on both the x and y dimensions. VMware participates with purely software-defined high-margin offerings in these spaces, and it gives you a sense of what might have been, had Dell chosen to hold onto that asset or spin it into the company. But let's face it, the alternatives for Michael Dell were just too attractive, and it's unlikely that a spin-in would've unlocked the value in the way a spin-out did, at least not in the near future. So let's take a look at the snapshot of Dell's financials, to give you a sense of where the company stands today. Dell is a company with over $100 billion dollars in revenue. Last quarter, it did more than 26 billion in revenue, and grew at a quite amazing 9% rate, for a company that size. But because it's a hardware company, primarily, its margins are low, with operating income 10% of revenue, and at 21% gross margin. With VMware on Dell's income statement before the spin, its gross margins were in the low 30s. Now, Dell only spends about 2% of revenue on R&D, but because it's so big, it's still a lot of money. And you can see it is cash-flow positive. Dell's free cash flow over the trailing 12-month period is 3.7 billion, but that's only 3.5% of trailing 12-month revenue. Dell's APEX, and of course its hardware maintenance business, is recurring revenue, and that is only about 5 billion in revenue, and it's growing at 8% annually. Now, having said that, it's the equivalent of ServiceNow's total revenue. Of course, ServiceNow has 23% operating margin and 16% free cash-flow margin, and more than $5 billion in cash on the balance sheet, and an $85 billion market cap. That's what software will do for you. Now Dell, like most companies, is staring at a challenging macro environment, with FX headwinds, inflation, et cetera. You've heard the story. And hence it's conservative, and contracting revenue guidance. But the balance sheet transformation has been quite amazing, thanks to VMware's cash flow. Michael Dell and his partners from Silver Lake et al., they put up around $4 billion of their own cash to buy EMC for 67 billion, and of course got VMware in the process. Most of that financing was debt that Dell put on its balance sheet to do the transaction, to the tune of $46 billion it added to the balance sheet debt. Now, Dell's debt, the core debt, net of its financing operation, is now down to 16 billion, and it has $7 billion in cash on the balance sheet. So a dramatic delta from just a few years ago. So, pretty good picture. But Dell, a $100 billion company, is still only valued at 28 billion, or around 26 cents on the revenue dollar. HPE's revenue multiple is around 60 cents on the revenue dollar. HP Inc., Dell's laptop and PC competitor, is around 45 cents. IBM's revenue multiple is almost two times. By the way, IBM has more than $50 billion in debt thanks to the Red Hat acquisition. And Cisco has a revenue multiple that's over 3x, about 3.3x currently. So is Dell undervalued? Well, based on these comparisons with its peers, I'd say yes, and no. Dell's performance, relative to its peers in the market, is very strong. It's winning, and has an extremely adept go-to-market machine, but its lack of software content and its margin profile leads one to believe that if it can continue to pull some valuation levers while entering new markets, it can get its valuation well above where it is today. So what are some of those levers, and what might that look like, going forward? Despite the fact that Dell doesn't have a huge software revenue component since spinning out VMware, and it doesn't own a cloud, it plays in virtually every part of the hardware market. And it can provide infrastructure for pretty much any application in any use case, in pretty much any industry, in pretty much any geography in the world. And it can serve those customers. So its size is an advantage. However, the history for hardware-heavy companies that try to get bigger has some notable failures, namely HP, which had to split into two businesses, HP Inc. and HPE, and IBM, which has had an abysmal decade from a performance standpoint, and has had to shrink to grow again, and obviously do a massive $34 billion acquisition of Red Hat. So why will Dell do any better than these two? Well, it has a fantastic supply chain. It's a founder-led company, which makes a cultural difference, in our view. And it's actually comfortable with a low-margin software-light business model. Most certainly, IBM wasn't comfortable with that, and didn't have these characteristics, and HP was kind of just incomprehensible at the end. So Dell in my opinion, has a much better chance of doing well at 100 billion or over, but we'll see how it navigates through the current headwinds as it's guiding down. APEX is essentially Dell's version of the cloud. Now, remember, Dell got started late. HPE is further along from a model standpoint with GreenLake, but Dell has a larger portfolio, so they're going to try to play on that advantage. But at the end of the day, these as-a-Service offerings are simply ways to bring a utility model to existing customers, and generate recurring revenue. And that's a good thing, because customers will be loyal to an incumbent if it can deliver as-a-Service and reduce risk for customers. But the real opportunity lies ahead. Specifically, Dell is embracing the cloud model. It took a while, but they're on board. As Matt Baker, Dell's Senior Vice President of Corporate Strategy, likes to say, it's not a zero-sum game. What he means by that is, just because Dell doesn't own its own cloud, it doesn't mean Dell can't build value on top of hyperscale clouds. What we call supercloud. And that's Dell's strategy, to take advantage of public cloud capex, and connect on-prem to the cloud, create a unified experience across clouds, and out to the edge. That's ambitious, and technically it's nontrivial. But listen to Dell's Vice Chairman and Co-COO, Jeff Clarke, explain this vision. Please play the clip. >> You said also, technology and business models are tied together, and an enabler. >> That's right. >> If you believe that, then you have to believe that it's a business operating system that they want. They want to leverage whatever they can, and at the end of the day, they have to differentiate what they do. >> Well, that's exactly right. If I take that and what Dave was saying, and I summarize it the following way: if we can take these cloud assets and capabilities, combine them in an orchestrated way to deliver a distributed platform, game over. >> Eh, pretty interesting, right? John Furrier called it a "business operating system." Essentially, I think of it sometimes as a cloud operating system, or cloud operating environment, to drive new business value on top of the hyperscale capex. Now, is it really game over, as Jeff Clarke said, if Dell can do that? Uh, (sucks in breath) I'd say if it had that today, it might be game over for the competition, but this vision will take years to play out. And of course, it's got to be funded. And that's going to take time, and in this industry, it tends to move, companies tend to move in lockstep. So, as often is the case, it's going to come down to execution and Dell's ability to enter new markets that are ideally, at least from my perspective, higher margin. Data management, extending data protection into cybersecurity as an adjacency, and of course, edge and telco/5G opportunities. All there for the taking. I mean, look, even if Dell doesn't go after more higher-margin software content, it can thrive with a lower-margin model just by penetrating new markets and throwing off cash from those markets. But by keeping close to customers, and maybe through tuck-in acquisitions, it might be able to find the next nugget beyond today's cloud and on-prem models. And the last thing I'll call out is ecosystem. I say here, "Ecosystem, ecosystem, ecosystem," because a defining characteristic of a cloud player is ecosystem, and if APEX is Dell's cloud, it has the opportunity to expand that ecosystem dramatically. This is one of the company's biggest opportunities and challenges at the same time, in my view. It's just scratching the surface on its partner ecosystem. And its ecosystem today is both reseller heavy and tech partner heavy. And that's not a bad thing, but it's starting to evolve more rapidly. The Snowflake deal is an example of up-the-stack evolution, but I'd like to see much more out of that Snowflake relationship, and more relationships like that. Specifically, I'd like to see more momentum with data and database. And if we live in a data-heavy world, which we do, where the data and the database and data management offerings, you know, coexist and are super important to customers, I'd like to see that inside of APEX. I'd like to see that data play beyond storage, which is really where it is today, in its early days. The point is, with Dell's go-to-market advantage, which company wouldn't treat Dell like the on-prem, hybrid, edge, supercloud player that I want to partner with to drive more business? You'd be crazy not to. But Dell has a lot on its plate, and we'd like to see some serious acceleration on the ecosystem front. In other words, Dell as both a selling partner and a business enabler with its platform, its programmable Infrastructure-as-a-Service. And that is a moving target that will rapidly evolve. And of course, we'll be here watching and reporting. So thanks for watching this preview of Dell Technologies Summit 2022. I'm Dave Vellante, we hope you enjoy the rest of the program. (upbeat music)

>>As we said in our analysis of Dell's future, the transformation of Dell into Dell emc and now Dell Technologies has been one of the most remarkable stories in the history of the technology industry. After years of successfully integrated EMC and becoming VMware's number one distribution channel, the metamorphosis of Dell com culminated in the spin out of VMware from Dell and a massive wealth creation milestone pending, of course the Broadcom acquisition of VMware. So where's that leave Dell and what does the future look like for this technology powerhouse? Hello and welcome to the Cube's exclusive coverage of Dell Technology Summit 2022. My name is Dave Ante and I'll be hosting the program today In conjunction with the Dell Tech Summit. We'll hear from four of Dell's senior executives. Tom Sweet is the CFO of Dell Technologies. He's gonna share his views of the company's position and opportunities and answer the question, why is Dell good long term investment? >>Then we'll hear from Jeff Boudreau was the president of Dell's ISG business unit. He's gonna talk about the product angle and specifically how Dell is thinking about solving the multi-cloud challenge. And then Sam Grow Cot is the senior vice president of marketing's gonna come in the program and give us the update on Apex, which is Dell's as a service offering and a new edge platform called Project Frontier. By the way, it's also Cybersecurity Awareness Month, and we're gonna see if Sam has any stories there. And finally, for a company that's nearly 40 years old, Dell has some pretty forward thinking philosophies when it comes to its culture and workforce. And we're gonna speak with Jen Savira, who's Dell's chief Human Resource officer about hybrid work and how Dell is thinking about the future of work. We're gonna geek out all day and talk multi-cloud and edge and latency, but first, let's talk wallet. Tom Sweet cfo, and one of Dell's key business architects. Welcome back to the cube, >>Dave, it's good to see you and good to be back with you. So thanks for having me, Jay. >>Yeah, you bet. Tom. It's been a pretty incredible past 18 months. Not only the pandemic and all that craziness, but the VMware spin, you had to give up your gross margin binky as kidding, and, and of course the macro environment. I'm so sick of talking about the macro, but putting that aside for a moment, what's really remarkable is that for a company at your size, you've had some success at the top line, which I think surprised a lot of people. What are your reflections on the last 18 to 24 months? >>Well, Dave, it's been an incredible, not only last 18 months, but the whole transformation journey. If you think all the way back maybe to the LBO and forward from there, but, you know, stepping into the last 18 months, it's, you know, I, I think I remember talking with you and saying, Hey, you know, this scenario planning we did at the beginning of this pandemic journey was, you know, 30 different scenarios roughly, and none of which sort of panned out the way it actually did, which was a pretty incredible growth story as we think about how we helped customers, you know, drive workforce productivity, enabled their business model during the all remote work environment. That was the pandemic created. And couple that with the, you know, the, the rise then and the infrastructure spin as we got towards the tail end of the, of the pandemic coupled with, you know, the spin out of VMware, which culminated last November, as you know, as we completed that, which unlocked a pathway back to investment grade within unlocked, quite frankly shareholder value, capital allocation frameworks. It's really been a remarkable, you know, 18, 24 months. It's, it's never dull at Dell Technologies. Lemme put it that way. >>Well, well, I was impressed with you, Tom, before the leverage buyout and then what I've seen you guys navigate through is, is, is truly amazing. Well, let's talk about the challenging macro. I mean, I've been through a lot of downturns, but I've never seen anything quite like this with fed tightening and you're combating inflation, you got this recession looming, there's a bear market you got, but you got zero unemployment, you're rising wages, strong dollar, and it's very confusing. But it spending is, you know, it's somewhat softer, but it's still not bad. How are you seeing customers behave? How is Dell responding? >>Yeah, look, if you think about the markets we play in Dave, and we should start there as a grounding, you know, the, the total market, the core market that we think about is roughly 700 and, you know, 50 billion or so. If you think about our core IT services capability, you couple that with some of the, the growth initiatives that we're driving and the adjacent markets that that, that brings in, you're roughly talking a 1.4 to $1.5 trillion market opportunity, total addressable market. And so from from that perspective, we're extraordinarily bullish on where are we in the journey as we continue to grow and expand. You know, we have, we're number one share in just about every category that we plan, but yet when you look at that, you know, number one share in some of these, you know, our highest share position may be, you know, low thirties and maybe in the high end of storage you're at the upper end of thirties or 40%. >>But the opportunity there to continue to expand the core and, and continue to take share and outperform the market is truly extraordinary. So, so you step back and think about that, then you say, okay, what have we seen over the last number of months and quarters? It's been, you know, really great performance through the pandemic as, as you highlighted, we actually had a really strong first half of the year of our fiscal year 23 with revenue up 12% operating income up 12% for the first half. You know, what we talked about as you, if you might recall in our second quarter earnings, was the fact that we were starting to see softness. We had seen it in the consumer PC space, which is not a big area of focus for us in the sense of our, our total revenue stream, but we started to see commercial PC soften and we were starting to see server demand soften a bit and storage demand was, was holding quite frankly. >>And so we gave a a framework around guidance for the rest of the year as a, of what we were seeing. You know, the macro environment as you highlight it continues to be challenging. You know, if you look at inflation rates and the efforts by central banks across the globe to with through interest rate rise to press down and, and constrain growth and push down inflation, you couple that with supply chain challenges that continue principle, particularly in the ISG space. And then you couple that with the Ukraine war and the, and the energy crisis that that's created. And particularly in Europe, it's a pretty dynamic environment. And, but I'm confident, you know, I'm confident in the long term, but I do think that there is, you know, that there's navigation that we're going to have to do over the coming number of quarters, who knows quite how long, you know, to, to make sure the business is properly positioned and, you know, we've got a great portfolio and you're gonna talk to some of the team LA later on as you think your way through some of the solution capabilities we're driving what we're seeing around technology trends. >>So the opportunities there, there's some short term navigation that we're gonna need to do just to make sure that we address some of the, you know, some of the environmental things that we're seeing right >>Now. Yeah. And as a global company, of course you're converting local currencies back to appreciated dollars. That's, that's, that's another headwind. But as you say, I mean, that's math and you're navigating it. And again, I've seen a lot of downturns, but you know, the best companies not only weather the storm, but they invest in ways they that allow them to cut out, come out the other side stronger. So I wanna talk about that longer term opportunity, the relationship between the core, the the business growth. You mentioned the tam, I mean, even as a lower margin business, if, if you can penetrate that big of a tam, you could still throw off a lot of cash and you've got other levers to turn in potentially acquisitions and software. And, but so ultimately what gives you confidence in Dell's future? How should we think about Dell's future? >>Yeah, look, I, I think it comes down to we are extraordinarily excited about the opportunity over the long term digital transformation continues. I I am on numerous customer and CIO calls every week. Customers are continuing to invest in digital transformation and infrastructure to enable their business model. Yes, maybe it's gonna slow or, or pause or maybe they're not gonna invest quite at the same rate over the next number of quarters, but over the long term the needs are there. You look at what we're doing around the, the growth opportunities that we see, not only in our core space where we continue to invest, but also in the, what we call the strategic adjacencies. Things like 5G and modern telecom infrastructure as our, the telecom providers across the globe open up their, what a cl previous been closed ecosystems, you know, to open architecture. You think about, you know, what we're doing around the edge and the distribution now that we're seeing of compute and storage back to the edge given data gravity and latency matters. >>And so we're pretty bullish on the opportunity in front of us, you know, yes, we will and we're continuing to invest and you know, Jeff Boudreau talk about that I think later on in the program. So I'm excited about the opportunities and you look at our cash flow generation capability, you know, we are in, in, in normal times a, a cash flow generation machine and we'll continue to do so, You know, we've got a negative, you know, CCC in terms of, you know, how do we think about efficiency of working capital? And we look at our, you know, our capital allocation strategy, which has now returned, you know, somewhere in near 60% of our free cash flow back to shareholders. And so, you know, there's lots to, lots of reasons to think about why this, you know, we are a great sort of, I think value creation opportunity and a over the long term that the long term trends are with us, and I expect them to continue to be so, >>Yeah, and you guys, you, you, you do what you say you're gonna do. I mean, I said in my, in my other piece that I did recently, I think you guys put 46 billion on the, on the, on the balance sheet in terms of debt. That's down to I think 16 billion in the core, which that's quite remarking and that gives you some other opportunities. Give us your, your closing thoughts. I mean, you kind of just addressed why Dell is a good long term play, but I'll give you an opportunity to bring us home. >>Hey, Dave. Yeah, look, I, I just think if you look at the good, the market opportunity, the size and scale of Dell and how we think about the competitive advantages that we have, we com you know, if you look at, say we're a hundred billion revenue company, which we were a year, you know, last year, that as we reported roughly 60, 65 billion of that in the client, in in PC space, roughly, you know, 35 to 40 billion in the ISG or infrastructure space, those markets are gonna continue the opportunity to grow, share, grow at a premium to the market, drive, cash flow, drive, share gain is clearly there. You couple that with, you know, what we think the opportunity is in these adjacent markets, whether it's telecom, the edge, what we're thinking around data services, data management, you know, we, and you cut, you put that together with the long term trends around, you know, data creation and digital transformation. We are extraordinarily well positioned. We have the largest direct selling organization in in the technology space. We have the largest supply chain, our services footprint, you know, well positioned in my mind to take advantage of the opportunities as we move forward. >>Well Tom, really appreciate you taking the time to speak with us. Good to see you again. >>Nice seeing you. Thanks Dave. >>All right. You're watching the Cubes exclusive behind the scenes coverage of Dell Technology Summit 2022. In a moment, I'll be back with Jeff Boudreau. He's the president of Dell's ISG Infrastructure Solutions Group. He's responsible for all the important enterprise business at Dell, and we're excited to get his thoughts, keep it right there. >>Welcome back to the cube's exclusive coverage of the Dell Technology Summit. I'm Dave Ante and we're going inside with Dell execs to extract the signal from the noise. And right now we're gonna dig into customer requirements in a data intensive world and how cross cloud complexities get resolved from a product development perspective and how the ecosystem fits in to that mosaic to close the gaps and accelerate innovation. And with me now as friend of the cube, Jeff Boudreau, he's the president of the Infrastructure Solutions Group, ISG at Dell Technologies. Jeff, always good to see you. Welcome. >>You too. Thank you for having me. It's great to see you and thanks for having me back on the cube. I'm thrilled to be here. >>Yeah, it's our pleasure. Okay, so let's talk about what you're observing from customers today. You know, we talk all the time about operating in a data driven multi-cloud world, blah, blah, blah, blah. But what does that all mean to you when you have to translate that noise into products that solve specific customer problems, Jeff? >>Sure. Hey, great question. And everything always starts with our customers. There are motivation, they're top of mind, everything we do, my leadership team and I spend a lot of time with our customers. We're listening, we're learning, we're really understanding their pain points, and we wanna get their feedback in regards to our solutions, both turn and future offerings, really ensure that we're aligned to meeting their business objectives. I would say from these conversations, I'd say customers are telling us several things. First, it's all about data for no surprise going back to your opening. And second, it's about the multi-cloud world. And I'd say the big thing coming from all of this is that both of those are driving a ton of complexity for our customers. And I'll unpack that just a bit, which is first the data. As we all know, data is growing at unprecedented rates with more than 90% of the world's data being produced in the last two years alone. >>And you can just think of that in it's everywhere, right? And so as it as the IT world shifts towards distributed compute to support that data growth and that data gravity to really extract more value from that data in real time environments become inherently more and more hybrid and more and more multi-cloud. Which leads me to the second key point that I've been hearing from our customers, which it's a multi-cloud world, not new news. Customers by default have multiple clouds running across multiple locations that's on-prem and off-prem, it's running at the edge and it's serving a variety of different needs. Unfortunately, for most of our CU customers, multi-cloud is actually added to their complexity. As we've discussed. It's been a lot more of multi-cloud by default versus multi-cloud by design. And if you really think about our customers, I mean, I, I, I've talking to 'EM all the time, you think about the data complexity, that's the growth and the gravity. >>You think about their infrastructure complexity shifting from central to decentralized it, you think about multi-cloud complexity. So you have these walled gardens, if you will. So you have multiple vendors and you have these multiple contracts that all creates operational complexity for their teams around their processes of their tools. And then you think about security complexity that that dries with the, just the increased tax service and the list goes on. So what are we seeing for our customers? They, what they really want from us, and what they're asking us for is simplicity, not complexity. The immediacy, not latency. They're asking for open and aligned versus I'd say siloed and closed. And they're looking for a lot more agility and not rigidity in what we do. So they really wanna simplify everything. They're looking for a simpler IT and a more agile it. And they want more control of their data, right? >>And so, and they want to extract more of the value to enrich their business or their customer engagements, which all sounds pretty obvious and we've probably all heard it a bunch, but it's really hard to achieve. And that's where I believe, and we believe as Dell that we, it creates a big opportunity for us to really help our customers as that great simplifier of it. We're already doing this today on just a couple quick examples. First is Salesforce. We've supported recently, we've supported their global expansion with a multi-cloud solution to help them drive their business growth. Our solution delivered a reliable and consistent IT experience. We go back to that complexity and it was across a very distributed environment, including more than 60 data centers, 230 countries and hundreds of thousands of customers. It really provided Salesforce with the flexibility of placing workloads and data in an environment based on the right service level. >>Objective things like cost complexity or even security compliance considerations. The second customer A is a big New England Patriot fan. And Dan, Dave, I know you are as well. Oh yeah, this one's near, near data to my heart, it's the craft group. We just created a platform to span all the businesses that create more, I'd say data driven, immersive, secure experience, which is allowing them to capture data at the edge and use it for real time insights for things like cyber resiliency, but also like safety of the facilities. And as being a PA fan like I am, did they truly are meeting us where we are in our seats on their mobile devices and also in the parking lot. So just keep that in mind next time you're there. The bottom line, everything we're doing is really to make it simpler for our customers and to help them get the most of their data. I'd say we're gonna do this, is it through a multi-cloud by design approach, which we talked a lot about with you and and others at Dell Tech world earlier this year, >>Right? And we had Salesforce on, actually at Dell Tech group. The craft group is interesting because, you know, when you get to the stadium, you know, everybody's trying to get, get, get out to the internet and, and, but then the experience is so much better if you can actually, you know, deal with that edge. So I wanna talk about complexity though. You got data, you got, you know, the, the edge, you got multiple clouds, you got a different operating model across security model, different. So a lot of times in this industry we solve complexity with more complexity and it's like a bandaid. So I wanna, I wanna talk to, to how you're innovating around simplicity in ISG to address this complexity and what this means for Dell's long term strategy. >>Sure, I'd love to. So first I, I'd like to state the obvious, which are our investments in our innovations really focused on advancing, you know, our, our our customers needs, right? So we are really, our investments are gonna be targeted. We, we believe customers can have the most value. And some of that's gonna be around how we create strategic partnerships as well connected to what we just spoke about. Much of the complexity of customers have or experiencing is in the orchestration and management of all the data in all these different places and customers, you know, they must be able to quickly deploy and operate across cloud environments. They need to increase their developer productivity, really enabling those developers that do what they do best, which is creating more value for their customers than for their businesses. Our innovation efforts are really focused on addressing this by delivering an open and modern IT architecture that allows customers to run and manage any workload in any cloud anywhere. >>Data lives we're focused on, also focused on consumption based solutions, which allow for a greater degree of simplicity and flexibility, which they're really asking for as well. The foundation for this is our software to define common storage layer, that common storage layer. You can think about this Dave, as our ias if you will. It underpins our data access in mobility across all data types and locations. So you can think private, public, telecom, colo, edge, and it's delivered in a secure, holistic, and consistent cloud experience through Apex. We are making a ton of progress to let you just to be, just to be clear, we've made headway in things like Project Alpine, which you're very well aware of. This is our storage as a service. We announce this back in in January, which brings our unique software IP from our flagship storage platform to all the major public clouds. >>Really delivering the best of both worlds, allowing our customers to take advantage of Dell's enterprise class data services and storage software, such as performance at scale, resiliency, efficiency and security. But in addition to that, we're leveraging the breadth of the public cloud services, right? They're on demand scaling capabilities and access to analytical services. So in addition, we're really, we're, we're on our way to win at the edge as well with Project Frontier, which reduces complexity at the edge by creating an open and secure software platform to help our customers simplify their edge operations, optimize their edge environments and investments, secure that edge environment as well. I believe you're gonna be discussing Project Frontier here with Sam Gro Crop, the very near future. So I won't give up too many more details there. And lastly, we're also scaling Apex, which, oh, well, shifting from our vision, really shifting from vision to reality and introducing several new Apex service offerings, which are coming to market over the next month or so. And the intent is really supporting our customers on their as a service transitions by modernize the consumption experience and providing that flexible as a service model. Ultimately, we're trying to help our customers achieve that multi-cloud by design to really simplify it and unlock the power of their data. >>So some good examples there. I I like to talk about the super Cloud as you, you know, you're building on top of the, you know, hyperscale infrastructure and you got Apex is your cloud, the common storage layer, you call it your is. And that's, that's a ingredient in what we call the super cloud out to the edge. You have to have a common platform there and one of the hallmarks of a cloud company. And as you become a cloud company, everybody's a cloud company ecosystem becomes really, really important in terms of product development and, and innovation. Matt Baker always loves to stress it's not a zero zero sum game. And, and I think Super Cloud recognizes that, that there's value to be built on top of other clouds and, and, and of course on top of your infrastructure so that your ecosystem can add value. So what role does the ecosystem play there? >>For me, it's, it's pretty clear. It's, it's, it's critical. I can't say that enough above the having an open ecosystem. Think about everything we just discussed, and I agree with your super cloud analogy. I agree with what Matt Baker had said to you, I would certain no one company can actually address all the pain points and all the issues and challenges our customers are having on their own, not one. I think customers really want and deserve an open technology ecosystem, one that works together. So not these close stacks that discourages interoperability or stifles innovation and productivity of our, of each of our teams. We del I guess have a long history of supporting open ecosystems that really put customers first. And to be clear, we're gonna be at the center of the multi-cloud ecosystem and we're working with partners today to make that a reality. >>I mean, just think of what we're doing with VMware. We continue to build on our first and best alliances with them in August at their VMware explorer, which I know you were at, we announced several joint engineering initiatives to really help customers more easily manage and gain value from their data and their infrastructure. For multi-cloud specifically, we strength our relationship with VMware and with Tansu as part of that. In addition, just a few weeks ago we announced our partnership with Red Hat to simplify our multi-cloud deployments for managing containerized workloads. I'd say, and using your analogy, I could think of that as our multicloud platform. So that's kind of our PAs layer, if you will. And as you're aware, we have a very long standing and strategic partnership with Microsoft and I'd say stay tuned. There's a lot more to come with them and also others in this multicloud space. >>Shifting a bit to some of the growth engines that my team's responsible for the edge, right? As you think about data being everywhere, we've established partnerships for the Edge as well with folks like PTC and Litmus for the manufacturing edge, but also folks like Deep North for the retail edge analytics and data management. Using your Supercloud analogy, Dave the sa, right? This is our Sasa, we've announced that we're collaborating, partnering with folks like Snowflake and, and there's other data management companies as well to really simplify data access and accelerate those data insights. And then given customers choice of where they'd like to have their IT and their infrastructure, we've we're expanding our colo partnerships as well with folks like eex and, and they're allowing us to broaden our availability of Apex, providing customers the flexibility to take advantage of those as a service offerings wherever it's delivered and where they can get the most value. So those are just some you can hear from me. I think it's critical not only for, for us, I think it's critical for our customers. I think it's been critical, critical for the entire, you know, industry as a whole to really have that open technology ecosystem as we work with our customers on our multi-cloud solutions really to meet their needs. We'll continue to collaborate with whoever customers choose and you know, and who they want us to do business with. So I'd say a lot more coming in that space. >>So it's been an interesting three years for you, just, just over three years now since you've been made the president of the IS isg. And so you had to dig in and, and it was obviously a strange time around the world, but, but you really had to look at, okay, how do we modernize the platform? How do we make it, you know, cloud first, You've mentioned the edge, we're expanding. So what are the big takeaways? What do you want customers and our audience to understand? Just some closing thoughts and if you could summarize. >>Sure. So I'd say first, you know, we discussed we're working in a very fast paced, ever-changing market with massive amounts of data that needs to be managed. It's very complex and our customers need help with that complexity. I believe that Dell Technologies is uniquely positioned to help as their multicloud champion. No one else can solve the breadth and depth of the challenges like we can. And we're gonna help our customers move forward when they basically moving from a multi-cloud by default, as we've discussed before, to multicloud by design. And I'm really excited for the opportunity to work with our customers to help them expand that ecosystem as they truly realize the future of it and, and what they're trying to accomplish. >>Jeff, thanks so much. Really appreciate your time. Always a pleasure. Go pats and we'll see you on the blog. >>Thanks Dave. >>All right, you're watching exclusive insight insights from Dell Technology Summit on the cube, your leader in enterprise and emerging tech coverage. >>Hello everyone, this is Dave Lanta and you're watching the Cubes coverage of the Dell Technology Summit 2022 with exclusive behind the scenes interviews featuring Dell executive perspectives. And right now we're gonna explore Apex, which is Dell's as a service offering Dell's multi-cloud and edge strategies and the momentum around those. And we have news around Project Frontier, which is Dell's vision for its edge platform. And there's so much happening here. And don't forget it's cyber security Awareness month. Sam Grot is here, he's the senior vice president of marketing at Dell Technologies. Sam, always great to see you. How you doing? >>Always great to be here, Dave. >>All right, let's look at cloud. Everybody's talking about cloud Apex, multi-cloud, what's the update? How's it going? Where's the innovation and focal points of the strategy? >>Yeah, yeah. Look Dave, if you think back over the course of this year, you've really heard, heard us pivot as a company and discussing more and more about how multi-cloud is becoming a reality for our customers today. And when we listen and talk with our customers, they really describe multi-cloud challenges and a few key threads. One, the complexity is growing very, very quickly. Two, they're having a harder time controlling how their users are accessing the various different clouds. And then of course, finally the cloud costs are growing unchecked as well. So we, we like to describe this phenomenon as multi-cloud by design. We're essentially, organizations are waking up and seeing cloud sprawl around their organization every day. And this is creating more and more of those challenges. So of course at Dell we've got a strong point of view that you don't need to build multicloud by by default, rather it's multicloud by design where you're very intentional in how you do multicloud. >>And how we deliver multicloud by design is through apex. Apex is our modern cloud and our modern consumption experience. So when you think about the innovation as well, Dave, like we've been on a pretty quick track record here in that, you know, the beginning of this year we introduced brand new Apex backup services that provides that SAS based backup service. We've introduced or announced project outline, which is bringing our storage software, intellectual property from on-prem and putting it and running it natively in the public cloud. We've also introduced new Apex cyber recovery services that is simplifying how customers protect against cyber attacks. They can run an Amazon Azure, aw, I'm sorry, Amazon, aws, Azure or Google. And then, you know, we are really focused on this multi-cloud ecosystem. We announce key partnerships with SaaS providers such as Snowflake, where you can now access our information or our data from on-prem through the Snow Snowflake cloud. >>Or if needed, we can actually move the data to the Snowflake cloud if required. So we're continuing to build out that ecosystem SaaS providers. And then finally I would say, you know, we made a big strategic announcement just recently with Red Hat, where we're not only delivering new Apex container services, but we announce the strategic partnership to build jointly engineered solutions to address hybrid and multi-cloud solutions going forward. You know, VMware is gonna always continue to be a key partner of ours at the la at the recent VMware explorer we announced new Tansu integration. So, So Dave, I, I think in a nutshell we've been innovating at a very, very fast pace. We think there is a better way to do multi-cloud and that's multi-cloud by design. >>Yeah, we heard that at Dell Technologies world. First time I had heard that multi-cloud by design versus sort of default, which is great Alpine, which is sort of our, what we called super cloud in the making. And then of course the ecosystem is critical for any cloud company. VMware of course, you know, top partner, but the Snowflake announcement was very interesting Red Hat. So seeing that expand, now let's go out to the edge. How's it going with the edge expansion? There's gotta be new speaking of ecosystem, the edge is like a whole different, you know, OT type, that's right, ecosystem, that's telcos what and what's this new frontier platform all about? >>Yeah, yeah. So we've talked a lot about cloud and multi clouds, we've talked about private and hybrid cloud, we've talked about public clouds, clouds and cos, telcos, et cetera. There's really been one key piece of our multi-cloud and technology strategy that we haven't spent a lot of time on. And that's the edge. And we do see that as that next frontier for our customers to really gain that competitive advantage that is created from their data and get closer to the point of creation where the data lives. And that's at the edge. We see the edge infrastructure space growing very, very quickly. We see upwards of 300% year of year growth in terms of amount of data being created at the edge. That's almost 3000 exabytes of data by 2026. So just incredible growth. And the edge is not really new for Dell. We've been at it for over 20 years of delivering edge solutions. >>81% of the Fortune 100 companies in the US use Dell solutions today at the Edge. And we are the number one OEM provider of Edge solutions with over 44,000 customers across over 40 industries and things like manufacturing, retail, edge healthcare, and more. So Dave, while we've been at it for a long time, we have such a, a deep understanding of how our customers are using Edge solutions. Say the bottom line is the game has gotta change. With that growth that we talked about, the new use cases that are emerging, we've got to un unlock this new frontier for customers to take advantage of the edge. And that's why we are announcing and revealing Project Frontier. And Project Frontier in its most simplest form, is a software platform that's gonna help customers and organizations really radically simplify their edge deployments by automating their edge operations. You know, with Project Frontier organizations are really gonna be able to manage, OP, and operate their edge infrastructure and applications securely, efficiently and at scale. >>Okay, so it is, first of all, I like the name, it is software, it's a software architecture. So presumably a lot of API capabilities. That's right. Integration's. Is there hardware involved? >>Yeah, so of course you'll run it on Dell infrastructure. We'll be able to do both infrastructure orchestration, orchestration through the platform, but as well as application orchestration. And you know, really there's, there's a handful of key drivers that have been really pushing our customers to take on and look at building a better way to do the edge with Project Frontier. And I think I would just highlight a handful of 'em, you know, freedom of choice. We definitely see this as an open ecosystem out there, even more so at the Edge than any other part of the IT stack. You know, being able to provide that freedom of choice for software applications or I O T frameworks, operational technology or OT for any of their edge use cases, that's really, really important. Another key area that we're helping to solve with Project Frontier is, you know, being able to expect zero trust security across all their edge applications from design to deployment, you know, and of course backed by an end and secure supply chain is really, really important to customers. >>And then getting that greater efficiency and reliability of operations with the centralized management through Project Frontier and Zero Touch deployments. You know, one of the biggest challenges, especially when you get out to the far, far reach of the frontier is really IT resources and being able to have the IT expertise and we built in an enormous amount of automation helps streamline the edge deployments where you might be deploying a single edge solution, which is highly unlikely or hundreds or thousands, which is becoming more and more likely. So Dave, we do think Project Frontier is the right edge platform for customers to build their edge applications on now and certain, excuse me, certainly, and into the future. >>Yeah. Sam, no truck rolls. I like it. And you, you mentioned, you mentioned Zero trust. So we have Mother's Day, we have Father's Day. The kids always ask When's kids' day? And we of course we say every day is kids' day and every day should be cybersecurity awareness day. So, but we have cybersecurity awareness month. What does it mean for Dell? What are you hearing from customers and, and how are you responding? >>Yeah, yeah. No, there isn't a more prevalent pop of mind conversation, whether it's the boardroom or the IT departments or every company is really have been forced to reckon with the cybersecurity and ransom secure issues out there. You know, every decision in IT department makes impacts your security profile. Those decisions can certainly, positively, hopefully impact it, but also can negatively impact it as well. So data security is, is really not a new area of focus for Dell. It's been an area that we've been focused on for a long time, but there are really three core elements to cyber security and data security as we go forward. The first is really setting the foundation of trust is really, really important across any IT system. And having the right supply chain and the right partner to partner with to deliver that is kind of the foundation in step one. >>Second, you need to of course go with technology that is trustworthy. It doesn't mean you are putting it together correctly. It means that you're essentially assembling the right piece parts together. That, that coexist together in the right way. You know, to truly change that landscape of the attackers out there that are gonna potentially create risk for your environment. We are definitely pushing and helping to embrace the zero trust principles and architectures that are out there. So finally, while when you think about security, it certainly is not absolute all correct. Security architectures assume that, you know, there are going to be challenges, there are going to be pain points, but you've gotta be able to plan for recovery. And I think that's the holistic approach that we're taking with Dell. >>Well, and I think too, it's obviously security is a complicated situation now with cloud you've got, you know, shared responsibility models, you've got that a multi-cloud, you've got that across clouds, you're asking developers to do more. So I think the, the key takeaway is as a security pro, I'm looking for my technology partner through their r and d and their, you mentioned supply chain processes to take that off my plate so I can go plug holes elsewhere. Okay, Sam, put a bow on Dell Technology Summit for us and give us your closing thoughts. >>Yeah, look, I I think we're at a transformative point in it. You know, customers are moving more and more quickly to multi-cloud environments. They're looking to consume it in different ways, such as as a service, a lot of customers edge is new and an untapped opportunity for them to get closer to their customers and to their data. And of course there's more and more cyber threats out there every day. You know, our customers when we talk with them, they really want simple, consistent infrastructure options that are built on an open ecosystem that allows them to accomplish their goals quickly and successfully. And look, I think at Dell we've got the right strategy, we've got the right portfolio, we are the trusted partner of choice, help them lead, lead their, their future transformations into the future. So Dave, look, I think it's, it's absolutely one of the most exciting times in it and I can't wait to see where it goes from here. >>Sam, always fun catching up with you. Appreciate your time. >>Thanks Dave. >>All right. A Dell tech world in Vegas this past year, one of the most interesting conversations I personally had was around hybrid work and the future of work and the protocols associated with that and the mindset of, you know, the younger generation. And that conversation was with Jen Savira and we're gonna speak to Jen about this and other people and culture topics. Keep it right there. You're watching the cube's exclusive coverage of Dell Technology Summit 2022. Okay, we're back with Jen Vera, who's the chief human resource officer of Dell, and we're gonna discuss people, culture and hybrid work and leadership in the post isolation economy. Jen, the conversations that we had at Dell Tech World this past May around the new work environment were some of the most interesting and engaging that I had personally. So I'm really eager to, to get the update. It's great to see you again. Thanks for coming on the cube. >>Thanks for having me Dave. There's been a lot of change in just a short amount of time, so I'm excited to, to share some of our learnings >>With you. I, I mean, I bet there has, I mean, post pandemic companies, they're trying, everybody's trying to figure out the return to work and, and what it looks like. You know, last May there was really a theme of flexibility, but depending, we talked about, well, millennial or not young old, and it's just really was mixed, but, so how have you approached the topic? What, what are your policies? What's changed since we last talked? You know, what's working, you know, what's still being worked? What would you recommend to other companies to over to you? >>Yeah, well, you know, this isn't a topic that's necessarily new to Dell technology. So we've been doing hybrid before. Hybrid was a thing. So for over a decade we've been doing what we called connected workplace. So we have kind of a, a history and we have some great learnings from that. Although things did change for the entire world. You know, March of 2020, we went from kind of this hybrid to everybody being remote for a while. But what we wanted to do is, we're such a data driven company, there's so many headlines out there, you know, about all these things that people think could happen will happen, but there wasn't a lot of data behind it. So we took a step back and we asked our team members, How do you think we're doing? And we asked very kind of strong language because we've been doing this for a while. >>We asked them, Do you think we're leading in the world of hybrid in 86% of our team members said that we were, which is great, but we always know there's nuance right behind that macro level. So we, we asked 'em a lot of different questions and we just went on this kind of myth busting journey and we decided to test some of those things. We're hearing about Culture Willow Road or new team members will have trouble being connected or millennials will be different. And we really just collected a lot of data, asked our team members what their experience is. And what we have found is really, you don't have to be together in the office all the time to have a strong culture, a sense of connection, to be productive and to have it really healthy business. >>Well, I like that you were data driven around it in the data business here. So, but, but there is a lot of debate around your culture and how it suffers in a hybrid environment, how remote workers won't get, you know, promoted. And so I'm curious, you know, and I've, and I've seen some like-minded companies like Dell say, Hey, we, we want you guys to work the way you wanna work. But then they've, I've seen them adjust and say, Well yeah, but we also want you to know in the office be so we can collaborate a little bit more. So what are you seeing at Dell and, and, and how do you maintain that cultural advantage that you're alluding to in this kind of strange, new ever changing world? >>Yeah, well I think, look, one approach doesn't fit all. So I don't think that the approach that works for Dell Technologies isn't necessarily the approach that works for every company. It works with our strategy and culture. It is really important that we listen to our team members and that we support them through this journey. You know, they tell us time and time again, one of the most special things about our culture is that we provide flexibility and choice. So we're not a mandate culture. We really want to make sure that our team members know that we want them to be their best and do their best. And not every individual role has the same requirements. Not every individual person has the same needs. And so we really wanna meet them where they are so that they can be productive. They feel connected to the team and to the company and engaged and inspired. >>So, you know, for, for us, it really does make sense to go forward with this. And so we haven't, we haven't taken a step back. We've been doing hybrid, we'll continue to do hybrid, but just like if you, you know, we talk about not being a mandate. I think the companies that say nobody will come in or you have to come in three days a week, all of that feels more limiting. And so what we really say is, work out with your team, work out with your role, workout with your leader, what really makes the most sense to drive things forward. >>I >>You were, so >>That's what we, you were talking before about myths and you know, I wanna talk about team member performance cuz there's a lot of people believe that if, if you're not in the office, you have disadvantages, people in the office have the advantage cuz they get FaceTime. Is is that a myth? You know, is there some truth to that? What, what do you think about that? >>Well, for us, you know, we look, again, we just looked at the data. So we said we don't wanna create a have and have not culture that you're talking about. We really wanna have an inclusive culture. We wanna be outcome driven, we're meritocracy. But we went and we looked at the data. So pre pandemic, we looked at things like performance, we looked at rewards and recognition, we looked at attrition rates, we looked at sentiment, Do you feel like your leader is inspiring? And we found no meaningful differences in any of that or in engagement between those who worked fully remote, fully in the office or some combination between. So our data would bust that myth and say, it doesn't, you don't have to be in an office and be seen to get ahead. We have equitable opportunity. Now, having said that, you always have to be watching that data. And that's something that we'll continue to do and make sure that we are creating equal opportunity regardless of where you work. >>And it's personal too, I think, I think some people can be really productive at home. I happen to be one that I'm way more productive in the office cause the dogs aren't barking. I have less distractions. And so I think we think, and, and I think the takeaway that in just in talking to, to, to you Jen and, and folks at Dell is, you know, whatever works for you, we're we're gonna, we're gonna support. So I I wanted to switch gears a little bit, talk about leadership and, and very specifically empathic leadership has been said to be, have a big impact on attracting talent, retaining talent, but, but it's hard to have empathy sometimes. And I know I saw some stats in a recent Dell study. It was like two thirds the people felt like their organization underestimates the people requirements. And I, I ask myself, I'm like, what am I missing? I hope, you know, with our folks, so especially as it relates to, to transformation programs. So how can human resource practitioners support business leaders generally, specifically as it relates to leading with empathy? >>I think empathy's always been important. You have to develop trust. You can have the best strategy in the world, right? But if you don't feel like your leader understands who you are, appreciates the the value that you bring to the company, then you're not gonna get very far. So I think empathetic leadership has always been part of the foundation of a trusting, strong relationship between a leader and a team member. But if I think we look back on the last two years, and I imagine it'll be even more so as we go forward, empathetic leadership will be even more important. There's so much going on in the world, politically, socially, economically, that taking that time to say you want your team members to see you as credible, that you and confident that you can take us forward, but also that, you know, and understand me as a human being. >>And that to me is really what it's about. And I think with regard to transformation that you brought up, I think one of the things we forget about is leaders. We've probably been thinking about a decision or transformation for months or weeks and we're ready to go execute, we're ready to go operationalize that thing. And so sometimes when we get to that point, because we've been talking about it for so long, we send out the email, we have the all hands and we just say we're ready to go. But our team members haven't always been on that journey for those months that we have. And so I think that empathetic moment to say, Okay, not everybody is on a change curve where I am. Let's take a pause, let me put myself in their shoes and really think about how we bring everybody along. >>You know, Jen, in the spirit of myth busting, I mean I'm one of those people who felt like that a business is gonna have a hard time, harder time fostering this culture of collaboration and innovation post isolation economy as they, they could pre covid. But you know, I noticed there's a, there's an announcement today that came across my desk, I think it's from Newsweek. Yes. And, and it's the list of top hundred companies recognized for employee motivation satisfaction. And it was really interesting because you, you always see, oh, we're the top 10 or the top hundred, But this says as a survey of 1.4 million employees from companies ranging from 50 to 10,000 employees. And it recognizes the companies that put respect, caring, and appreciation for their employees at the center of their business model. And they doing so have earned the loyalty and respect of the people who work for them. >>Number one on the list is Dell sap. So congratulations SAP was number two. I mean, there really isn't any other tech company on there, certainly no large tech companies on there. So I always see these lists, they go, Yeah, okay, that's cool, top a hundred, whatever. But top one in, in, in an industry where there's only two in the top is, is pretty impressive. And how does that relate to fostering my earlier skepticism of a culture of collaboration? So first of all, congratulations, you know, how'd you do it? And how are you succeeding in, in this new world? >>Well thanks. It does feel great to be number one, but you know, it doesn't happen by accident. And I think while most companies have a, a culture and a spouse values, we have ours called the culture code. But it's really been very important to us that it's not just a poster on the wall or or words on paper. And so we embed our culture code into all of our HR practices, that whole ecosystem from recognition of rewards to performance evaluation, to interviewing, to development. We build it into everything. So it really reflects who we are and you experience it every day. And then to make sure that we're not, you know, fooling ourselves, we ask all of our employees, do you feel like the behaviors you see and the experience you have every day reflects the culture code? And 94% of our team members say that, in fact it does. So I think that that's really been kind of the secret to our success. If you, if you listen to Michael Dell, he'll always say, you know, the most special thing about Dell is our culture and our people. And that comes through being very thoughtful and deliberate to preserve and protect and continue to focus on our culture. >>Don't you think too that repetition and, well first of all, belief in that cultural philosophy is, is important. And then kind of repeating, like you said, Yeah, it's not just a poster in the wall, but I remember like, you know, when we're kids, your parents tell you, okay, power positive thinking, do one to others as others, you know, you have others do it to you. Don't make the say you're gonna do some dumb things but don't do the same dumb things twice and you sort of fluff it up. But then as you mature you say, Wow, actually those were, >>They might have had a >>Were instilled in me and now I'm bringing them forward and, you know, paying it forward. But, but so i, it, it, my, I guess my, my point is, and it's kind of a point observation, but I'll turn it into a question, is isn't isn't consistency and belief in your values really, really important? >>I couldn't agree with you more, right? I think that's one of those things that we talk about it all the time and as an HR professional, you know, it's not the HR people just talking about our culture, it's our business leaders, it's our ceo, it's our COOs ev, it's our partners. We share our culture code with our partners and our vendors and our suppliers and, and everybody, this is important. We say when you interact with anybody at Dell Technologies, you should expect that this is the experience that you're gonna get. And so it is something that we talk about that we embed in, into everything that we do. And I think it's, it's really important that you don't just think it's a one and done cuz that's not how things really, really work >>Well. And it's a culture of respect, you know, high performance, high expectations, accountability at having followed the company and worked with the company for many, many years. You always respect the dignity of your partners and your people. So really appreciate your time Jen. Again, congratulations on being number one. >>Thank you so much. >>You're very welcome. Okay. You've been watching a special presentation of the cube inside Dell Technology Summit 2022. Remember, these episodes are all available on demand@thecube.net and you can check out s silicon angle.com for all the news and analysis. And don't forget to check out wikibon.com each week for a new episode of breaking analysis. This is Dave Valante, thanks for watching and we'll see you next time.

>>Welcome back to the Cube's exclusive coverage of the Dell Technology Summit. I'm Dave Ante. We're going inside with Dell Execs to extract the signal from the noise. And right now we're gonna dig into customer requirements in a data intensive world and how cross cloud complexities get resolved from a product development perspective and how the ecosystem fits in to that mosaic to close the gaps and accelerate innovation. And with me now is friend of the Cube, Jeff Boudreau. He's the president of the Infrastructure Solutions Group, ISG at Dell Technologies. Jeff, always good to see you. Welcome. >>You too. Thank you for having me. It's great to see you and thanks for having me back on the key. I'm thrilled to be here. >>Yeah, it's our pleasure. Okay, so let's talk about what you're observing from customers today. You know, we talk all the time about operating in a data driven multi-cloud world, blah, blah, blah, blah. But what does that all mean to you when you have to translate that noise into products that solve specific customer problems, Jeff? >>Sure. Hey, great question. And everything always starts with our customers. They're our motivation. They're top of mind in everything we do. My leadership team and I spend a lot of time with our customers. We're listening, we're learning, we're really understanding their pain points, and we wanna get their feedback in regards to our solutions. Both turn and future offerings really ensured that we're aligned to meeting their business objectives. I would say from these conversations, I'd say customers are telling us several things. First, it's all about data for no surprise going back to your opening. And second, it's about the multi-cloud world. And I'd say the big thing coming from all of this is that both of those is driving a ton of complexity for our customers. And I'll unpack that just a bit, which is first the data. As we all know, data is growing at unprecedented rates with more than 90% of the world's data being produced in the last two years alone. >>And you can just think of that in its everywhere, right? And so as it is, the IT world shifts towards distributed compute to support that data growth and that data gravity to really extract more value from that data in real time environments become inherently more and more hybrid and more and more multi-cloud. Which leads me to the second key point that I've been hearing from our customers, which it's a multi-cloud world, not new news. Customers by default have multiple clouds running across multiple locations. That's on-prem and off, it's running at the edge and it's serving a variety of different needs. Unfortunately, for most of our CU customers, multicloud actually added to their complexity. As we've discussed, it's been a lot more of multicloud by default versus multicloud by design. Really think about customers, I I, I'm talking to 'EM all the time. You think about the data complexity, that's the growth in the graph. >>You think about their infrastructure complexity, shifting from central to decentralized it, you think of a multi-cloud complexity. So you have these walled gardens, if you will. So you have multiple vendors and you have these multiple contracts that all creates operational complexity for their teams around their processes of their tools. And then you think about the security complexity that that drives with the, just the increased tax service and the list goes on. So what are we seeing for our customers? They, what they really want from, also what they're asking us for is simplicity, not complexity. The immediacy, not latency. They're asking for open and align versus I'd say siloed and closed. And they're looking for a lot more agility and not rigidity in what we do. So they really wanna simplify everything. They're looking for a simpler IT in a more agile it, and they want more control of their data, right? >>And so, and they want to extract more of the value to enrich their business or their customer engagements, which all sounds pretty obvious and we've probably all heard it a bunch, but it's really hard to achieve. And that's where I believe, and we believe as Dell that we, it creates a big opportunity for us to really help our customers as that great simplifier of it. We're already doing this today on just a couple quick examples. First is Salesforce. We've supported recently, we've supported their global expansion with a multi-cloud solution to help them drive their business growth. Our solution delivered a reliable and consistent IT experience. We go back to that complexity and it was across a very distributed environment, including more than 60 data centers, 230 countries in hundreds of thousands of customers. It really provided Salesforce with the flexibility of placing workloads and data in an environment based on the right service level. >>Objective things like cost complexity or even security compliance considerations. The second customer A is a big New England Patriot fan. And Dan, Dave, I know you are as well. Oh yeah, this one's near, near data, my heart, it's the craft group. We just created a platform to span all their businesses that created more, I'd say data driven, immersive, secure experience, which is allowing them to capture data at the edge and use it for realtime insights for things like cyber resiliency, but also like safety of the facilities. And as being a pare fan like I am Dave, they truly are meeting us where we are in, in our seats on their mobile devices and also in the parking lot. So just keep that in mind next time you're there. But bottom line, everything we're doing is really to make it simpler for our customers and to help them get the most of their data. I'd say we're gonna do this, is it through a multi-cloud by design approach, which we talked a lot about with you and and others at Dell Tech world earlier this year, >>Right? And we had Salesforce on, actually at Dell Tech Group. The craft group is interesting because, you know, when you get to the stadium, you know, everybody's trying to get, get, get out to the internet and, and, but then the experience is so much better if you can actually, you know, deal with that edge. So I wanna talk about complexity though. You got data, you got, you know, the, the edge, you got multiple clouds, you got a different operating model across security models, different. So a lot of times in this industry we solve complexity with more complexity and it's like a bandaid. So I wanna, I wanna talk to, to how you're innovating around simplicity in ISG to address this complexity and what this means for Dell's long term strategy. >>Sure, I'd love to. So first I, I'd like to state the obvious, which are our investments in our innovations really focused on advancing, you know, our, our our customers needs, right? So we are really, our investments are gonna be targeted. We, we believe customers can have the most value. And some of that's gonna be around how we create strategic partnerships as well connected to what we just spoke about. Much of the complexity of customers have or experiencing is in the orchestration and management of all the data in all these different places and customers, you know, they must be able to quickly deploy and operate across cloud environments. They need to increase their developer productivity, really enabling those developers that do what they do best, which is creating more value for their customers than for their businesses. Our innovation efforts are really focused on addressing this by delivering an open and modern IT architecture that allows customers to run and manage any workload in any cloud anywhere. >>Data lives we're focused on, also focused on consumption based solutions, which allow for a greater degree of simplicity and flexibility, which they're really asking for as well. The foundation for this is our software defined common storage layer. That common storage layer, You can think about this, Dave, as our ias if you will. It underpins our data access in mobility across all data types of locations. So you can think private, public, telecom, colo, edge, and it's delivered in a secure, holistic, and consistent cloud experience through Apex. We are making a ton of progress to let you, just to be, just to be clear, we made headway in things like Project Alpine, which you're very well aware of. This is our storage as a service. We announce us back in, in January, which brings our unique software IP from our flagship storage platform to all the major public clouds, really delivering the best of both world, allowing our customers to take advantage of Dell's enterprise class data services and storage software, such as performance at scale, resiliency, efficiency and security. >>But in addition to that, we're leveraging the breadth of the public cloud services, right? They're on demand scaling capabilities and access to analytical services. So in addition, we're really, we're on our way to win at the edge as well with Project Frontier, which reduces complexity at the edge by creating an open and secure software platform to help our customers simplify their edge operations, optimize their edge environments and investments, secure that edge environment as well. I believe you're gonna be discussing Cru in Frontier here with Sam Broco in the very near future. So I won't give up more, too many more details there. And lastly, we're also scaling Apex, which, you know, well shifting from our vision, really shifting from vision to reality and introducing several new Apex service offerings, which are coming to market over the next month or so. And the intent is really supporting our customers on their as a service transitions by modernize the consumption experience and providing that flexible as a service model. Ultimately, we're trying to help our customers achieve that multicloud by design to really simplify it and unlock the power of their data. >>So some good examples there. I I like to talk about the super Cloud as you, you know, you're building on top of the, you know, hyperscale infrastructure and you got Apex is your cloud, the common storage layer, you call it your ISAs. And that's, that's a ingredient in what we call the super cloud out to the edge. You have to have a common platform there and one of the hallmarks of a cloud company. And as you become a cloud company, everybody's a cloud company ecosystem becomes really, really important in terms of product development and, and innovation. Matt Baker always loves to stress it's not a zero sum game. And, and I think Super Cloud recognizes that, that there's value to be built on top of other clouds and, and, and of course on top of your infrastructure so that your ecosystem can add value. So what role does the ecosystem play there? >>For me, it's, it's pretty clear. It's, it's, it's critical. I can't say that enough above the having an open ecosystem. Think about everything we just discussed, and I agree with your super cloud analogy. I agree with what Matt Baker had said to you, I would certain no one company can actually address all the pain points and all the issues and challenges our customers are having on their own. Not one. I think customers really want and deserve an open technology ecosystem, one that works together. So not these close stacks that discourages interoperability or stifles innovation and productivity of each of our teams. We del I guess, have a long history of supporting open ecosystems that really put customers first. And to be clear, we're gonna be at the center of the multi-cloud ecosystem and we're working with partners today to make that a reality. I mean, just think of what we're doing with VMware. >>We continue to build on our first and best alliances with them in August at their VMware explorer, which I know you were at. We announced several joint engineering initiatives to really help customers more easily manage and gain value from their data and their infrastructure. For multi-cloud. Specifically, we strength our relationship with VMware and know with Tansu as part of that. In addition, just a few weeks ago we announced our partnership with Red Hat to simplify our multicloud deployments for managing containerized workloads. I'd say, and using your analogy, I could think of that as our multicloud platform. So that's kind of our PAs layer, if you will. And as you're aware, we have a very long standing and strategic partnership with Microsoft and I'd say stay tuned. There's a lot more to come with them and also others in this multi-cloud space. Shifting a bit to some of the growth engines that my team's responsible for the edge, right? >>As you think about data being everywhere, we've established partnerships for the Edge as well with folks like PTC and Litmus for the manufacturing edge, but also folks like Deep North for the retail edge analytics in data management, using your Supercloud analogy, Dave the sa, right? This is our SAS layer. We've announced that we're collaborating, partnering with folks like Snowflake and, and there's other data management companies as well to really simplify data access and accelerate those data insights. And then given customers choice of where they'd like to have their IT and their infrastructure, we've we're expanding our colo partnerships as well with folks like Equinox and, and they're allowing us to broaden our availability of Apex, providing customers the flexibility, take advantage of those as a service offerings wherever it's delivered and where they can get the most value. So those are just some you can hear from me. I think it's critical not only for, for us, I think it's critical for our customers. I think it's been critical, critical for the entire, you know, industry as a whole to really have that open technology ecosystem as we work with our customers on our multi-cloud solutions really to meet their needs. We'll continue to collaborate with whoever customers choose and you know, and who they want us to do business with. So I'd say a lot more coming in that space. >>So it's been an interesting three years for you, just, just over three years now since you've been made the president of the I isg. And so you had to dig in and it was obviously strange time around the world, but, but you really had to look at, okay, how do we mo modernize the platform? How do we make it, you know, cloud first? You've mentioned the edge, we're expanding. So what are the big takeaways? What do you want customers and our audience to understand? Just some closing thoughts and if you could summarize. >>Sure. So I'd say first, you know, we've discussed, we're working in a very fast paced, ever changing market with massive amounts of data that needs to be managed. It's very complex and our customers need help with that complexity. I believe that Dell Technologies is uniquely positioned to help as their multi-cloud champion. No one else can solve the breadth and depth of the challenges like we can. And we're gonna help our customers move forward when they basically moving from a multicloud by default, as we've discussed before, to multicloud by design. And I'm really excited for the opportunity to work with our customers to help them expand that ecosystem as they truly realize the future of it and, and what they're trying to accomplish. >>Jeff, thanks so much. Really appreciate your time. Always a pleasure. Go pats and we'll see you on the blog. >>Thanks Dave. >>All right, you're watching exclusive insights from Dell Technology Summit on the cube, your leader in enterprise and emerging tech coverage.

(upbeat music) >> The transformation of Dell into Dell EMC and now Dell Technologies has been one of the most remarkable stories in the history of the enterprise technology industry. The company has gone from a Wall Street darling rocket ship PC company, to a middling enterprise player forced to go private, to a debt-laden powerhouse that controlled one of the most valuable assets in enterprise tech i.e VMware. And now is a 100 billion dollar giant with a low margin business, a strong balance sheet, and the broadest hardware portfolio in the industry. Financial magic that Dell went through would make anyone's head spin. The last lever of Dell EMC, of the Dell EMC deal was detailed in Michael Dell's book, "Play Nice But Win." In a captivating chapter called Harry You and the Bolt from the Blue, Michael Dell described how he and his colleagues came up with the final straw of how to finance the deal. If you haven't read it, you should. And, of course, after years of successfully integrating EMC and becoming VMware's number one distribution channel, all of this culminated in the spin out of VMware from Dell in a massive wealth creation milestone. Pending, of course, the Broadcom acquisition of VMware. So where's that leave Dell and what does the future look like for this technology powerhouse? Hello, and welcome to theCUBE's exclusive coverage of Dell Technology Summit 2022. My name is Dave Vellante and I'll be hosting the program. Now, today in conjunction with the Dell Tech Summit, we're going to hear from four of Dell's senior executives Tom Sweet, who's the CFO of Dell Technologies. He's going to share his views on the company's position and opportunities going forward. He's going to answer the question, why is Dell a good long-term investment? Then we'll hear from Jeff Boudreau who's the president of Dell's ISG business. That unit is the largest profit driver of Dell. He's going to talk about the product angle and specifically, how Dell is thinking about solving the multi-cloud challenge. And then Sam Grocott who is the senior vice president of marketing will come on the program and give us the update on Apex, which is Dell's as-a-service offering, and then the new edge platform called Project Frontier. Now, it's also Cyber Security Awareness month that we're going to see if Sam has anything to say about that. Then finally, for a company that's nearly 40 years old, Dell actually has some pretty forward-thinking philosophies when it comes to its culture and workforce. And we're going to speak with Jennifer Saavedra who's Dell's chief human resource officer about hybrid work and how Dell is thinking about the future of work. However, before we get into all this, I want to share our independent perspectives on the company and some research that will introduce to frame the program. Now, as you know, we love data here at theCUBE and one of our partners, ETR has what we believe is the best spending intentions data for enterprise tech. So here's a graphic that shows ETR's proprietary net score methodology in the vertical axis. That's a measure of spending velocity. And on the x-axis is overlap of pervasiveness in the data sample. This is a cut for just the server, the storage, and the client sectors within the ETR taxonomy. So you can see Dell CSG products, laptops in particular are dominant on both the X and the Y dimensions. CSG is the client solutions group and accounts for nearly 60% of Dell's revenue and about half of its operating income. And then the arrow signifies that dot that represents Dell's ISG business that we're going to talk to Jeff Boudreau about. That's the infrastructure solutions group. Now, ISG accounts for the bulk of the remainder of Dell's business and it is, as I said, it's most profitable from a margin standpoint. It comprises the EMC storage business as well as the Dell server business and Dell's networking portfolio. And as a note, we didn't include networking in that cut. Had we done so, SISCO would've dominated the graphic. And frankly, Dell's networking business is an industry-leading in the same way that PCs, servers, and storage are. And as you can see, the data confirms the leadership position Dell has in its client side, its server and its storage sectors. But the nuance is look at that red dotted line at 40% on the vertical axis. That represents a highly elevated net score and every company in the sector is below that line. Now, we should mention that we also filtered the data for those companies with more than a 100 mentions in the survey, but the point remains the same. This is a mature business that generally is lower margin. Storage is the exception but cloud has put pressure on margins even in that business in addition to the server space. The last point on this graphic is we put a box around VMware and it's prominently present on both the X and Y dimensions. VMware participates with purely software-defined high margin offerings in these spaces, and it gives you a sense of what might have been had Dell chosen to hold onto that asset or spin it into the company. But let's face it, the alternatives from Michael Dell were just too attractive and it's unlikely that a spin in would've unlocked the value in the way a spin-out did, at least not in the near future. So let's take a look at the snapshot of Dell's financials to give you a sense of where the company stands today. Dell is a company with over a 100 billion dollars in revenue. Last quarter, it did more than 26 billion in revenue and grew at a quite amazing 9% rate for a company that size. But because it's a hardware company primarily, its margins are low with operating income 10% of revenue and at 21% gross margin. With VMware on Dell's income statement, before the spin its gross margins were in the low 30s. Now, Dell only spends about 2% of revenue on R&D because because it's so big, it's still a lot of money. And you can see it is cash flow positive, Dell's free cash flow over the trailing 12-month period is 3.7 billion but that's only 3.5% of trailing 12-month revenue. Dell's Apex and of course it's hardware maintenance business is recurring revenue and that is only about 5 billion in revenue and it's growing at 8% annually. Now having said that, it's the equivalent of Service now's total revenue. Of course, Service now has 23% operating margin and 16% free cash flow margin and more than $5 billion in cash on the balance sheet and an 85 billion dollar market cap. That's what software will do for you. Now, Dell, like most companies, is staring at a challenging macro environment with FX headwinds, inflation, et cetera. You've heard the story, and hence it's conservative and contracting revenue guidance. But the balance sheet transformation has been quite amazing thanks to VMware's cash flow. Michael Dell and his partners from Silver Lake et al, they put up around $4 billion of their own cash to buy EMC for $67 billion and of course got VMware in the process. Most of that financing was debt that Dell put on its balance sheet to do the transaction to the tune of $46 billion it added to the balance sheet debt. Now, Dell's debt, the core debt, net of its financing operation is now down to 16 billion and it has 7 billion in cash in the balance sheet. So dramatic delta from just a few years ago. So pretty good picture. But Dell, a 100 billion company, is still only valued at 28 billion or around 26 cents on the revenue dollar. HPE's revenue multiple is around 60 cents on the revenue dollar. HP Inc, Dell's laptop and PC competitor, is around 45 cents. IBM's revenue multiple is almost two times. By the way, IBM has more than $50 billion in debt thanks to the Red Hat acquisition. And Cisco has a revenue multiple, it's over 3X, about 3.3X currently. So is Dell undervalued? Well, based on these comparisons with its peers, I'd say yes and no. Dell's performance relative to its peers in the market is very strong. It's winning and has an extremely adept go to market machine. But it's lack of software content and it's margin profile leads one to believe that if it can continue to pull some valuation levers while entering new markets, it can get its valuation well above where it is today. So what are some of those levers and what might that look like going forward? Despite the fact that Dell doesn't have a huge software revenue component, since spinning out VMware, and it doesn't own a cloud, it plays in virtually every part of the hardware market. And it can provide infrastructure for pretty much any application, in any use case, in pretty much any industry, in pretty much any geography in the world and it can serve those customers. So its size is an advantage. However, the history for hardware-heavy companies that try to get bigger has some notable failures. Namely HP which had to split into two businesses, HP Inc and HPE, and IBM which has had in abysmal decade from a performance standpoint and has had to shrink to grow again and obviously do a massive $34 billion acquisition of Red Hat. So why will Dell do any better than these two? Well, it has a fantastic supply chain. It's a founder-led company which makes a cultural difference, in our view, and it's actually comfortable with a low margin software light business model. Most certainly, IBM wasn't comfortable with that and didn't have these characteristics and HP was kind of just incomprehensible at the end. So Dell in my opinion is a much better chance of doing well at a 100 billion or over, but we'll see how it navigates through the current headwinds as it's guiding down. Apex is essentially Dell's version of the cloud. Now remember, Dell got started late. HPE is further along from a model standpoint with GreenLake. But Dell has a larger portfolio so they're going to try to play on that advantage. But at the end of the day, these as-a-service offerings are simply ways to bring a utility model to existing customers and generate recurring revenue. And that's a good thing because customers will be loyal to an incumbent if it can deliver as-a-service and reduce risk for customers. But the real opportunity lies ahead, specifically Dell is embracing the cloud model. It took a while, but they're on board. As Matt Baker, Dell's senior vice president of corporate strategy likes to say, it's not a zero sum game. What he means by that is just because Dell doesn't own its own cloud, it doesn't mean Dell can't build value on top of hyperscale clouds, what we call super cloud. And that's Dell's strategy to take advantage of public cloud CapEx and connect on-prem to the cloud, create a unified experience across clouds and out to the edge. That's ambitious and technically it's non-trivial. But listen to Dell's vice chairman and co-COO Jeff Clarke explain this vision. Please play the clip. >> You said also technology and business models are tied together and enabler. If you believe that, then you have to believe that it's a business operating system that they want. They want to leverage whatever they can and at the end of the day, they have to differentiate what they do. >> No, that's exactly right. If I take that and what Dave was saying and I summarize it the following way. If we can take these cloud assets and capabilities, combine them in an orchestrated way to deliver a distributed platform, game over. >> Yeah, pretty interesting, right? John Freer called it a business operating system. Essentially, I think of it sometimes as a cloud operating system or cloud operating environment to drive new business value on top of the hyperscale CapEx. Now, is it really game over as Jeff Clarke said, if Dell can do that? I'd say if it had that today, it might be game over for the competition but this vision will take years to play out, and of course it's got to be funded. And now it's going to take time and in this industry, it tends to move, companies tend to move in lockstep. So as often as the case, it's going to come down to execution and Dell's ability to enter new markets that are ideally, at least from my perspective, higher margin. Data management, extending data protection into cyber security as an adjacency and, of course, edge at Telco slash 5G opportunities. All there for the taking. I mean, look, even if Dell doesn't go after more higher margin software content, it can thrive with a lower margin model just by penetrating new markets and throwing off cash from those markets. But by keeping close to customers and maybe through tuck in acquisitions, it might be able to find the next nugget beyond today's cloud and on-prem models. And the last thing I'll call out is ecosystem. I say here ecosystem, ecosystem, ecosystem. Because a defining characteristic of a cloud player is ecosystem and if Apex is Dell's cloud, it has the opportunity to expand that ecosystem dramatically. This is one of the company's biggest opportunities and challenges at the same time, in my view. It's just scratching the surface on its partner ecosystem. And it's ecosystem today is is both reseller heavy and tech partner heavy. And that's not a bad thing, but it's starting to evolve more rapidly. The snowflake deal is an example of up to stack evolution. But I'd like to see much more out of that Snowflake relationship and more relationships like that. Specifically, I'd like to see more momentum with data and database. And if we live at a data heavy world, which we do, where the data and the database and data management offerings coexist and are super important to customers, I'd like to see that inside of Apex. I'd like to see that data play beyond storage which is really where it is today and it's early days. The point is, with Dell's go to market advantage, which company wouldn't treat Dell like the on-prem, hybrid, edge, super cloud player, that I want to partner with to drive more business? You'd be crazy not to. But Dell has a lot on its plate and we'd like to see some serious acceleration on the ecosystem front. In other words, Dell as both a selling partner and a business enabler with its platform. Its programmable infrastructure as-a-service. And that is a moving target that will rapidly involve. And, of course, we'll be here watching and reporting. So thanks for watching this preview of Dell Technology Summit 2022. I'm Dave Vellante, we hope you enjoy the rest of the program. (upbeat music)

welcome back everyone to thecube's live coverage in san francisco for vmware explorer 2022 formerly vmworld i'm john furrier david live dave 12 years we've been covering this event formerly vmware first time in west now it's explore we've been in north we've been in south we've been in vegas multi-cloud is now the exploration vmware community is coming in john siegel svp at dell cube alumni dave mccraw vp at vmware guys thanks for coming back both cube alumni it's great to see you very senior organizations senior roles in the organizations of vmware and dell one year since the split great partnership continuing i mean some of the conversations we've been having over the past few years is that control plane the management layer making everything work together it's essentially been the multi-cloud hybrid cloud story what's the update what's how's the partnership look yeah i you know i just to start off i mean i would say i don't think our partnership's been any has ever been any better um if you look at you mention our vision very much a shared vision in terms of the multi-cloud world and i don't think we've ever had more joint innovation projects at one time i think we have over 40 now dave that are going on across multi-cloud ai cyber security uh modern applications and and uh you know here just at you just vmworld vmware explorer we have over 30 uh vmware sessions that are featuring dell um and this is i think more than we've ever had so look i think um there's a lot of momentum there and we're really looking forward to what's to come so you guys obviously spent a lot of time together when vmware was part of dell and then you've been it's been a year since the spin and then you codified i think it was a five-year agreement you know so you had some time to figure that out and then put it into paper so you just kind of quantified some of the stuff that's going on but now we're entering a yet another phase so that that that that agreement's probably more important than ever now i mean list in terms of getting it documented and an understanding right yeah that agreement really defines a framework for solution development and for go to market so we've been doing it and refining it for the last five years so now you know putting and codifying it into a written signed agreement it basically is instantiating what we've been doing that we know works uh where we can drive uh solution development we can drive deep architectural co-innovation together as well and as john said across multiple you know project and solution areas so we we've been talking to years to you know a lot of these strat guys guys like matt baker about things like you know you see aws do nitro and then of course project monterey and and i know that you guys have had a you know a big sort of input into that and so now to see it come to fruition is is huge because you know from our view it's the future of computing architectures how do you handle you know data rich applications ai applications that's what are your thoughts on here i couldn't agree more uh project monterey is a great example of how we're innovating together we just talked about i mean first of all it's all so we have vxrail which let's let's start there right we have over 19 000 joint customers right now we continue to innovate more and more on the vxrail architecture great example of that as our partnership with project monterey and taking essentially vsphere 8 and running it for the first time on an hci system directly on the dp used itself right on the dpus ability now to offload nsxt from from the cpus to the dpus uh hope you know in the short term first of all great benefits for customers in terms of better performance but as you just mentioned it's game changing in terms of laying the foundation for the future architectures that we plan on together helping out customers there's one other dynamic for you on is um and it's not unique to dell but dell's the biggest you know supply supplier partner etc but you're able to take vmware software and drive it through your business and and that enables you to get more subscription revenue and makes it stickier and that's a really important change from you know 10 years ago yeah and it's it's a combination as you know of dell software and vmware software together absolutely and i think what's with this is a game-changing innovation that you can run on top of our joint system vxrail if you will um and now what our customers can expect is life cycle automation of now you know the dpus as well as tanzu as well as everything else we layer on top of that core foundation that we have over 19 000 customers running today so i mean like that 19 000 number i want to get back up to the vx rail and you mentioned vsphere that's big news here this year vsphere 8 big release a lot of going on what's the hci angle you mentioned that what's in it for the customer what does that mean for the folks here because let's face it the vsphere aids got everyone in that they've all the v-sections are going going crazy right another vsphere release getting training they have the labs here what's it mean for the customers what's the value there with that hci solution with the gpus well first of all vsphere 8 as we know it has a lot of goodies in it but you know what what i think to me what's been most powerful about this is the ability to run vsphere 8 uh and and specifically on the dpus now you can run it it is open up all new possibilities now and so that nsxt that i mentioned you know running that on gpus opens up a whole new uh architecture now for our customers going forward and now really sets us up for modern distributed architecture for the future so like edge okay yeah and vsphere 8 brings in you know cloud connectivity as well so you know customers can run in a cloud disconnected mode they can run in a cloud connected mode so you know that's going to bring in the ability to do specialized things on security cycle management there's a whole series of services that can now be added as well as you know leveraging you know vcenter management capabilities so what's happening at the edge we had i think it was lows on hotel tech world right okay good not the other one um but so so that's got to be exploding now with that with that because it just changes the game for for these stores there's i mean retail uh manufacturing maybe you can give us an update on there's so much happening on the edge side as you know i mean that's where most of the a lot of the innovations happening right now is at the edge and a lot of the companies we talked to 8x right 8x expectation of increase in uh edge workloads over the next and the data challenge too and the data challenge is huge so you heard about the innovations with vsphere 8. in addition to that we just introduced today as well the smallest vx rail for the edge ever this thing is it's like think picture a couple eight and a half by 11 notebooks not much not much you know maybe a little wider than that but not much more um you know these these are stacked on top of each other these are you can rack and stack and mount these things anywhere and it also is the first aci system that has you know a built-in hardware witness so this helps set it up for environments that are you know network bandwidth constrained or have high high latency no longer an issue next gen app is going to want to have a local data server at the edge right and with compute there right high performance right right so now you're getting it across the wire yes you get racket stack a couple of these small things i mean they can they can fit into like a you know clark kent's briefcase right these things are so small um you want to do the analytics on site and return responses back you don't want to be moving massive data payloads off the egg so you got to have the right level of compute to run machine learning algorithms and and do the analytics type work that you want to do to make local decisions yeah i mean we just had david lithimon who was one of the keynote speakers here at the event and we've been talking about super cloud and multi-cloud meta cloud all the different versions of what we see as this next-gen and this brings up a point of like his advice to young people learn how multi-cloud learn about system architecture because if you can figure out how to put it together you're going to have to make more money anyway that this whole edge piece opens up huge challenges and opportunities around how do you configure these next-gen apps what does the ai look like what's the data architecture this is not like get some training curriculum online and you get you know 101 and you're getting a job no this is more complicated but with the hardware you guys make it easier so where's the complexity shift between having a powerful edge device like the vxrail with the vsphere what's the ec button on that like how do you guys what's the vision because this is going to be a major battleground this whole edge piece yeah it's going to be huge well i think when you look at the innovation that dell is bringing to market with technologies like outlander and then designing that into vxrail and then you combine that with our tonzu capabilities to manage development and deployment of applications this is about heterogeneous deployment and management at scale of applications with technologies like tons of mission control then deploying service mesh right for security being able to use sassy to be able to secure you know with cloud security over the wire so it's bringing together multiple technologies to deliver simplicity to the customer the ability to go one to many you know in terms of being able to deploy and manage and update whether that's a security patch or an application update and do that very rapidly at a low cost so the benefit with this solution now just putting this together is i can ship a box small and or stack them and essentially it's done remotely it's that's provision the provisioning issues not a truck roll as they say or professional services enabled you can just drop that out there and this is where the customers need to be yeah that absolutely is that the vision don't get that right exactly you don't you don't need the you don't need the skills yeah you don't need the specialized skills you don't need a lot of space you don't need you know high network bandwidth all these things right all these innovations that we're talking about here um really combined into really enabling a whole new whole new future here for edge is are you doing apex now is that i think thickest part sure part of yours okay so um is apex fitting into the to the edge how does it fit yeah i mean well first of all you know a lot of what we talked with apex is really about a consumption a way to ensure there's a common cloud experience wherever the data is and where the applications are and so absolutely edge fits into this as well and so we have we have common ways to consume our infrastructure today our joint infrastructure whether it's in the data center at the edge um or you know uh in the cloud usain ragu when he was on i said it was great keynote loved it one of the things that i didn't think there was enough of was security and he's like yeah we only had so much time but vmware is a very strong security story we heard a really strong security story at dell tech world i mean half the innovations and the new you know storage products were security and the new os's and it was impressive what what's how are you guys working together on security is that one of those let me give you a few key things you know our teams are working together at the engineer to engineer level you know reference architectures for zero trust as an example being able to look you know hardware root of trust up into the application layer right so we're looking at really defense in depth here you know i mentioned what we're doing with sassy right with cloud security capabilities so you really have to look at this from the edge to the core with the you know from a networking perspective getting the network the insights on things that maybe anomalies that may be happening on the network so using our network insight technology you know uh nsx and then being able to ultimately uh have a secure development pipeline as well i mean you we all know about the supply chain attacks that happen right and so being able to have a you know secure pipeline for development is critical for both of our companies working together i think the tan zoo and you mentioned the developer self-service that experience combined with kind of the power of the dell you know let's face it the boxes are awesome hardware matters and software matters so bringing that expertise together michael daley always used to say on thecube better together in respect to vmware and dell a lot of fruit has been born from that labor right specifically around and now when you add the tan zoo and you get vsphere you got the operational excellence you got the you got the performance and scale with the dell boxes and hardware and software and now you've got the tan zoo what's missing or is it all there now i mean where how would you how would you guys peg the progress bar is it like it's all rocking right now or or i'd say you're never done first of all but i you know i look at some of the innovations that we've brought to market recently where we've are combining and stacking these technologies into a more defense in-depth like solution you know bringing nsx onto vxrail so that you can flip a switch easily and light up the firewall the new plug-in yeah that's a great example simple simple um carbon black workload another example where we're taking carbon black technology that was typically on endpoints you know on pcs bringing that into the data center right and leveraging all the analytics and insights around you know being able to identify anomalies and then remediate those anomalies so we're seeing very good traction with those and the cloud native developers containers they're all native container working with compute and container storage object store in the cloud kubernetes we've embraced it yeah i mean yeah containers running containers and vms on the same infrastructure common way to manage it all i mean that that's been a big part of it as well obviously a lot of the focus that dell's bringing here as well is is the inability to run that stack easily right you heard the announcement on uh tanzu for kubernetes operators right earlier today tko we call it uh you know that running on vxrail now is really targeted at the i.t operator in allowing them to easily stand up a self-service developer devops environment on vxrail going forward and then a piece that might be invisible to them is back to monterey isolation right encryption and data moving you know absolutely storage the security the compute right the management right that's that's a complete and it's about reducing attack services as well right the security perspective as well when you when you're moving nsxt onto a dpu you're doing that as well so there's it takes the little things right at the end of the day security is a mindset up across both companies in terms of how we approach our architectures um and it's the you know a lot of times it's the little things as well that we make sure right so shared vision working at the engineering levels together for many many years know that you guys are validating more of that coming what's next take us through okay we're here 2022 we got super cloud multi-cloud hybrid full throttle right now it's hybrid's a steady state that's cloud operations infrastructure as code has happened it's happening what's next for you guys in the relationship can you share a little bit that you can if you can what we can expect what you see uh with monterrey is the start of a re-architecting of i.t infrastructure not just in the data center but also at the edge right these technologies will move out and be pervasive you know across i think edge to colo to core data center to cloud right and so that's a starting point now we're looking at memory tiering right i think we talked last time about capitola and memory tiering and you know being able to bring that forward uh being able to do more with confidential computing as an example right secure enclaves and confidential computing so you know a lot of this is focused around simplicity and security going forward and ease of management around take the heavy lifting away from the customer abstract that in offer the power and performance that's right and it's going to come down to delivering time to value for our customers you know can we cut that time to value by 25 50 percent so they can be in production faster yeah i think project monterey is something we'll be building on for a long time right i mean this is the start of a major new future architecture of these companies so if you had to pick one we have 40 initiatives that are joined together real literally project monterey is one of my favorites for sure in terms of what it's going to do not just for that common cloud experience but for the edge and and we talked a lot about the edge today and where that's headed you think it's going to explode up new apps i really do think so well it's going to put you in a new it's going to put in curve yeah absolutely right and operationally uh security wise um from a modern apps perspective i mean all it checks all the boxes and it's going to allow us to to help and take our existing customers on that journey as well what's great about this conversation we've been following both you guys for a long time and your companies and and technology upgrades and and the business impact and open source and all doing all this for customers but the wave that's coming we're seeing the expo hall here i mean it's people are really excited they're enthused they're committed highly confident that this this wave is coming they kind of see it people kind of seeing the fog lift they're seeing money making value creation people kind of feeling more comfortable but still a little nervous around you know what's coming next because it's still uncertainty but pretty good ecosystem i'd have to say that's pretty pretty interesting yeah a lot of them are excited about you know what they can do at the edge and how they can differentiate their businesses i mean that's right well congratulations guys thanks for coming on thecube and sharing the update thank you it more innovation it's not stopping here at vmware explorer dell and vm we're continuing to have that kind of relationship joint engineering it's all coming together and you can mix and match this and the stack but it's ultimately going to be cloud operations edge is the action of course hybrid cloud as well it's thecube thanks for watching [Music] you

(soft intro music) >> Welcome back to theCUBE's coverage of VeeamON 2022. Dave Vellante with David Nicholson. Brian Schwarz is here. We're going to stay on cloud. He's the director of product management at Google Cloud. The world's biggest cloud, I contend. Brian, thanks for coming on theCUBE. >> Thanks for having me. Super excited to be here. >> Long time infrastructure as a service background, worked at Pure, worked at Cisco, Silicon Valley guy, techie. So we're going to get into it here. >> I love it. >> I was saying before, off camera. We used to go to Google Cloud Next every year. It was an awesome show. Guys built a big set for us. You joined, right as the pandemic hit. So we've been out of touch a little bit. It's hard to... You know, you got one eye on the virtual event, but give us the update on Google Cloud. What's happening generally and specifically within storage? >> Yeah. So obviously the Cloud got a big boost during the pandemic because a lot of work went online. You know, more things kind of being digitally transformed as people keep trying to innovate. So obviously the growth of Google Cloud, has got a big tailwind to it. So business has been really good, lots of R&D investment. We obviously have an incredible set of technology already but still huge investments in new technologies that we've been bringing out over the past couple of years. It's great to get back out to events to talk to people about 'em. Been a little hard the last couple of years to give people some of the insights. When I think about storage, huge investments, one of the things that some people know but I think it's probably underappreciated is we use the same infrastructure for Google Cloud that is used for Google consumer products. So Search and Photos and all the public kind of things that most people are familiar with, Maps, et cetera. Same infrastructure at the same time is also used for Google Cloud. So we just have this tremendous capability of infrastructure. Google's got nine products that have a billion users most of which many people know. So we're pretty good at storage pretty good at compute, pretty good at networking. Obviously a lot of that kind of shines through on Google Cloud for enterprises to bring their applications, lift and shift and/or modernize, build new stuff in the Cloud with containers and things like that. >> Yeah, hence my contention that Google has the biggest cloud in the world, like I said before. Doesn't have the most IS revenue 'cause that's a different business. You can't comment, but I've got Google Cloud running at $12 billion a year run rate. So a lot of times people go, "Oh yeah, Google they're third place going for the bronze." But that is a huge business. There aren't a lot of 10, $12 billion infrastructure companies. >> In a rapidly growing market. >> And if you do some back of napkin math, whatever, give me 10, 15, let's call it 15% of that, to storage. You've got a big storage business. I know you can't tell us how big, but it's big. And if you add in all the stuff that's not in GCP, you do a lot of storage. So you know storage, you understand the technology. So what is the state of technology? You have a background in Cisco, nearly a networking company, they used to do some storage stuff sort of on the side. We used to say they're going to buy NetApp, of course that never happened. That would've made no sense. Pure Storage, obviously knows storage, but they were a disk array company essentially. Cloud storage, what's different about it? What's different in the technology? How does Google think about it? >> You know, I always like to tell people there's some things that are the same and familiar to you, and there's some things that are different. If I start with some of the differences, object storage in the Cloud, like just fundamentally different. Object storage on-prem, it's been around for a while, often used as kind of like a third tier of storage, maybe a backup target, compliance, something like that. In the cloud, object storage is Tier one storage. Public reference for us, Spotify, okay, use object storage for all the songs out there. And increasingly we see a lot of growth in-- >> Well, how are you defining Tier one storage in that regard? Again, are you thinking streaming service? Okay. Fine. Transactional? >> Spotify goes down and I'm pissed. >> Yeah. This is true. (Dave laughing) >> Not just you, maybe a few million other people too. One is importance, business importance. Tier one applications like critical to the business, like business down type stuff. But even if you look at it for performance, for capabilities, object storage in the cloud, it's a different thing than it was. >> Because of the architecture that you're deploying? >> Yeah. And the applications that we see running on it. Obviously, a huge growth in our business in AI and analytics. Obviously, Google's pretty well known in both spaces, BigQuery, obviously on the analytics side, big massive data warehouses and obviously-- >> Gets very high marks from customers. >> Yeah, very well regarded, super successful, super popular with our customers in Google Cloud. And then obviously AI as well. A lot of AI is about getting structure from unstructured data. Autonomous vehicles getting pictures and videos around the world. Speech recognition, audio is a fundamentally analog signal. You're trying to train computers to basically deal with analog things and it's all stored in object storage, machine learning on top of it, creating all the insights, and frankly things that computers can deal with. Getting structure out of the unstructured data. So you just see performance capabilities, importance as it's really a Tier one storage, much like file and block is where have kind of always been. >> Depending on, right, the importance. Because I mean, it's a fair question, right? Because we're used to thinking, "Oh, you're running your Oracle transaction database on block storage." That's Tier one. But Spotify's pretty important business. And again, on BigQuery, it is a cloud-native born in the cloud database, a lot of the cloud databases aren't, right? And that's one of the reasons why BigQuery is-- >> Google's really had a lot of success taking technologies that were built for some of the consumer services that we build and turning them into cloud-native Google Cloud. Like HDFS, who we were talking about, open source technologies came originally from the Google file system. Now we have a new version of it that we run internally called Colossus, incredible technologies that are cloud scale technologies that you can use to build things like Google Cloud storage. >> I remember one of the early Hadoop worlds, I was talking to a Google engineer and saying, "Well, wow, that's so cool that Hadoop came. You guys were the main spring of that." He goes, "Oh, we're way past Hadoop now." So this is early days of Hadoop (laughs) >> It's funny whenever Google says consumer services, usually consumer indicates just for me. But no, a consumer service for Google is at a scale that almost no business needs at a point in time. So you're not taking something and scaling it up-- >> Yeah. They're Tier one services-- for sure. >> Exactly. You're more often pairing it down so that a fortune 10 company can (laughs) leverage it. >> So let's dig into data protection in the Cloud, disaster recovery in the Cloud, Ransomware protection and then let's get into why Google. Maybe you could give us the trends that you're seeing, how you guys approach it, and why Google. >> Yeah. One of the things I always tell people, there's certain best practices and principles from on-prem that are just still applicable in the Cloud. And one of 'em is just fundamentals around recovery point objective and recovery time objective. You should know, for your apps, what you need, you should tier your apps, get best practice around them and think about those in the Cloud as well. The concept of RPO and RTO don't just magically go away just 'cause you're running in the Cloud. You should think about these things. And it's one of the reasons we're here at the VeeamON event. It's important, obviously, they have a tremendous skill in technology, but helping customers implement the right RPO and RTO for their different applications. And they also help do that in Google Cloud. So we have a great partnership with them, two main offerings that they offer in Google. One is integration for their on-prem things to use, basically Google as a backup target or DR target and then cloud-native backups they have some technologies, Veeam backup for Google. And obviously they also bought Kasten a while ago. 'Cause they also got excited about the container trend and obviously great technologies for those customers to use those in Google Cloud as well. >> So RPO and RTO is kind of IT terms, right? But we think of them as sort of the business requirement. Here's the business language. How much data are you willing to lose? And the business person says, "What? I don't want to lose any data." Oh, how big's your budget, right? Oh, okay. That's RPO. RTO is how fast you want to get it back? "How fast do you want to get it back if there's an outage?" "Instantly." "How much money do you want to spend on that?" "Oh." Okay. And then your application value will determine that. Okay. So that's what RPO and RTO is for those who you may not know that. Sometimes we get into the acronym too much. Okay. Why Google Cloud? >> Yeah. When I think about some of the infrastructure Google has and like why does it matter to a customer of Google Cloud? The first couple things I usually talk about is networking and storage. Compute's awesome, we can talk about containers and Kubernetes in a little bit, but if you just think about core infrastructure, networking, Google's got one of the biggest networks in the world, obviously to service all these consumer applications. Two things that I often tell people about the Google network, one, just tremendous backbone bandwidth across the regions. One of the things to think about with data protection, it's a large data set. When you're going to do recoveries, you're pushing lots of terabytes often and big pipes matter. Like it helps you hit the right recovery time objective 'cause you, "I want to do a restore across the country." You need good networks. And obviously Google has a tremendous network. I think we have like 20 subsea cables that we've built underneath the the world's oceans to connect the world on the internet. >> Awesome. >> The other thing that I think is really underappreciated about the Google network is how quickly you get into it. One of the reasons all the consumer apps have such good response time is there's a local access point to get into the Google network somewhere close to you almost anywhere in the world. I'm sure you can find some obscure place where we don't have an access point, but look Search and Photos and Maps and Workspace, they all work so well because you get in the Google network fast, local access points and then we can control the quality of service. And that underlying substrate is the same substrate we have in Google Cloud. So the network is number one. Second one in storage, we have some really incredible capabilities in cloud storage, particularly around our dual region and multi-region buckets. The multi-region bucket, the way I describe it to people, it's a continent sized bucket. Single bucket name, strongly consistent that basically spans a continent. It's in some senses a little bit of the Nirvana of storage. No more DR failover, right? In a lot of places, traditionally on-prem but even other clouds, two buckets, failover, right? Orchestration, set up. Whenever you do orchestration, the DR is a lot more complicated. You got to do more fire drills, make sure it works. We have this capability to have a single name space that spans regions and it has strong read after write consistency, everything you drop into it you can read back immediately. >> Say I'm on the west coast and I have a little bit of an on-premises data center still and I'm using Veeam to back something up and I'm using storage within GCP. Trace out exactly what you mean by that in terms of a continent sized bucket. Updates going to the recovery volume, for lack of a better term, in GCP. Where is that physically? If I'm on the west coast, what does that look like? >> Two main options. It depends again on what your business goals are. First option is you pick a regional bucket, multiple zones in a Google Cloud region are going to store your data. It's resilient 'cause there's three zones in the region but it's all in one region. And then your second option is this multi-region bucket, where we're basically taking a set of the Google Cloud regions from around North America and storing your data basically in the continent, multiple copies of your data. And that's great because if you want to protect yourself from a regional outage, right? Earthquake, natural disaster of some sort, this multi-region, it basically gives you this DR protection for free and it's... Well, it's not free 'cause you have to pay for it of course, but it's a free from a failover perspective. Single name space, your app doesn't need to know. You restart the app on the east coast, same bucket name. >> Right. That's good. >> Read and write instantly out of the bucket. >> Cool. What are you doing with Veeam? >> So we have this great partnership, obviously for data protection and DR. And I really often segment the conversation into two pieces. One is for traditional on-prem customers who essentially want to use the Cloud as either a backup or a DR target. Traditional Veeam backup and replication supports Google Cloud targets. You can write to cloud storage. Some of these advantages I mentioned. Our archive storage, really cheap. We just actually lowered the price for archive storage quite significantly, roughly a third of what you find in some of the other competitive clouds if you look at the capabilities. Our archive class storage, fast recovery time, right? Fast latency, no hours to kind of rehydrate. >> Good. Storage in the cloud is overpriced. >> Yeah. >> It is. It is historically overpriced despite all the rhetoric. Good. I didn't know that. I'm glad to hear. >> Yeah. So the archive class store, so you essentially read and write into this bucket and restore. So it's often one of the things I joke with people about. I live in Silicon Valley, I still see the tape truck driving around. I really think people can really modernize these environments and use the cloud as a backup target. You get a copy of your data off-prem. >> Don't you guys use tape? >> Well, we don't talk a lot about-- >> No comment. Just checking. >> And just to be clear, when he says cloud storage is overpriced, he thinks that a postage stamp is overpriced, right? >> No. >> If I give you 50 cents, are you going to deliver a letter cross country? No. Cloud storage, it's not overpriced. >> Okay. (David laughing) We're going to have that conversation. I think it's historically overpriced. I think it could be more attractive, relative to the cost of the underlying technology. So good for you guys pushing prices. >> Yeah. So this archive class storage, is one great area. The second area we really work with Veeam is protecting cloud-native workloads. So increasingly customers are running workloads in the Cloud, they run VMware in the Cloud, they run normal VMs, they run containers. Veeam has two offerings in Google that essentially help customers protect that data, hit their RPO, RTO objectives. Another thing that is not different in the Cloud is the need to meet your compliance regulations, right? So having a product like Veeam that is easy to show back to your auditor, to your regulator to make sure that you have copies of your data, that you can hit an appropriate recovery time objective if you're in finance or healthcare, energy. So there's some really good Veeam technologies that work in Google Cloud to protect applications that actually run in Google Cloud all in. >> To your point about the tape truck I was kind of tongue in cheek, but I know you guys use tape. But the point is you shouldn't have to call the tape truck, right, you should go to Google and say, "Okay. I need my data back." Now having said that sometimes the highest bandwidth in the world is putting all this stuff on the truck. Is there an option for that? >> Again, it gets back to this networking capability that I mentioned. Yes. People do like to joke about, okay, trucks and trains and things can have a lot of bandwidth, big networks can push a lot of data around, obviously. >> And you got a big network. >> We got a huge network. So if you want to push... I've seen statistics. You can do terabits a second to a single Google Cloud storage bucket, super computing type performance inside Google Cloud, which from a scale perspective, whether it be network compute, these are things scale. If there's one thing that Google's really, really good at, it's really high scale. >> If your's companies can't afford to. >> Yeah, if you're that sensitive, avoid moving the data altogether. If you're that sensitive, have your recovery capability be in GCP. >> Yeah. Well, and again-- >> So that when you're recovering you're not having to move data. >> It's approximate to, yeah. That's the point. >> Recovering GCV, fail over your VMware cluster. >> Exactly. >> And use the cloud as a DR target. >> We got very little time but can you just give us a rundown of your portfolio in storage? >> Yeah. So storage, cloud storage for object storage got a bunch of regional options and classes of storage, like I mentioned, archive storage. Our first party offerings in the file area, our file store, basic enterprise and high scale, which is really for highly concurrent paralyzed applications. Persistent disk is our block storage offering. We also have a very high performance cash block storage offering and local SSDs. So that's the main kind of food groups of storage, block file object, increasingly doing a lot of work in data protection and in transfer and distributed cloud environments where the edge of the cloud is pushing outside the cloud regions themselves. But those are our products. Also, we spend a lot of time with our partners 'cause Google's really good at building and open sourcing and partnering at the same time hence with Veeam, obviously with file. We partner with NetApp and Dell and a bunch of folks. So there's a lot of partnerships we have that are important to us as well. >> Yeah. You know, we didn't get into Kubernetes, a great example of open source, Istio, Anthos, we didn't talk about the on-prem stuff. So Brian we'll have to have you back and chat about those things. >> I look forward to it. >> To quote my friend Matt baker, it's not a zero sum game out there and it's great to see Google pushing the technology. Thanks so much for coming on. All right. And thank you for watching. Keep it right there. Our next guest will be up shortly. This is Dave Vellante for Dave Nicholson. We're live at VeeamON 2022 and we'll be right back. (soft beats music)