>> Announcer: From around the globe, it's theCUBE. With digital coverage of IBM Think 2021. Brought to you by IBM. >> Welcome back to IBM Think 2021. This is "theCUBE's" ongoing coverage, where we go out to the events, in this case, of course, virtually, to extract the signal from the noise. And now we're going to talk about the shifts in customer employee experiences and channels. The past year, obviously, has exposed gaps in both of those areas. The shift to digital channels, something that hit every industry. If you weren't a digital business, you were out of business. So, there's huge demand for better, a.k.a. less frustrating, and hopefully superior, customer experiences. That's never been higher. It puts a lot of pressure on companies and their marketing departments to deliver. And with me to talk about these trends are two great guests. Alex Shootman, the General Manager of Adobe Workfront. Alex was CEO of Workfront, which Adobe acquired last year. And Matthew Candy, Global Managing Director of IBM iX. Gentleman, welcome. Thanks for coming on. >> Thanks for having us. >> Great to be here. >> Matt, let's start with you. Maybe you could talk to the shifts that I talked about earlier, in the past year, and customers' expectations, and how they changed, and how you guys responded. >> Yes, so, Dave, I mean, it's been, my goodness, what a year, right? If we'd gone back and thought, we never would have seen this coming. And certainly, I guess, for the clients, I run the digital customer experience business, the services business, here at IBM, and certainly, we have been very busy helping clients, across just about every industry, accelerate their digital transformation efforts. And I think what has been absolutely clear, is digital, mobile, all of these ways of engaging with customers through channels, has been an absolutely critical way in which businesses have kept going, and survived over this time. And certainly, we've seen that transformation accelerate, right? And companies shifting from face-to-face interactions from a B2B sales perspective, into a kind of online B2B commerce, et cetera. So, really it's become digital by default. And I think customers really demanding personalized experiences, and wanting to make sure that these companies really know you in how they deal with you. >> You know Matt, I mean, our business, you think about our business, it was predominantly going out to events, live events, and then overnight, our entire industry had to shift to virtual. And what it was is, you had all these physical capabilities, and people trying to shove it into virtual, and it was really hard. There was a lot of unknowns, and really different. I imagine there's some parallels within marketing organizations. And I wonder if you could talk, Matt, about what kind of barriers you saw about delivering those kind of digital interactions and experiences. >> Yes. So, I guess, we've seen kind of five core challenges that companies have been facing. So, firstly, around volume and velocity of content. So, as we're putting more demand into organizations, right, for more content at a greater pace, right, this causes challenges for companies in terms of being able to get content out there, and surface it through their digital channels, right? Whether that's kiosks, or voice, web, mobile, et cetera. And that pace is not slowing down. Second thing is this demand for personalization. So, as companies and individuals are touching through all of these touch points across marketing sales and service, the need to be able to interact in the right way, showing that you know me, using personal data to match the right offer at the right time, critically important. Thirdly, the martech stack, right. Across many of these organizations, this explosion in marketing technology over the last 10 years has been absolutely incredible. And so one of the big challenges companies have is how we tie all of these different components of the stack together, to build this seamless experience. Fourth challenge, right? Additional communication channels. So, as we need more content and personalization, and we've got to join up across all these different systems, how do we make this consistent across all of these channels, right, whether it's digital or physical, is a true test of many organizations' ability to respond. And the fifth point is the coordination needed across departments within companies. And so, how the marketing department deals with legal, with regulatory approvals, with sales. How they go out to their agency partners. And this has certainly got a lot more complex across geographies, and across boundaries, within companies and outside. And so we see, absolutely, this need to put in place, basically, the marketing system of record that helps manage this. And this is where we see huge opportunity together with Adobe. >> Yeah, so, Alex, maybe you could talk about this a little bit. I mean, you guys are well-known for deep expertise and leadership, and orchestrating marketing workflows and the like. Matt talked about the martech stack. What's your take on this? And how are IBM iX and Adobe Workfront working together? >> What has occurred in response to what Matt talked about, is that companies started realizing that work was a tier one asset inside the marketing team. You know, they looked at, if you go back in time, and you look at financials in a company, people thought, "Wow, this is really important to us. We should put a system in place to manage financials." They realized their customers were really important, so they said, "We should put a system in place to manage our customers." People are important. They bought Workday to make sure that they could manage their people. And all of this complexity that Matt talked about caused enterprises to realize that the work of marketing was as important as some of those other activities in the organization. And so they started investing in a marketing system of record, like Workfront. >> You know, that's interesting. Just a quick aside. I mean, if you think about a lot of the problems we have in data and big data, typical to talk about stovepipe. You just mentioned three examples, finance, HR, and now marketing, where we've contextualized the system. In other words, the domain experts, the people in finance, and HR, and marketing, they're the ones who know the data the best. They don't have to go, necessarily, to some big data team, and data scientist, and all this stuff. They know what they want and they know it. And that's really what you guys are serving in your streamlining. This notion, Alex, of a marketing system of record is really interesting. I mean, it's relatively new, isn't it? So, why does it matter so much to marketers? >> Yeah, if you think about it, we've been able to serve 3,000 enterprises around the globe. We serve all 10 of the top 10 brands. Half of the Fortune 100. And what has created the need for the new, if you think about it, are the challenges that start arising when you implement the concepts that Matt talked about. Consider one of the largest private credit card issuers on the planet. And you think about delivering that personalized experience all the way to an end customer. You've got a private credit card issuer. They do business with hundreds of thousands of companies. Their account managers are interacting with those companies, and all of that lands back on a marketing organization that has to jointly plan promotions with those companies to drive the private credit card business. That marketing team needs visibility to the work that's happening. Or consider a major medical manufacturer who's trying to get medical products out the door. And the marketing team is trying to coordinate with the product team, with the regulatory team, with the supply chain team, with the legal team. And they're trying to orchestrate all of that work, so that they can get products out the door more quickly. Or maybe a financial services organization that's also trying to get new products out the door, and they're trying to get all the approval about the content that goes with those products, and it's all about speed to market. That's what's creating the need for the new, as you phrased it, Dave. >> Yes. Excellent. Thank you. So, then Matt, paint a picture. A lot of people may not be familiar with IBM iX. Maybe how you guys... You got creators, you got deep expertise in this area. So, maybe talk about where you add value, and how you work with Adobe. >> Okay, so IBM iX, so, we sit within the services business at IBM. As you said, Dave, right, we have designers, experienced strategists, engineers, basically able to deliver kind of end-to-end digital and customer experience solution, right from the creative, all the way through to the technology platforms, and the operations. Adobe is one of our key strategic partners across IBM, and certainly within my part of the business. And so, we couldn't have been more delighted when Workfront joined Adobe, through the acquisition there. So, we already had a strong relationship with the Workfront team. And so now seeing that as part of the Adobe platform and family there, really opens up massive opportunities. We're working with several major airlines, automotive companies, retailers, using Adobe technology to transform the customer experiences that they have. Putting in place new digital platforms, and new ways of engaging with those customers. But what is absolutely clear, as Alex was talking about, this need for a marketing systems of record, as this landscape becomes more complex, as the velocity of change increases the need to not just focus on the customer experience, and how a customer interacts with the brand, but the need to get the workflows and the processes within the organization that sit behind that, organized, executing in the correct way, in an efficient way, in order to make sure that you can deliver on that customer promise. And so this is absolutely critical, effectively, to drive this kind of workflow improvement, the productivity improvement, and put intelligence and automation into these processes, across the organization. So there is, certainly, we believe a huge opportunity together in the market, to help clients transform, and to deliver the value in this space. >> Got it. Alex, maybe you can just, at a high level, share some examples of how Adobe, and drawing on your experiences from Workfront, how you've helped companies where they had to get content out, they had to automate the processes, and the outcomes that you saw, that you hope to share with other clients. >> You know what, what Matt's talking about is the need for intelligent workflows within a marketing organization. Because a marketing organization is trying to solve one of two challenges. Either they're trying to be more efficient because they can't get more resources to do the work that they need to do, or they're trying to operate with speed. And so what our breakthrough thinking was, Dave, in terms of solving these problems, and then I'll give an example, is the realization that while it seemed like work should be different in different enterprises, ultimately, all work has five elements to it. The first thing is, you decide to do something, or I ask you to do something. So, we have to have the strategic planning around the intake of work. Then we have to plan out the work. Then we actually have to execute the work. We have to understand who's doing what. We have to have transparency to whether or not that work is getting done, or if people need help in that work. Then that work needs to be approved by somebody. And then finally, especially in marketing, then we have to actually deliver that work to a technology like ADM, where we're going to publish it on the web. So, if you take the case of a major financial, a financial company that serves consumers, that financial company is constantly bringing new products to market. Now, if you're bringing new products to market, if you think about the United States, you have to make sure that you have supported the regulatory approval that's necessary for a product. So, that product has to be able to go to the right investor. That product, if it's in a certain state, has to have oversight to it. So, now you're a marketing team, in a financial services organization that's supporting getting new product to market, and in a particular customer, it used to take 'em 63 days to go through all of the approvals necessary to just get content out the door. Now that they are effectively intaking the work, planning the work, executing the work reviewing the work, and delivering the work digitally, that's down to eight days. >> And with the martech platform, you have the data. So, you know what content you want to get out, and you can make decisions much better. I mean, my big takeaway is, you got the art of marketing, and those with the marketing DNA, I don't have that gene, but it's intersecting with the science and automation, and the data, and the workflows, and driving efficiency, and ultimately driving results and revenue. So, that's my big takeaway from this conversation, but Alex, maybe you could give us your takeaway, and then Matt, you can bring us home. >> Yeah. I mean, my takeaway is in this new economy, marketing is a tier one corporate activity. Marketing is a peer activity to manufacturing, to distribution, to sales, and to finance. And every one of those disciplines are managed with a system. Marketing needs its own system, because it's as important as any other organization. And so to me, Dave, it's no more complicated than that. That marketing is now as important as every other function. And it needs to be managed as every other function. And Workfront is the application that marketing manages the workflows, and the business of marketing. >> All right, Matt. Give us your final thoughts, please. >> Yep, no. My final thought, building on what Alex said, so, we've put together a joint point of view with Adobe, and with Workfront, called "Intelligent Content Transformation," right. That is our strategic framework to help clients accelerate on this journey, both of delivering these amazing customer outcomes, but how we transform the processes within the marketing organization. And I think that yes, you can continue to focus on delivering amazing digital experiences for customers, and it's absolutely critical, and that's critical to revenue growth, but actually, what's also critical, is to drive efficiency in these workflows across the enterprise, right? And that is not only going to enable the revenue growth, it's going to enable you to deliver on that promise. But it's also going to result in significant cost and efficiency improvements for these companies, by focusing on marketing in the same way as we have done for procurement transformation, supply chain transformation, finance transformation, HR transformation, right? There's a lot of effort gone into the efficiency of those workflows. We've got to do the same for marketing. So, massive opportunity, Dave, massive. >> It is massive. Every company has to, in some way, shape, or form, put high-quality content in front of their customers to engage with them. Gentlemen, thanks so much for coming on "theCUBE." Really appreciate your time. >> Yeah, thanks for having us. >> All right- >> See you again. >> And thank you everybody for watching. This is Dave Vellante for "theCUBE." You're watching IBM Think 2021, the virtual edition. We'll be right back. (bright music) ♪ Da, de, de, da, da, de, da, la ♪ (bright music)

>> From theCUBE Studios in Palo Alto in Boston, bringing you data-driven insights from theCUBE and ETR, this is Breaking Analysis with Dave Vellante. >> Application performance management AKA APM, you know it's been around since the days of the mainframe. Now, as systems' architectures became more complex, the technology evolved to accommodate client-server, web-tier architectures, mobile and now of course, cloud-based systems. A spate of vendors have emerged to solve the sticky problems associated with ensuring consistent and predictable user experiences. The market has grown, I mean it's decent size, it's about $5 billion globally. It's growing at a consistent 10% CAGR. It's got a variety of established companies and new entrants that are attacking this space. Hi everyone, welcome to this week's Wikibon Cube Insights powered by ETR. My name is Dave Vellante and today, we welcome back ETR's Erik Bradley, who was the chief engagement strategist at Aptiviti which is the holding company of our data partner, ETR. Erik, my friend, great to see you. Thanks so much for coming on and spending some time with us. >> Oh, always enjoy it Dave. Great to see you too and I'm just glad I got some fresh material for ya. >> As always, you have fresh data. Now, Erik just recently hosted an ETR VENN session and on this particular topic, APM. Now VENNs are an open round table, they're exclusively available to ETR's clients and what we do is we sometimes come in theCUBE and we summarize those sessions in our Breaking Analysis. Now Erik, yo let's start with a summary slide here, guys, if you could bring that up, we just want to make a couple of points and... So as I said Erik, I mean this started back, you know in the System/390 days. Now, distributed systems and cloud of course create a lot more complexity, you got data that's really fragmented. You got user data, you got application data, you have infrastructure data and it gets complicated and you've got guys in lab coats having to come in and diagnose these stuff, lot of tribal knowledge. What are you seeing in the space? >> Well yeah, you know to start back, you know it's funny when the panel I hosted, one of the guys even brought up Tivoli, how long ago that was right? Then of course you get, you know you have the solar winds and you had people like that trying to just kind of monitor your network. You know what we've heard a lot about now is infrastructure has really become code-based. So when that happens, you really start wondering to yourself the lines are blurring between infrastructure and application because at the end of the day, what you're really monitoring is code. So it has gotten incredibly complex, you have OnPrem, you have hybrid, you have multi-cloud approach so it has gotten extremely complex and there's also now a third wave of next-gen vendors getting involved in the mix as well. As you're aware, New Relic and Datadog, obviously, Splunk has been in logging and monitoring for a long time. You also had some of the traditional players throw their hat in the ring through acquisition, that you know AppDynamics gobbled up by Cisco and obviously Splunk trying to continue to reinvent themselves a little bit by SignalFx. So it is a very crowded, complex space, it is a complicated problem but it's also a problem that needs to be solved. You know, we were looking at, you said in your intro about, it's only about a $5 billion market right now but there's been a lot of data out there from industry analysts saying that that's going to grow quite handsomely over the next five years and it could get up to 13, 14, 15 billion. And when I asked my panel about that, I had one gentleman say without a doubt, they see the next 10 years that spending in this space will continue. And when you pry and ask why, they simply state that digital transformation is not going to stop, it's marching forward, whether anyone likes it or not and as it does, monitoring is going to be critical, it's only going to increase and increase and increase. So right now, to your point, it's a small market but it's a growing market and there's a lot of entrance in there and their whole goal is to reduce this complexity that you're talking about. >> Now, one of the things we heard from the panel, guys if you bring up that same slide again, you know the third point on that slide was what's closely tied to digital transformation. You heard a number of individuals say, "Look, your digital business is critical, it's all about monitoring your applications and your data and your infrastructure. And we heard a lot that they wanted a, a single pane of glass and you made a number of points about the market. What are your thoughts on both the digital transformation, maybe the COVID acceleration of that mandate and that notion of a single pane of glass, is that aspirational or is it, in your view, something that is actually technically feasible? >> Not only is it technically feasible, it has to happen. It's going to be demanded by the large enterprise, they can't continue to monitor hundreds and hundreds of applications. They need something that not only can give them observability through their entire stack, but they need to be able to view it in one way, there's enough fatigue in monitoring and logging. And actually it goes even further than one pane of glass, they're demanding that these systems can now actually employ machine learning algorithms to be proactive. It's not enough to just say, "Okay, I observed this," you have to let me know that this may happen in the future and what to do about it. So not only is it feasible, it's something that is being demanded by the end-user market and the players that survive are the ones that already have that in their roadmap. >> Now, as we always like to do in these sessions, we're going to bring up some ETR data and we like to position the companies. So what we do is, we're going to bring up some of the pure players, pure-play companies and you can see them on this slide. But Erik, and when we talk about companies in this space, they are well over a dozen. It's just again for reference, you know it's Cisco with AppD, you mentioned that before Dynatrace is one of the leaders, New Relic has been around for awhile and is doing well, Splunk, Datadog. Now of course, and we're not showing them here, AWS, Microsoft and Google cause they just sort of, they pollute the chart. But so I want to start with the guys that are on this view and maybe talk about a few. Elastic came up a lot, certainly AppD came up a little, Dynatrace was obviously mentioned, especially in large organizations. Lot of conversations about New Relic. So let's go through them. Where do you want to start here? >> Yeah there's a lot to go through and we did spend the majority of the panel talking about the individual players, the differences between them and also what we thought their longer term prospects were but yeah, we'll go through each one. I think maybe to start with, let's go back in time a little bit, right? Cisco is a wonderful acquirer, they do a great job at M&A. A lot of companies will acquire something and let it die on the vine. Cisco has proven recently that they are reinventing themselves as a full platform play, whether that be through, you know, kind of, their networking reach or whether it be through the security. And AppDynamics is one of those that actually kind of gives you a little bit of both with being able to monitor. It is a great play for people that are already involved with Cisco. Now, I don't think you're going to see too many people that are non-Cisco customers run out and buy it. There you're going to see some of them, maybe the pure plays or one of my guests called the third wave of vendors. And that third wave is really about a Datadog and a New Relic. Let's talk about Datadog first. >> Yeah let's bring that back up guys, if you would. Now let me just, sorry to interrupt you Erik (indistinct) The vertical axis here is net score, that's the ETR's primary metric, and that's an indication of spending velocity, the higher, the better. And on the horizontal axis is market share. Now we're showing the July data, the October data is in the field, you know once ETR releases that to its clients, then we'll share that with you. But the first thing that jumps out at me is other than Elastic Erik, I mean, I'm not blown away by the spending momentum in this space but let's talk about that and then some of your thoughts on the specific vendors. >> Yeah, you know I'll go back because you asked a little bit about the digital transformation, I don't think I answered it fully. So to your comment about maybe not being impressed with the spend, I think this is one where the spend is going to come, kind of as a laggard because you're not going to rush out and go buy the software to monitor until you've built out the, what needs to be monitored. So as we're seeing this increase in the digital transformation, and I think you and I had a conversation in the past, but when COVID first hit and I did a series of panels, we had one person say that this virus is going to increase digital transformation by five to 10 years. Now that was an amazing statement. Basically, if you were on the fence, if you didn't, if you weren't already heading down to digital transformation, you needed to play catch up quickly. So now that you are doing that right, now that you're moving from OnPrem to a multicloud or a hybrid cloud environment, you have to get observability, you have to get monitoring into it. So now these players start to play catch up and this is where you're going to see the proof of concepts and you're going to see people trying to decide which direction they're going to take their company. Now back to the actual vendors. I believe that there is some differentiation, right? So we'll just take, for instance, Splunk. Splunk is obviously probably the biggest boy on the block when it comes to just straight up logging and monitoring. They've leveraged that big boy position to really, you know, add some costs, kind of intimidate their customers they've been compared in the past of the type of things that Oracle used to do from their cost perspective. And that's opened up some new competition, Datadog is one of those. According to my panel, Datadog is viewed more for logging and monitoring than it is truly full end-to-end observability throughout your entire network and application system. So that is one of the areas that's there. Now, to stay on those two names for a quick second, Splunk obviously has some holes in what they're trying to offer, they went out and tried to buy SignalFx to fill one of those holes. Now according to my panel again, did a great job filling that hole, problem is if you have a boat with three holes, you can't put your fingers everywhere. So they think, hey listen, Splunk scrape, they're going to keep the company they have and I know that we can talk a little bit more about valuations and the equity side later, but I think it's very clear that their sales and revenue are trending flat to down, whereas some of these other names still have great acceleration in their sales. So Splunk and Datadog both are really facing pressure from Elastic or generally just open-source. >> I was struck by the panel and how much emphasis they, how much complaining they did about Splunk pricing. Generally, I feel like hey, if your price is too high is the biggest objection, that's actually not a bad thing for a company but the way they kept hitting on it and said, "Hey, we're actively looking for alternatives" and Datadog was one of those and given the momentum that Datadog has, I don't think that that's necessarily a positive. But you know Splunk has a lot of loyal customers but you know to your point if you go back to the slide, Elastic came up very, very strong and they are head and shoulders from a spending momentum above the rest of the crowd here. >> Right. And you know, so you're right. If the only problem with a vendor or a technology is cost, usually you live with it because that means it's giving you what you need. So okay, it's expensive but it's also the best in breed and that's where Splunk has been for a very long time. And I think they're resting on their laurels knowing that. Enter Elastic and you say to these guys, the panel, I asked them, well okay, you can make Elastic work but is it truly a viable alternative from a technology standpoint? And the answer to that was not only is it viable, it's half the price. So if you can bring something in that can do the job the same and it's half the cost, it's really difficult not to at least try. And I had one of the other gentlemen who was a Datadog customer said, "Listen, we love Datadog, we were a huge customer and then I started getting enormous bills and I just switched over to open-source, I switched to Elastic, I switched to Kibana, I switched to Kafka and I can do this search myself. Now the difference is not every enterprise has the human skillset to do so and I'm not saying Splunk's going to turn around to disappear tomorrow, not even close. Because there is a difference in spending that money with the vendor or spending that money developing the human skillset to use open-source. But the bigger backdrop here is there are more alternatives than there used to be, there's more competition and the space is getting very crowded. >> Yeah, comment on open-source. I mean open-source is free like a puppy. But the thing about that, and we had one of the panelists was a very senior consultant, exclusively work with very large companies, he told a story about one of the companies years ago, he came in to solve a problem. The problem was they had 70% availability and then they had no visibility on their infrastructure and there's really no great, no good monitor, they get them up to whatever, five nines or two, three nines or wherever they got them to, but dramatic improvement. And so, but he said, "Look it, I work with companies with billions of dollars, $3 billion IT budgets so they don't rely on open-source for this stuff, they're happy to spend." But there's a huge market, particularly in the mid size where we heard that New Relic plays in a big way, it might be more receptive to open-source. >> Couple of great points there Dave, honestly. I'm going to jump over to the use case that was given by that person who was in a healthcare role. And essentially the part I didn't write into my summary was that his CEO was two days away from shutting down the entire business because he was so frustrated that he had no observability and Dynatrace was the one that was able to step in and fix that. And this gentleman did say that the majority of the companies that he does work with which are all in the Fortune 100, Dynatrace has a stranglehold in that spot. So that's really interesting to note. Now on the flip side, when pushed a little bit more later in the panel, he said, "Dynatrace is sort of resting on its laurels from a product roadmap standpoint and that's going to open up the possibility of a New Relic getting in," a transition to New Relic as you mentioned on their small to medium sized business. They recently launched a new pricing strategy which is basically a free version to get you involved to kind of get their hooks into you and see if you can work it out. And basically what they're trying to do there I think is, you know, make up for their lack of marketing. As you saw the panel that we spoke about said, "New Relic's technology is fantastic." They have the ability to provide a single pane of glass which is the Holy Grail in this space and they have the ability to provide machine learning and proactive type of ability which again are the two things that all of the end-users are asking for. The problem is that most people might not be aware of it because New Relic doesn't have as flashy a marketing department, they don't have the dollars as much as the others to go out there and compete with the Splunk and Dynatrace and Cisco. But from a roadmap perspective, it was almost unanimous that our panel agreed, New Relic is by far, one of the leaders from a functionality standpoint. >> Yeah, if you guys bring that slide up one more time, the X Y. I mean, I look at where New Relic is and I'm like wow, I'm surprised. I mean this company, I mean they were the hot company for awhile and I think still have the capability. You're talking about the technology. NRDB, New Relic database is like, it kicks ass. In fact, you know Erik, somebody brought up in the panel that they thought that snowflake could compete in this market because essentially Snowflake's positioning is this data cloud. But you know, here's New Relic, they have a purpose-built database specifically for monitoring an APM so you would think that with that technology, they could really make some moves. And then I just want to bring in two other companies to the mix here. Honeycomb who I think even their founder and former CEO now CTO, she coined the term I believe, observability. And there's another company that is run by Jeremy Burton, company's called Observe, okay (indistinct) and it's funded by the Silicon Valley Mafia. So that's going to be an interesting one to watch, they're coming out, well they're out of stealth but they're doing a launch on October 7th. So I think those are two companies that could disrupt this space and I would expect to see, as you said, it's a latent momentum in net score from a dataset standpoint because people are trying to plug the holes cause of COVID, you know security, work from home, that pivot and now it's really on to digital transformation and that's where APM really comes in. >> It really does and again, it comes back to that comment someone made a long time ago that everything's becoming code as software eats the world and everything becomes code, you need the ability to kind of monitor that code, enter Honeycomb. And as you know, we have two different studies at ETR, one of them is for emerging technology. Honeycomb is in our emerging technology study that's more of a private series B to series E round stage whereas our main study is for companies that are pre IPO or already public. But Honeycomb is a little bit different in my opinion, that they're focused very much so on the developers or the software engineers. They're a very microservices oriented type of product whereas some of the other ones may have started as an infrastructure monitoring and then kind of work their way backward into application. But Honeycomb certainly needs to be observed and it's funny when you talk about that, the one thing I think is, "Oh great, more players." The crowded space gets even more crowded. And I think well you know, kind of foreshadowing something you and I will be speaking about in a little bit but there's a lot of players in this space and there's a lot of other possible interest in there. You mentioned Snowflake. It actually wasn't brought up from our panelists, it was a question that came from one of my clients that said, "Hey, I'm curious, can snowflake play in this space?" And the panel thought about it for a second and said, "There's absolutely no reason why they can't, they most certainly can." And we all know the cash they have so I mean the easiest way to play in that would maybe be to buy some of the technology, integrate it in and yeah, they have that portability. And if I can real quickly, they've just, one of the things that came out that was so important about this, we haven't spoken about the vendors is, is the public cloud. The public cloud offers this. They offer monitoring, they'll give it to you for free. If I'm going to run Kubernetes at Google, I'm going to get the monitoring for free which is super nice, right? But if I have an enterprise that has multicloud or hybrid cloud, and I'm working outside of that public cloud silo, it doesn't work. This is the exact conversation you and I had about Snowflake. AWS Redshift's fantastic but it doesn't work outside of AWS. So if every one of our enterprises continues on the digital transformation, they need portability. They have to be able to go across any architecture structure and that's why these independent providers are really starting to gain steam when you would think they could never compete with the public cloud. >> Yeah man, that's a great point. And we've talked about this in the context of Snowflake that who are you going to trust with your multi-cloud strategy? Are you going to trust AWS? Are you going to trust Google? Yeah, okay, they got Anthos but we kind of know why they're taking that posture. Microsoft, look, I'm probably going to partner with somebody who can, who's maybe I have a relationship with them with my OnPrem and that is really sort of agnostic to the various clouds so I'm glad you brought that up. And you know the point you're making about Honeycomb is a good one and I'll add that, again, it gets more complex with microservices and containers, that's spinning them up, spinning them down. Sometimes these, first of all, these microservices, sometimes aren't that micro and second of all, you're sometimes talking about hundreds of thousands of containers so it's a really increasingly complex environment. All right. What I want to do is-- >> You didn't even touch on serverless, we'll do that some other day. >> Oh, yeah, I mean absolutely. A hundred percent, right. So, now let's take a look at some of the valuations, guys if you bring that up for me. So I put this little chart together and it's always instructive. Now I like to, simple guy Erik so I like to... So you see, the company, I take a trailing 12-month revenue and then the market cap as of 9/25. And then just a simple revenue multiple, just to get a sense, it's not a hardcore valuation model but it's interesting and there usually is a correlation to the growth rate, I just pulled that off the latest quarterly growth rate. I mean, look at Datadog. I mean that's like Snowflake pre IPO valuations. I mean you're really, right around there with smaller revenue, smaller growth rate, Snowflakes up in the whatever 120% range but well eye-popping. You know the same valuation as Splunk, I mean that's just amazing. What do you make of this data? >> Well, you know I was an equity analyst for almost 15 years on the Wall Street side. So the, my first caveat is a trailing revenue to the multiple is not always the same because people are looking at what the forward expected revenue will be but I actually do see the correlation here. And when you brought this up, my eyes popped open. I do not understand why Datadog has a 27 billion market cap on a trailing 350 million in revenue. I just don't know if their forward looking growth really warrants that and at the same time, then you look at a Splunk, right? I mean they have two and a half billion in revenue but their growth rate's down and truthfully, when I see a -5% growth rate, I don't know why you weren't at 12% sales either. I would argue that there's quite a few names on here that could be in for a reckoning, ETR actually as far back as a year ago caught this in our data and said, "Hey, there's some inflection points here and I think investors need to pay attention to them." And since we came out with the July report, a lot of these names we're talking about, despite insane valuations in the equity markets are flat to down. And, you know I do think that, hey if they stay stagnant and their technology is right but it's a crowded space, I think we're really leading to the point where as one of my panelists said, this industry is ripe for consolidation. These players are not all going to be here in 12 months, it's that simple. >> Yeah and by the way, thank you for mentioning that as a former equity analyst, you were right (indistinct) 12 months, it's kind of the rear-view mirror. But I'll tell you, two reasons why I do that. One is, I put the growth rate in there so you can pick your own growth rate and your own forward revenue. The other is it's really easy for me to get TTM off a Yahoo as opposed to >> Right exactly. >> And so truth be told. But, guys bring that back up one more time cause I want to make a point about New Relic. I mean I think they are potentially right for an M&A because they got great technology. Now remember Elliot Management is in there and when Elliot's is in there, stuff's going to happen. They're going to start cleaning house, they're going to really create changes, they don't just get in in a big way and sit back and watch, they are extremely active. And the New Relic, leader in this space, great technology, great heritage. So either they got to clean up and get that valuation back up maybe as you pointed out, little bit better marketing posture, et cetera or they get taken out. >> Yeah and let's think about the two things that coincide, right? You have one of the world's best activist funds get involved in Elliot Management. And as you said, they don't get involved to just sort of watch or observe as we're talking about here today, they are very active in trying to get some sort of a, you know, corporate action done. And at the same time, all of a sudden New Relic comes out with a new pricing model. They're trying to create a moat around the small to medium business, right? They're trying to grow their footprint. Now the great thing about getting involved in small to medium businesses, it starts off for free but you grow with them. So I don't think those two are a coincidence, let me just put it that way. I think that they're coming in, they're trying to entrench themselves in a new market and set themselves up for future growth and I truly believe that based on the product roadmap and the feedback we were getting from the end-users in my panel, New Relic has the ability to look across all architecture, it has the ability to provide a single pane of glass and it has the ability to incorporate machine learning for proactive response. Their roadmap is fantastic, they have an active manager inside as an investor, I don't think they're going to be around for much, much longer. And obviously that you look around and you wonder who the acquirers will be and it might be one of the major cloud players. >> Yeah that would be interesting. I mean it gives them a play in a multicloud world and either they're going to just use that for their own advantage or they will actually see that as an opportunity, we'll be itching to watch. Alright, anything we didn't cover that you want to touch on or give us your final thoughts, please Erik. >> You know I would also just sort of mention a little bit about Splunk. This is a company that has a tremendous amount of revenue, a tremendous installed customer base but many, many times we've seen it before and Oracle is the greatest example. They kind of forget about their customers and they don't treat them properly. And I can't tell you how many people I have mentioned to me said, "Hey when this all went down in the viral pandemic and I went to Splunk and I asked for a little bit of pricing flexibility, I asked for this, I asked for that and they just wouldn't give it to me." And I wrote an article once called (indistinct) never forget similar to an elephant. And when they come out the other side, they're going to find a way to replace them. And today I also wrote an article that it was our 200th interview and I entitled it, The Splunk Funk. And basically it's about all the alternatives that are now out there, not just open source, but other vendors, even the vulnerability management players like a Rapid7, like a Tenable are getting into this space now. Fortinet, which one guy called "Fortaeverything" is a company that's really expanding. So I would just really kind of caution some of those vendors out there that don't rest on your laurels, don't take your customers for granted because sooner or later, they're going to be in a position to bite the back. >> Well I'll say this about Splunk, I've been following the company since the early part of last decade and I've done a lot of Cube interviews at their shows. They do have a passionate, passionate customer base, they got the experts that run around with that crazy hat and I've seen Splunk killers emerge for the last decade and so... But I think your point is right. I mean they've, the SignalFx acquisition was something that, it was a hole to fill and it gets them into a subscription-based model, they're going through that transition now. But I think they have some real gravity with their customer base. So, all right, let me summarize. For years, the application monitoring and management, it's really relied on alerts, logs, traces and even what I call tribal knowledge. In that world of pre-distributed systems, that was fine, like I said a trace can tell you what was going on. But things have begotten much more complicated architecturally with cloud and mobile and they're really changing fast now. Erik mentioned serverless, we talked about containers. So, today it's much harder to understand the customer experience because it's difficult to get a full picture of the data. And what I mean by that is that the user data, the application data, the infrastructure data, they're all fragmented and the Holy Grail solution really takes all this disparate data, it ingests it, it transforms it. Connects the dots if you will, across clouds, Onprem and then it shapes it, brings in machine intelligence, really creating an organic systems view that can proactively tell you that there's a problem coming. And finally, nearly absolute Nirvana is doing this in a way that non-technical people are going to be able to understand the true user experience. You know in theory, this is going to allow organizations to remediate in 110th the time with much, much lower costs and that's going to be critical in this world of digital transformation. So thank you Erik, really appreciate you coming on today. >> Always enjoy it Dave, it's always great talking to you and hopefully we'll do it again soon. >> All right, I can't wait. And thank you everybody for watching this episode of theCUBE Insights powered by ETR. Remember these episodes, they're all available on podcasts. We publish weekly on wikibon.com and siliconangle.com so you got to check that out. And don't forget, go to etr.plus for all the survey action. Would appreciate if you kindly comment on my LinkedIn post or tweet me @dvellante or email at david.vellante@siliconangle.com This is Dave Vellante. Thanks so much to Erik Bradley, be well and we'll see you next time. (bouncy music)

>>from around the globe. It's the queue with digital coverage of AWS public sector online brought to you by Amazon Web services. >>Everyone welcome back to the Cube's virtual coverage of AWS Public sector summit online. That's the virtual conference. Public Sector Summit is the big get together for Teresa Carlson and her team and Amazon Web services from the public sector, which includes all the government agencies as well as education state governments here in United States and also abroad for other governments and countries. So we're gonna do an analysis of Teresa's keynote and also summarize the event as well. I'm John Furrow, your host of the Cube. I'm joined with my co host of the Cube, Dave Volante Stew Minimum. We're gonna wrap this up and analyze the keynote summit a really awkward, weird situation going on with the Summit because of the virtual nature of it. This event really prides itself. Stew and Dave. We've all done this event. It's one of our favorites. It's a really good face to face environment, but this time is virtual. And so with the covert 19 that's the backdrop to all this. >>Yeah, so I mean, a couple of things, John. I think first of all, A Z, you've pointed out many times. The future has just been pulled forward. I think the second thing is with this whole work from home in this remote thing obviously was talking about how the cloud is a tailwind. But let's face it. I mean, everybody's business was affected in some way. I think the cloud ultimately gets a tail wind out of this, but but But I think the third thing is security. Public sector is always heavily focused on security, and the security model has really changed overnight to what we've been talking about for years that the moat that we've built the perimeter is no longer where organizations need to be spending money. It's really to secure remote locations. And that literally happened overnight. So things like a security cloud become much, much more important. And obviously endpoint security and other other things that we've talked about in the Cube now for last 100 days. >>Well, Steve, I want to get your thoughts cause you know, we all love space. Do we always want to go the best space events that they're gonna be virtual this year as well? Um, But the big news out of the keynote, which was really surprising to me, is Amazon's continued double down on their efforts around space, cyber security, public and within the public sector. And they're announcing here, and the big news is a new space business segment. So they announced an aerospace group to serve those customers because space to becoming a very important observation component to a lot of the stuff we've seen with ground station we've seen at reinvent public sector. These new kinds of services are coming out. It's the best, the cloud. It's the best of data, and it's the best of these new use cases. What's your thoughts? >>Yeah, interesting. John, of course. You know, the federal government has put together Space Forces, the newest arm of the military. It's really even though something it is a punchline. There's even a Netflix show that I believe got the trademark board because they registered for it first. But we've seen Amazon pushing into space. Not only there technology being used. I had the pleasure of attending the Amazon re Marcia last year, which brought together Jeff Bezos's blue origin as well as Amazon AWS in that ecosystem. So AWS has had a number of services, like ground Station that that that are being used to help the cloud technology extend to what's happening base. So it makes a lot of sense for for the govcloud to extend to that type of environment aside you mentioned at this show. One of the things we love always is. You know, there's some great practitioner stories, and I think so many over the years that we've been doing this show and we still got some of them. Theresa had some really good guests in her keynote, talking about transformation and actually, one of the ones that she mentioned but didn't have in the keynote was one that I got to interview. I was the CTO for the state of West Virginia. If you talk about one of those government services that is getting, you know, heavy usage, it's unemployment. So they had to go from Oh my gosh, we normally had people in, you know, physical answering. The phone call centers to wait. I need to have a cloud based contact center. And they literally did that, you know, over the weekend, spun it up and pulled people from other organizations to just say, Hey, you're working from home You know you can't do your normal job Well, we can train your own, we can get it to you securely And that's the kind of thing that the cloud was really built for >>and this new aerospace division day this really highlights a lot of not just the the coolness of space, but on Earth. The benefits of there and one of Amazon's ethos is to do the heavy lifting, Andy Jassy told us on the Cube. You know, it could be more cost effective to use satellites and leverage more of that space perimeter to push down and look at observation. Cal Poly is doing some really interesting work around space. Amazon's worked with NASA Jet Propulsion Labs. They have a lot of partnerships in aerospace and space, and as it all comes together because this is now an augmentation and the cost benefits are there, this is going to create more agility because you don't have to do all that provisioning to get this going spawned. All kinds of new creativity, both an academic and commercial, your thoughts >>Well, you know, I remember the first cloud first came out people talked a lot about while I can do things that I was never able to do before, you know, The New York Times pdf example comes to mind, but but I think what a lot of people forget is you know the point to a while. A lot of these mission critical applications Oracle databases aren't moving to the cloud. But this example that you're giving and aerospace and ground station. It's all about being able to do new things that you weren't able to do before and deliver them as a service. And so, to me, it shows a great example of tam expansion, and it also shows things that you never could do before. It's not just taking traditional enterprise APs and sticking them in the cloud. Yeah, that happens. But is re imagining what you can do with computing with this massive distributed network. And you know, I O. T. Is clearly coming into into play here. I would consider this a kind of I o t like, you know, application. And so I think there are many, many more to come. But this is a great example of something that you could really never even conceive in enterprise Tech before >>you, Dave the line on that you talked about i o t talk a lot about edge computing. Well, if you talk about going into space, that's a new frontier of the edge that we need to talk about >>the world. Glad it's round. So technically no edge if you're in space so again not to get nuance here and nerdy. But okay, let's get into the event. I want to hold on the analysis of the keynote because I think this really society impact public service, public sector, things to talk about. But let's do a quick review of kind of what's happened. We'll get to the event. But let's just review the guests that we interviewed on the Cube because we have the cube virtual. We're here in our studios. You guys were in yours. We get the quarantine cruise. We're still doing our job to get the stories out there. We talked to Teresa Carlson, Shannon Kellogg, Ken Eisner, Sandy Carter, Dr Papa Casey Coleman from Salesforce, Dr Shell Gentleman from the Paragon Institute, which is doing the fairground islands of researcher on space and weather data. Um, Joshua Spence math you can use with the Alliance for Digital Innovation Around some of this new innovation, we leave the Children's National Research Institute. So a lot of great guests on the cube dot net Check it out, guys. I had trouble getting into the event that using this in Toronto platform and it was just so hard to navigate. They've been doing it before. Um, there's some key notes on there. I thought that was a disappointment for me. I couldn't get to some of the sessions I wanted to, um, but overall, I thought the content was strong. Um, the online platform just kind of wasn't there for me. What's your reaction? >>Well, I mean, it's like a Z. That's the state of the art today. And so it's essentially a webinar like platforms, and that's what everybody's saying. A lot of people are frustrated with it. I know I as a user. Activity clicks to find stuff, but it is what it is. But I think the industry is can do better. >>Yeah, and just to comment. I'll make on it, John. One of things I always love about the Amazon show. It's not just what AWS is doing, But, you know, you walk the hallways and you walk the actual So in the virtual world, I walk the expo floor and its okay, Here's a couple of presentations links in an email address if you want to follow up, I felt even the A previous AWS online at a little bit more there. And I'm sure Amazon's listening, talking to all their partners and building out more there cause that's definitely a huge opportunity to enable both networking as well. As you know, having the ecosystem be able to participate more fully in the event >>and full disclosure. We're building our own platform. We have the platforms. We care about this guys. I think that on these virtual events that the discovery is critical having the available to find the sessions, find the people so it feels more like an event. I think you know, we hope that these solutions can get better. We're gonna try and do our best. Um, so, um well, keep plugging away, guys. I want to get your thoughts. They have you been doing a lot of breaking analysis on this do and your interviews as well in the technology side around the impact of Covert 19 with Teresa Carlson and her keynote. Her number one message that I heard was Covad 19 Crisis has caused a imperative for all agencies to move faster, and Amazon is kind of I won't say put things to the side because they got their business at scale. Have really been honing in on having deliverables for crisis solutions. Solving the problems and getting out to Steve mentioned the call centers is one of the key interviews. This is that they're job. They have to do this cove. It impacts the public services of the public sector that she's that they service. So what's your reaction? Because we've been covering on the commercial side. What's your thoughts of Teresa and Amazon's story today? >>Yeah, well, she said, You know, the agencies started making cloud migrations that they're at record pace that they'd never seen before. Having said that, you know it's hard, but Amazon doesn't break out its its revenue in public sector. But in the data, I look at the breaking analysis CTR data. I mean, it definitely suggests a couple of things. Things one is I mean, everybody in the enterprise was affected in some way by Kobe is they said before, it wouldn't surprise me if there wasn't a little bit of a pause and aws public sector business and then it's picking up again now, as we sort of exit this isolation economy. I think the second thing I would say is that AWS Public sector, based on the data that I see, is significantly outpacing the growth of AWS. Overall number one number two. It's also keeping pace with the growth of Microsoft Azure. Now we know that AWS, on balance is much bigger than Microsoft Azure and Infrastructures of Service. But we also know that Microsoft Azure is growing faster. That doesn't seem to be the case in public sector. It seems like the public sector business is is really right there from in terms of growth. So it really is a shining star inside of AWS. >>Still, speed is a startup game, and agility has been a dev ops ethos. You couldn't see more obvious example in public sector where speed is critical. What's your reaction to your interviews and your conversations and your observations? A keynote? >>Yeah, I mean something We've all been saying in the technology industry is Just imagine if this had happened under 15 years ago, where we would be So where in a couple of the interviews you mentioned, I've talked to some of the non profits and researchers working on covert 19. So the cloud really has been in the spotlight. Can I react? Bask scale. Can I share information fast while still maintaining the proper regulations that are needed in the security so that, you know, the cloud has been reacting fast when you talk about the financial resource is, it's really nice to see Amazon in some of these instances has been donating compute occasional resource is and the like, so that you know, critical universities that are looking at this when researchers get what they need and not have to worry about budgets, other agencies, if you talk about contact centers, are often they will get emergency funding where they have a way to be able to get that to scale, since they weren't necessarily planning for these expenses. So you know what we've been seeing is that Cloud really has had the stress test with everything that's been going on here, and it's reacting, so it's good to see that you know, the promise of cloud is meeting that scale for the most part, Amazon doing a really good job here and you know, their customers just, you know, feel The partnership with Amazon is what I've heard loud and clear. >>Well, Dave, one of these I want to get your reaction on because Amazon you can almost see what's going on with them. They don't want to do their own horn because they're the winners on the pandemic. They are doing financially well, their services. All the things that they do scale their their their position, too. Take advantage. Business wise of of the remote workers and the customers and agencies. They don't have the problems at scale that the customers have. So a lot of things going on here. These applications that have been in the i t world of public sector are old, outdated, antiquated, certainly summer modernize more than others. But clearly 80% of them need to be modernized. So when a pandemic hits like this, it becomes critical infrastructure. Because look at the look of the things unemployment checks, massive amount of filings going on. You got critical service from education remote workforces. >>these are >>all exposed. It's not just critical. Infrastructure is plumbing. It's The applications are critical. Legit problems need to be solved now. This is forcing an institutional mindset that's been there for years of, like, slow two. Gotta move fast. I mean, this is really your thoughts. >>Yeah. And well, well, with liquidity that the Fed put into the into the market, people had, You know, it's interesting when you look at, say, for instance, take a traditional infrastructure provider like an HP era Dell. Very clearly, their on Prem business deteriorated in the last 100 days. But you know HP Q and, well, HBO, you had some some supply chain problem. But Dell big uptick in this laptop business like Amazon doesn't have that problem. In fact, CEOs have told me I couldn't get a server into my data center was too much of a hassle to get too much time. It didn't have the people. So I just spun up instances on AWS at the same time. You know, Amazon's VD I business who has workspaces business, you know, no doubt, you know, saw an uptick from this. So it's got that broad portfolio, and I think you know, people ask. Okay, what remains permanent? Uh, and I just don't see this This productivity boom that we're now finally getting from work from home pivoting back Teoh, go into the office and it calls into question Stu, when If nobody is in the corporate office, you know the VP ends, you know, the Internet becomes the new private network. >>It's to start ups moving fast. The change has been in the past two months has been, like, two years. Huge challenges. >>Yeah, John, it's an interesting point. So, you know, when cloud first started, it was about developers. It was about smaller companies that the ones that were born in the cloud on The real opportunity we've been seeing in the last few months is, you know, large organizations. You talk about public sector, there's non profits. There's government agencies. They're not the ones that you necessarily think of as moving fast. A David just pointing out Also, many of these changes that we're putting into place are going to be with us for a while. So not only remote work, but you talk about telehealth and telemedicine. These type of things, you know, have been on our doorstep for many years, but this has been a forcing function toe. Have it be there. And while we will likely go back to kind of a hybrid world, I think we have accelerated what's going on. So you know, there is the silver lining in what's going on because, you know, Number one, we're not through this pandemic. And number two, you know, there's nothing saying that we might have another pandemic in the future. So if the technology can enable us to be more flexible, more distributed a xai I've heard online. People talk a lot. It's no longer work from home but really work from anywhere. So that's a promise we've had for a long time. And in every technology and vertical. There's a little bit of a reimagining on cloud, absolutely an enabler for thinking differently. >>John, I wonder if I could comment on that and maybe ask you a question. That's okay. I know your host. You don't mind. So, first of all, I think if you think about a framework for coming back, it's too said, You know, we're still not out of this thing yet, but if you look at three things how digital is an organization. How what's the feasibility of them actually doing physical distancing? And how essential is that business from a digital standpoint you have cloud. How digital are you? The government obviously, is a critical business. And so I think, you know, AWS, public Sector and other firms like that are in pretty good shape. And then there's just a lot of businesses that aren't essential that aren't digital, and those are gonna really, you know, see a deterioration. But you've been you've been interviewing a lot of people, John, in this event you've been watching for years. What's your take on AWS Public sector? >>Well, I'll give an answer that also wants to do away because he and I both talk to some of the guests and interview them. Had some conversations in the community is prep. But my take away looking at Amazon over the past, say, five or six years, um, a massive acceleration we saw coming in that match the commercial market on the enterprise side. So this almost blending of it's not just public sector anymore. It looks a lot like commercial cause, the the needs and the services and the APS have to be more agile. So you saw the same kind of questions in the same kind of crazy. It wasn't just a separate division or a separate industry sector. It has the same patterns as commercial. But I think to me my big takeaways, that Theresa Carlson hit this early on with Amazon, and that is they can do a lot of the heavy lifting things like fed ramp, which can cost a $1,000,000 for a company to go through. You going with Amazon? You onboard them? You're instantly. There's a fast track for you. It's less expensive, significantly less expensive. And next thing you know, you're selling to the government. If you're a start up or commercial business, that's a gold mine. I'm going with Amazon every time. Um, and the >>other >>thing is, is that the government has shifted. So now you have Covad 19 impact. That puts a huge premium on people who are already been setting up for digital transformation and or have been doing it. So those agencies and those stakeholders will be doing very, very well. And you know that Congress has got trillions of dollars day. We've covered this on the Cube. How much of that coverage is actually going for modernization of I T systems? Nothing. And, you know, one of things. Amazon saying. And rightfully so. Shannon Kellogg was pointing out. Congress needs to put some money aside for their own agencies because the citizens us, the taxpayers, we got to get the services. You got veterans, you've got unemployment. You've got these critical services that need to be turned on quicker. There's no money for that. So huge blind spot on the whole recovery bill. And then finally, I think that there's a huge entrepreneurial thinking that's going to be a public private partnership. Cal Poly, Other NASA JPL You're starting to see new applications, and this came out of my interviews on some of the ones I talked to. They're thinking differently, the doing things that have never been done before. And they're doing it in a clever, innovative way, and they're reinventing and delivering new things that are better. So everything's about okay. Modernize the old and make it better, and then think about something new and completely different and make it game changing. So to me, those were dynamics that are going on than seeing emerge, and it's coming out of the interviews. Loud and clear. Oh, my God, I never would have thought about that. You can only do that with Cloud Computing. A super computer in the Cloud Analytics at scale, Ocean Data from sale Drone using satellite over the top observation data. Oh, my God. Brilliant. Never possible before. So these are the new things that put the old guard in the Beltway bandits that check because they can't make up the old excuses. So I think Amazon and Microsoft, more than anyone else, can drive change fast. So whoever gets there first, well, we'll take most of the shares. So it's a huge shift and it's happening very fast more than ever before this year with Covert 19 and again, that's the the analysis. And Amazon is just trying to like, Okay, don't talk about us is we don't want to like we're over overtaking the world because outside and then look opportunistic. But the reality is we have the best solution. So >>what? They complain they don't want to be perceived as ambulance station. But to your point, the new work loads and new applications and the traditional enterprise folks they want to pay the cow path is really what they want to dio. And we're just now seeing a whole new set of applications and workloads emerging. What about the team you guys have been interviewing? A lot of people we've interviewed tons of people at AWS reinvent over the years. We know about Andy Jassy at all. You know, his his lieutenants, about the team in public sector. How do they compare, you know, relative to what we know about AWS and maybe even some of the competition. Where do you Where do you grade them? >>I give Amazon and, um, much stronger grade than Microsoft. Microsoft still has an old DNA. Um, you got something to tell them is bring some fresh brand there. I see the Jedi competition a lot of mud slinging there, and I think Microsoft clearly got in fear solution. So the whole stall tactic has worked, and we pointed out two years ago the number one goal of Jet I was for Amazon not to win. And Microsoft looks like they're gonna catch up, and we'll probably get that contract. And I don't think you're probably gonna win that out, right? I don't think Amazon is gonna win that back. We'll see. But still doesn't matter. Is gonna go multi cloud anyway. Um, Teresa Carlson has always had the right vision. The team is exceptional. Um, they're superb experience and their ecosystem partners Air second and NASA GPL Cal Poly. The list goes on and on, and they're attracting new talent. So you look at the benchmark new talent and unlimited capability again, they're providing the kinds of services. So if we wanted to sell the Cube virtual platform Dave, say the government to do do events, we did get fed ramp. We get all this approval process because Amazon customer, you can just skate right in and move up faster versus the slog of these certifications that everyone knows in every venture capitalists are. Investor knows it takes a lot of time. So to me, the team is awesome. I think that the best in the industry and they've got to balance the policy. I think that's gonna be a real big challenge. And it's complex with Amazon, you know, they own the post. You got the political climate and they're winning, right? They're doing well. And so they have an incentive to to be in there and shape policy. And I think the digital natives we are here. And I think it's a silent revolution going on where the young generation is like, Look at government served me better. And how can I get involved? So I think you're going to see new APS coming. We're gonna see a really, you know, integration of new blood coming into the public sector, young talent and new applications that might take >>you mentioned the political climate, of course. Pre Cove. It'll you heard this? All that we call it the Tech lash, right, The backlash into big tech. You wonder if that is going to now subside somewhat, but still is the point You're making it. Where would we be without without technology generally and big tech stepping up? Of course, now that you know who knows, right, Biden looks like he's, you know, in the catbird seat. But there's a lot of time left talking about Liz more on being the Treasury secretary. You know what she'll do? The big tech, but But nonetheless I think I think really it is time to look at big tech and look at the Tech for good, and you give them some points for that. Still, what do you think? >>Yeah, first of all, Dave, you know, in general, it felt like that tech lash has gone down a little bit when I look online. Facebook, of course, is still front and center about what they're doing and how they're reacting to the current state of what's happening around the country. Amazon, on the other hand, you know, a done mentioned, you know, they're absolutely winning in this, but there hasn't been, you know, too much push back if you talk culturally. There's a big difference between Amazon and AWS. There are some concerns around what Amazon is doing in their distribution facilities and the like. And, you know, there's been lots of spotlights set on that, um, but overall, there are questions. Should AWS and Amazon that they split. There's an interesting debate on that, Dave, you and I have had many conversations about that over the past couple of years, and it feels like it is coming more to a head on. And if it happens from a regulation standpoint, or would Amazon do it for business reason because, you know, one of Microsoft and Google's biggest attacks are, well, you don't want to put your infrastructure on AWS because Amazon, the parent company, is going to go after your business. I do want to pull in just one thread that John you and Dave were both talking about while today you know, Amazon's doing a good job of not trying todo ambulance case. What is different today than it was 10 or 20 years ago. It used to be that I t would do something and they didn't want to talk to their peers because that was their differentiation. But Amazon has done a good job of explaining that you don't want to have that undifferentiated heavy lifting. So now when an agency or a company find something that they really like from Amazon talking all their peers about it because they're like, Oh, you're using this Have you tried plugging in this other service or use this other piece of the ecosystem? So there is that flywheel effect from the cloud from customers. And of course, we've talked a lot about the flywheel of data, and one of the big takeaways from this show has been the ability for cloud to help unlock and get beyond those information silos for things like over 19 and beyond. >>Hey, John, if the government makes a ws spin out or Amazon spin out AWS, does that mean Microsoft and Google have to spin out their cloud businesses to? And, uh, you think that you think the Chinese government make Alibaba spin out its cloud business? >>Well, you know the thing about the Chinese and Facebook, I compare them together because this is where the tech lash problem comes in. The Chinese stolen local property, United States. That's well documented use as competitive advantage. Facebook stole all the notional property out of the humans in the world and broke democracy, Right? So the difference between those bad tech actors, um, is an Amazon and others is 11 enabling technology and one isn't Facebook really doesn't really enable anything. If you think about it, enables hate. It enables some friends to talk some emotional reactions, but the real societal benefit of historically if you look at society, things that we're enabling do well in free free societies. Closed systems don't work. So you got the country of China who's orchestrating all their actors to be state driven, have a competitive advantage that's subsidised. United States will never do that. I think it's a shame to break up any of the tech companies. So I'm against the tech lash breakup. I think we should get behind our American companies and do it in an open, transparent way. Think Amazon's clearly doing that? I think that's why Amazon's quiet is because they're not taking advantage of the system that do things faster and cheaper gets that's there. Ethos thinks benefits the consumer with If you think about it that way, and some will debate that, but in general Amazon's and enabling technology with cloud. So the benefits of the cloud for them to enable our far greater than the people taking advantage of it. So if I'm on agency trying to deliver unemployment checks, I'm benefiting the citizens at scale. Amazon takes a small portion of that fee, so when you have enabling technologies, that's how to me, The right capitalism model works Silicon Valley In the tech companies, they don't think this way. They think for profit, go big or go home and this has been an institutional thing with tech companies. They would have a policy team, and that's all they did. They didn't really do anything t impact society because it wasn't that big. Now, with networked economies, you're looking at something completely different to connected system. You can't handle dissidents differently is it's complex? The point is, the diverse team Facebook and Amazon is one's an enabling technology. AWS Facebook is just a walled garden portal. So you know, I mean, some tech is good, some text bad, and a lot of people just don't know the difference what we do. I would say that Amazon is not evil Amazon Web services particular because they enable people to do things. And I think the benefits far outweigh the criticisms. So >>anybody use AWS. Anybody can go in there and swipe the credit card and spin up compute storage AI database so they could sell the problems. >>The problems, whether it's covert problems on solving the unemployment checks going out, are serving veterans or getting people getting delivering services. Some entrepreneurs develop an app for that, right? So you know there's benefits, right? So this you know, there's not not Amazon saying Do it this way. They're saying, Here's this resource, do something creative and build something solve a problem. And that was the key message of the keynote. >>People get concerned about absolute power, you know, it's understandable. But if you know you start abusing absolute power, really, I've always believed the government should come in, >>but >>you know, the evidence of that is is pretty few and far between, so we'll see how this thing plays out. I mean, it's a very interesting dynamic. I point about why should. I don't understand why AWS, you know, gets all the microscopic discussion. But I've never heard anybody say that Microsoft should spend on Azure. I've never heard that. >>Well, the big secret is Azure is actually one of Amazon's biggest customers. That's another breaking analysis look into that we'll keep on making noted that Dave's do Thanks for coming to do great interviews. Love your conversations. Final words to I'll give you What's the big thing you took away from your conversations with your guests for this cube? Virtual coverage of public sector virtual summit >>so biggest take away from the users is being able to react to, you know, just ridiculously fast. You know it. Talk about something where you know I get a quote on Thursday on Friday and make a decision, and on Monday, on up and running this unparalleled that I wouldn't be able to do before. And if you talk about the response things like over nine, I mean enabling technology to be able to cut across organizations across countries and across domains. John, as you pointed out, that public private dynamic helping to make sure that you can react and get things done >>Awesome. We'll leave it there. Stew. Dave. Thanks for spending time to analyze the keynote. Also summarize the event. This is a does public sector virtual summit online Couldn't be face to face. Of course. We bring the Cube virtual coverage as well as content and our platform for people to consume. Go the cube dot net check it out and keep engaging. Hit us up on Twitter if any questions hit us up. Thanks for watching. >>Yeah, yeah, yeah, yeah, yeah, yeah

>> Narrator: Live from Denver, CO, it's theCUBE, covering Commvault GO 2019, brought to you by Commvault. >> Hey, welcome back to theCUBE's coverage of Commvault GO '19 from Colorado this year. I'm Lisa Martin with Stu Miniman, and we are excited to welcome a couple of new guests to theCUBE. One of them brand new to Commvault. We have Mercer Rowe, VP of Global Channels and Alliances. Mercer, welcome to Commvault and TheCUBE. >> Thanks so much. >> Lisa: And we've got Carmen Sorice III, pinky out, GTM Chief of Staff for Commvault. You're the veteran here. You've been there for a year. >> A whole year, yes. >> Lisa: Exactly. Guys, so much excitement in the last, you know, nine months since Sanjay Mirchandani took over. Analysts saying, hey Commvault, you've got to upgrade your sales. You've got to upgrade your marketing. You've got to shift gears and expand the market share, and we're seeing a lot of movement in all three of those directions. The channel is really critical for Commvault, Mercer. It's responsible for a significant portion of revenue. You guys have made some strategic changes there with respect to channels and alliances. First of all, before we get into that, you're brand new, brand, brand new to Commvault. What attracted you to this company that's 20 years old that, as Sanjay was telling us, it's like the new Commvault. >> So, if I look back at my career in the last 10 years or so, I've been in IT for about 20 years, for the last 10 years or so, I've been a part of launching cloud businesses for a number of some upcoming and some new vendors, such as VMware, IBM, SoftBank and others. And a lot of that, in that process, what I've been working on is helping existing customers to move their workloads into the Cloud. We know that the market is evolving to a hybrid Cloud type of deployment model. I mean we can see that across the board with the way our customers are behaving, with the way that the Cloud vendors are behaving. But that's been a challenge because of the technology matching, right? Figuring out how to essentially put the same technology stack in the Cloud as you do on-prem to be able to move those apps over. I really started to look for companies that could bridge that gap and it could really operate in a hybrid Cloud scenario. Commvault is absolutely positioned perfectly for that in my mind, and so it's such an opportunity as we shift from our kind of act one as a great data protection company to a true hybrid Cloud data platform or data plane. >> Yeah, Carmen, maybe give us a little bit of your insight as to some of those change in roles as Mercer was just saying. Cloud is having a huge impact. You know, we've watched, you know, for years the shifting role of the traditional VAR or SI or the like, so bring us a little bit of insight as to what, today, is important to your go-to-market. >> Yeah, so what's important to our partners, especially the VARS is continuing to be relevant with our customers, right? Change is the only constant, and it's, the rate of change is just accelerating. So partners are looking for vendor partners like us to help them be relevant, to come out with the solutions that are going to be more relevant, even tomorrow. And, from a Commvault perspective, if you think about everything we've done from a data backup and a data management perspective, we've been the best in the industry, as we've just seen with Gartner and Forrester. All right, so we're proud of that. But what our partners were looking for is, where are we taking this next? Where's the innovation going to come from? So when you weave in things like Metallic that now gives our partners a consumption option. So if they have customers that want to buy software as a service, they now have that option. And then when you add software-defined storage, it takes us in to a completely different area, and you had asked Stewart about the Cloud, when you think of Cloud native applications and you think of containerization, that's changing the way backup data and primary storage data is being managed and the lines are blurring. Now with Hedvig software-defined storage, we have an opportunity to come out with integrated offers to help our partners be even more successful. >> So from a go-to-market perspective, in the last year, there's been a lot transformation, right? Not just in terms of leadership changes, but this big focus on ensuring that, as customers' environments change in this hybrid multicloud world that they are living in whether it's by design or its by acquisition or different types of growth, right? Talk to us a little bit about how Commvault foundationally is set up to really make some big shifts and big bets in new routes to market. >> Yeah, I can take that from where we were a year ago 'til now and then feel free to expand. So when you look at, we've always been a partner business, a partner friendly business. A significant percentage of our revenue, like north of 90% goes through our partners. What our partners were asking for is, hey, you guys are partner friendly, but we need you to be partner driven. So, when you come up with solutions, make sure they're channel ready, make sure they're partner ready, make sure we have our eyes on the market so that we're not just trying to sell software to our partners. We need to better understand their go-to-market models, how can we help them grow their business by offering a different variety, a variety of different services. So I think the evolution you've seen is a year ago the company made significant investments on becoming partner-first. So we've invested in channel leadership, partner leadership, not only at the corporate level but also in the field, and since Sanjay came on board, as you referenced, in February, that change is just continuing. So we're making our next level of investment in channel executives, in executives period, who have context about what channel is. And when you've lived in the channel, you've dealt with channel conflict, you bring that to the table, you bring that experience to the table. So I think you're seeing an evolution of us in our next phase of investments, helping our partners be successful, and becoming partner-first, and we've done a lot of new things with our programs that I can get in to. Financial incentives, rebates, making it easier on our partner portal to interface with us. And we're going to continue to do that, so that's we're not only just the right product choice, we're the right financial choice for our partners going forward. >> And I think, to add to that, if you look at our Metallic launch, obviously the reason we work with partners is in service of our customers. Right, that's the whole reason we partner, it's 'cause we want to great a better value proposition for our customers. And when we launched that product, a little tid bit, the company did a lot of research. Went out and talked to non, not-current Commvault customers, so potentially new greenfield customers and consistently got the feedback that they wanted to buy softwares and service applications that like that through a partner, because they could have a conversation about their entire IT environment. So it's really exciting to be in a spot where we are not only partner-first, partner-led but we're in a position where we know that this is the way our customers want to interact with us. That's number one. Number two is as we start to make some of these transitions into SaaS as we move into adjacencies like we're doing with Hedvig, it's so important to have our partners be the tip of the spear to help our customers through that journey. You know, innovation is great, but innovation also creates complexity. That's where partners help us move our customers through that journey and be successful. >> You know, we were talking to one of your launch partners earlier today and they were very excited about Metallic. On the same hide they did recognize that there is a significant change as to how they have to engage, you know, what part of the organization. You know, it's a good thing they have a Microsoft practice that this plugs into for the O365. So, bring us a little bit as to how you're helping the channel transform. >> Oh, absolutely. So, as you can see, a lot of the partners, you can see a lot of them that are here today, have moved from being pure, say in the solution of outer space, just to use as an example have moved from pure solution providers to also having MSP offerings, or other kind of services offerings, because they realize that customers want the flexibility of consumption economics while also, you know, being able to work with their trusted partner. So whether it's them, whether it's service providers who we want to drive into more of a, as a service model, and obviously we're planning to release all of this technology to our service providers to allow them to offer Commvault-based or Commvault-powered services in the market, or whether it's our great alliance partners. Companies like Nedap and Hitachi, where we have OEM relationships or other kind of very deep, collaborative relationships in the market. Adding some of these features and functions and capabilities as we move, as we help our customers to move into the Cloud, as we help them to give them more options for these multicloud or hybrid deployment models. This opens up additional apertures, additional opportunities for services, for wholistic end-to-end solutions from these partners that actually increase their ability to be relevant with the customers but also the share wallet. >> I want to get your perspective, Mercer, on differentiation, because partners, your partners work with a lot of your competitors. We know that there's a lot of coopetition, right, in technology but what is it about some of the things that Commvault is putting in place or some ideas that you have to really differentiate how you're enabling partners, whether we're talking about a VAR or a Disty or all the way up to a global services systems integrator that can deliver massive enterprise scale. >> Yeah, I can start with that if you're okay. So, it's all about listening to partners, right? Listening to what they need and what they're asking you for. Because many times a vendor becomes vendor-arrogant, right? And you're not listening to the partners. So our partners have been clear. They said we want a predictable financial model with Commvault. What translates to a program that's a full year program that gives them financial incentives so they don't have to guess what we're going to do in any given month or any given quarter with some kind of SPIF. So we've delivered on that. They've asked, number two, they said, they've said to me, and you're going to be hearing this, is you've always had great products, please, that has to continue. That's like a ticket for entry. And we've seen that we continue to lead in that space. And then I mentioned earlier about innovation. They want to know that we're going to take them into the future. So those three things are really critical for our partners. And then the last thing they ask for, which is basically a foundation across that, is field engagement. We need to be more tightly engaged with your sellers, so that we go in on joint sales calls. That we're bringing each other opportunities, and I think with the new sales leadership we have, Riccardo Di Blasio, our new CRO, our boss knows full well how to grow businesses with partners and through partners and it's by engaging in the field. And that's why we're going to have more people in the field, so that we can engage with partners and create opportunities together. So those are kind of the four foundational elements that we see. >> Mercer, I was wondering if I could get your viewpoint just in general about the channel. There was a lot of fear for a number of years about, you know, the Cloud, coming in and that readjustment. How do you think it's going? What's the general, you know, feel of the channel today, and how their interaction is with, you know, that ever-changing interaction with the big public clouds. >> You know, it's a great question, and I remember when we were first launching the cloud business as VMware. I used to go to, I built our channel model but I would introduce myself in the partner meetings with, Hey, I'm from VMware Cloud. We're here to kill your business. (laughter) Because there was a fear. And that fear, I think, in a certain way, has kind of dissipated as the market has realized as partners and mostly from the customers have realized that there is not a one size fits all strategy. The Cloud is not the solution to all IT needs. It is certainly an important part of most customer's strategy, in fact, I don't think that there are many customers that don't have Cloud as a part of their overall IT strategy, however, it's not the entire environment, and it certainly doesn't solve all needs. So, from a general perspective, the savvy partners have embraced the Cloud, they've embraced services, and they've look at it as a wholistic part of how they do business with their end customers. 'Cause as we think about, you know, to the last question, as we think about partner profitability, I think about it in two main vectors. There's margin, field engagement, revenue, and so forth, which is very, you know, this is the financial element of working with a partner like Commvault to make money. And that's obviously a very important part and that's something we will continue to invest in. Programs, and so forth, to support our partners to be profitable working with Commvault. But the other is in the practices, in how they build services, in how they build end-to-end solutions. Which, another tidbit on Metallic that some people picked up on was that we've released the telemetry APIs. Meaning that partners who are working with Metallic can see exactly what their customers are using. How are they growing? Oh, they've all of a sudden backed up a new workload. Hey, maybe they have a new project. Maybe I should call them, so I'm not waiting until renewals. I'm not waiting until the sort of forcing events to have an opportunity to place a call into my customer and say, hey, I noticed you're doing something new. How can I help? >> That insight, and sorry Carmen, we were talking about that a little bit earlier, I think with maybe with Rob Kaloustian. That was really interesting, because it really it changes the word partner, right? It can't. Because if they're actually able to follow along and maybe even make some educated predictions or suggestions to the customer, then the customer feels like, okay, you're not only selling me this, you're actively helping me optimize my deployment, learn from it and plan for what's next. So that definition of partner changes for the better. >> And I think the whole SaaS model is like the next step beyond Cloud. So you were asking me about Cloud. Very briefly, the way I've seen it over the last probably seven to nine years is, I had billion dollar VARS tell me nine years ago, don't ever try to come in here and sell me a multi tenant cloud service, 'cause I'm selling hardware. That moved to, hey, you know what? We see the customers changing. I was with a service provider. Why don't you come help us? And then a couple of years later they said, you know what? We're kind of building our own service now, so we don't need your services anymore. So, in a few, you know, three to five years, they went from stay out, I'm never going to sell a multi tenant service to quickly, well maybe not so quickly, some not as quick as others, realize that they have to get there. I think SaaS is like the next step beyond that. >> Well in this business I think if that teaches anybody anything it's never say never. Right? >> That's right. >> Well guys, thank you so much for joining Stu and me, sharing with us how things are really transforming here, but also what you're doing for global alliances and channel to really catalyze Commvault's business. We appreciate it, and we say best of luck as you enter week three? >> Yes. >> Lisa: Or day three? >> Day three, day three. >> Lisa: Gentleman, thank you for your time. >> Great, thank you very much. >> Thank you very much. >> For Stu Miniman, I'm Lisa Martin. You're watchin' theCUBE from Commvault GO '19. (fast tempo music)

>> Announcer: Live from San Francisco, celebrating 10 years of high tech coverage, it's theCUBE! Covering VMworld 2019. Brought to you by VMware and its ecosystem partners. >> Welcome back, I'm Stu Miniman with my co-host, Justin Warren, and this is theCUBE, live from the lobby of Moscone North here in San Francisco. The 10th year we've had theCUBE and happy to bring back two CUBE alums. Which, of course, in 2010 we didn't even have the idea of a CUBE alum, we were just gathering some friends, some industry experts. To my right is Jaspreet Singh, who's the founder and CEO of Druva. Sitting next to him is Kit Colbert, who's the Vice President CTO of the Cloud Platform Business Unit at VMware. Gentleman, thanks so much for joining us. >> Good morning. >> Thanks for having us. >> All right, so Jaspreet, I remember talking to you when Druva was a new company and cloud native wasn't the thing that came to mind when we were talking about it. We've known for a long time how important data is, and protecting that and managing that, of course, is something the industry's been looking at a long time. But give us the update on kind of Druva and you brought along Kit, so we're going to be talking about some of the cool, cloud native multi-cloud modernization type things, how that fits in your world. >> Absolutely. If you think about the world, right? In 1998, say for a start, they would create a whole notion of size and no software and the whole picture, right? Since then applications went in size, then came developer tools which were in size, and now it's all about infrastructure and first your management which is getting to be a cloud native, public cloud orientated size world. To where Druva comes in. As the world gets more and more fragmented, the data gets more and more fragmented. The multiple versions of cloud are different parts of strategy. Data management has to get more and more centralized. Which is where Druva comes in and which is where me and Kit are together. I think as VMware build a strategy for multi-cloud. Pulling the whole VMC approach to multiple versions of public cloud. Druva is a great partner, to sort of bring the data management together. A single control plane to manage multiple versions of cloud deployment on a single plane. >> All right, great so Kit it sounds like VMC is the kind of key component work together. 'cause when I think at Druva, a lot of what I think of is SaaS. And SaaS isn't necessarily the first thing that I think of when I think of VMware, so... >> We're tryin' to get there, tryin' to get there Stu. >> Yeah, no but pull it together as to where your customers intersect. >> Yeah absolutely, so it's a great partnership and definitely really focused on rallying around VMware Cloud and native AWS. And the core idea there was that we could deliver a cloud service to our customers of our VMware infrastructure, right? And we'll become a SaaS company, transforming into that. And that's something that we've been very focused on strategically, right? And so VMware Cloud and AWS is really the first offering. But there's many more coming. So just earlier today we announced the availability of VMware Cloud on Dell EMC. This idea of bringing our cloud service, STDC as a service on premises, to customer data centers, to customer edge locations. And the cool part about it, as Jaspreet mentioned, is that this world is becoming more and more distributed and we're seeing that with just the number of STDCs and how they're proliferating everywhere and you do need that centralization in terms, from a management perspective in order to handle all that diversity. And so, that's the big focus for us, in terms of the infrastructure, kind of just the core compute, source, network but you then have to up-level and say, how do you think about the data? And that's really where this partnership comes in. >> Right, so Jaspreet so if I understand that correctly, what you're trying to do here is to provide one data management method, no matter where the data lives. So, I don't have to go and find one tiny thing for, oh okay, I've got this other weird bit in the corner here, that I need a special, dedicated data protection thing for, 'cause that's always difficult. Data protection is hard enough. I really don't need to have, oh how am I going to deal out of this particular thing? Oh, now I've got to go and get another tool. And learn how to use it, maintain it, keep everyone skilled in it. Well actually, I can just pick Druva and then I've solved that problem. >> That's right. I think we are more forward-looking, than backward-looking. So, what we're doing is, any new application comes into an enterprise. Think about, from a point of view of a new cloud, like a VMC, AWS deployment. If you're deploying, you know, a lot of new edge location or data centers or new cloud services, Druva's a perfect partner to bring data management, along with it. For a legacy application that you always had, you can keep your legacy vendor with you. Where it has a con wall, you can keep them as they remain in your enterprise. Bring Druva for the new applications at hence. All the new workload that are more cloud bound workload, is our core focus, hence the VMC partnership. >> Right, so does that mean I'll be able to use Druva wherever VMC is available? >> That's right. >> Yeah. >> Because you're expanding how many places I can get VMC now, I've noticed. >> Yeah, very exciting. >> That's very interesting >> It is, yeah, and I think that's again, the beauty of the partnership, is that we're doing a ton of work to deliver VMC to more and more locations. We've partnered with AWS, and now we've got global coverage, almost all the regions by the end of this calendar year. And now with VMware Cloud on Dell EMC , we can go wherever the customer is. They essentially give us a street address, and we can deliver hardware there and then operate it remotely and they can take advantage of that. And the cool thing about it, that all comes up to this control plan that we have running in the cloud and this is how we can interact with Druva. They can have a few simple APIs they can manage via us to access all those workloads that are distributed all over the place. >> Think of public cloud. Public cloud is nothing but Amazon's, initially was a concept of Amazon applying retail to IT. You can buy a resource anywhere in the globe at a fixed price point at certain SLA. That's the promise of, public cloud promise of VMC to get same VMware experience wherever you go across the world same price point. Same promise with Druva . The same data you put anywhere, can be managed, predicted end-to-end, same policy, same price point across the globe. >> And people often forget that part of it, that we're technologists. So people like to look at that the speeds and feeds and what does the technology do but there's, when you're running a business is actually a lot more to it and pricing models and things that technologists sometimes find boring. I love a good spreadsheet but something as, a simple pricing model where I can understand it and I know what it's going to do for me, was when I spin up a brand new application and I understand how am I going to manage this over the long term, how am I going to protect it, and what's it going to do for the the ROI on that? And what's that going to look like in three years' time? Not just turning up the brand new project. What is the operational cost of that going to look like? These are the kinds of things that people, I think are starting to get a lot more used to now that they particularly with cloud it's a much more operational model. It's not a build model. It's, yes build is one part of it, but you also need to be able to run and manage it >> And think of what we call the world of two ransomwares. There is a ransomware when you're worried about a data breach or data loss and there's another ransomware we have to, your data production vendor or your hardware vendors say is, you know, give me five years of money up front with the promise to manage the data eventually. So in the public cloud world, it's pay-as-you-go on demand. You need a new application you spin up a new workload in VMC in AWS. You need data protection spin up right there and then, no pre-planning, pre-positioning, architecture reviews needed. >> And I think like, the great thing about Druva and what we're talking about here in this consistency of operations. How you're managing data, really goes into the whole strategy that VMware has around driving consistency across infrastructure as well. I think one of the big value propositions that we can help with is taking a lot of this very heterogeneous infrastructure with different capabilities, different hardware form factors and layering on our virtual infrastructure which simplifies a lot of that and delivering that consistent experience. And of course data management as we said is a key part of that experience. >> Yeah, you mentioned kind of the move of VMware towards being more of a SaaS player and working in those environments. One of the flags along that journey is VMware's always had a robust ecosystem. But in the cloud my understanding is you've released now a VMware Cloud Marketplace. Reminds me a little bit of a certain cloud provider that has a very well-known marketplace. Give us a little bit about it, and Jaspreet'll, of course tell us about the Druva piece of that. >> Yeah, absolutely. We're kind of really evolving our strategic aims. Historically we've looked at how do we really virtualize an entire data center? This concept of the software-defined data center. Really automating all that and driving great speed efficiency increases. And now as we've been talking about, we're in this world where you kind of have STDCs everywhere. On Prem, in the cloud, different public clouds. And so how do you really manage across all those? These are things we've been talking about. So the cloud marketplace fits into that whole concept in the sense that now we can give people one place to go to get easy access to both software and solutions from our partners as well as open source solutions, and these are things that come from the Bitnami acquisition that we recently did. So, the idea here is that we cannot make it super simple for customers to become aware of the different solutions to draw those consistent operations that exists on top of our platform and with our partners and then make it really easy for them to consume those as well >> And Druva's part of it. We were day one launch partner on the marketplace. Marketplace serves predominantly two purposes. One is, the ease of E-commerce, you can drive through a marketplace. Second, is the ease of integration. You have a prepackaged solution, which comes along with it. It's a whole beauty of cloud, exactly as I mentioned. We see cloud beyond technology. It's an E-commerce model most companies should adapt to. And as the part of the progress, our commitment is to be in marketplace day one. Druva is right now number one ISP globabally for AWS. So we understand the whole landscape of how E-commerce gets done on public cloud very very well, and we are super thrilled to be a partnership with VMC on the marketplace, the VMC Marketplace. >> It's another one of those important indicators. I think about VMware's Cloud journey. Cloud isn't a destination, it's not a location. It's a way of doing things-- >> Kit: It's a model, yep. >> So having this this marketplace way of consuming software and becoming far more like as you say, it's STDC, but with that software as a service on Earth. You can have STDC as a service. That's probably too many letters in that. >> We use that internally, yes the STDC, AAS (laughs). >> Seeing those features coming to VMware and the partners that you bring in to that ecosystem. And Stu and I we spoke before, it's like VMware is always been a great partner for everyone in that ecosystem and it does have a real ecosystem and we see it again this year at the show. That you have these partners who come in, and you're finding ways to make it easier for those integrations to happen in a nice, easy to consume way and customers like that. So the enterprise is a heterogeneous environment. If you just do one acquisition and all of a sudden, I've got two different ways of doing the same thing. So being able to have known trusted solutions to do that, where I don't have to spend ages and ages figuring out how to, how do I configure this? I don't actually make this do what I need it to do. It's like I'm trying to solve a customer problem. I'm not trying to build technology for its own sake for most of the customers. I just want something that works, and particular with data protection, I just want it to work. >> The owners aren't producing more back abutments. >> No, which, I don't think it should. it's kind of a shame. I used to be a back out man but we don't need anymore of those >> I think this is the idea. You talked in the beginning about this notion of service delivery and how can we take all these STDC's that we have out there that customers are running, and enhance their value and enhance the value to the customer's business by adding on these value-added services. So, I think that's one of the beauties of cloud marketplace is that they can very easily extend what they, customers can extend what they already have with these additional services. >> Jaspreet, VMware's been going through a lot of change. They've made acquisitions. I saw a number of announcements today, that I don't think I would have seen back in the EMC days of you know, some of the data protection solutions being baked into the platform. Tell us what it means to be a VMware partner today. >> I think it's great to see VMware innovating and making strong progress. I think in this world of constant change it can either be in the front end of, you can never never over-innovate. You can be in the front end of, being in the edge, driving change, driving Innovation, driving chain industry or taking a back seat and then be in HPE. So I think I love to see VMware what they're doing and making all the progress and great to be a partner in this change, in this journey to see as a strong partner. >> Yeah, I mean, we're not standing still and it's funny like. So one of the biggest announcements today in my mind is Project Pacific, this re-architecture of vSphere to building Kubernetes into the fabric of what vSphere is. And it's funny when you start looking at that because I think folks have a concept in their mind, of what vSphere is, right? It's VM-based and I have worked with it in certain ways. It's got a certain API or interface and we're fundamentally changing all that. We're rethinking, as I mentioned how we deliver our STDC's, our customers consume them. And so I think that notion of being at the forefront, we're very committed to that >> Kit, I'm glad you broke it up 'cause I'm still having a little trouble thinking through it. Now on the one hand, every company is going through this, we're going to containerize everything, we're going to make it microservices, every infrastructure component, now has that fundamental building block. Docker had a ripple effect on what happens, similar to what VMware had a decade before. But I look at Project Pacific and I'm like well, when Cloud Foundry was originally created, it was, we want back then we called it Paz, but I want a thin layer, and I don't want to pull VMware along for that necessarily. It might fit underneath it, but it might not. So help us understand as to like, how is this not like, a lock into what, you're going to use vSphere and you're going to have your license agreement with us every year and now you're going to be locked into this because this is your Kubernetes platform. >> Yeah, that's a good question. So look, I actually think it drives more openness because Kubernetes is an open platform and we're integrating that in, and we're leveraging the Kubernetes API. And so, the vSphere will have two northbound APIs, one of which is based on the existing VM-based one and the other one which is Kubernetes. And so partially, it's we're actually opening it up. The cool thing about what we can do with Pacific is that we have what, 300, 400000 customers running vSphere. They have an aggregate around 70 million workloads. We're able to take that massive footprint and move it forward almost overnight by building Kubernetes into vSphere. And so the way I look at it, is this is a huge force multiplier for our customers, this ability to move their fleet of applications forward at basically, zero cost, very little cost. And while leveraging all the tools and technologies, they already have. This is another good thing, that our partnership with Druva as well, is that because the way we've architected this, all the tools that use vSphere today and the vSphere's APIs, those APIs will see the Kubernetes pods and things that are provisioned and those tools can operate on those pods just like they can on VMs. And those things just work out of the box. So like if a customer gets specific and uses Druva, and they start provisioning some pods, into Kubernetes on vSphere, Druva will see those they can manage the data, it's all automatic. And of course, Druva can do extra cool things, like even get deeper integration there. But the point is that we've got, you know thousands of partners again who's out of the box that stuff will work. Now is that lock in? No, I actually think that because people are switching over to Kubernetes, they now have the ability to move that to a different Kubernetes environment if they so see fit. Anyway, so that's my quick answer >> Think about the world. Virtualization is practically free right now. What you pay for is the enterprise, once you pay for abstraction level, remove complexity, make my scale happen, and this is where you pay for the whole VMware stack. When the customer start deploying containers, they haven't seen the complexity they would see at scale. When you see the complexity in management and data plane and insecurity plane, then they would need the ecosystem of providers to solve those complexities at scale but as we're a think if Kubernetes takes off and production application, right now it's mostly dev and test, it goes to a production application, the world would need something which is a much more robust sort of control planes to manage it end-to-end >> Yeah, I mean, we solved a lot of the hard problems around running applications in production. And I think what we're doing with Pacific, is enabling all those cool innovations to work not just for existing apps but for new Kubernetes-based apps as well. >> All right, well Kit and Jaspreet, thank you so much. A lot of new things for everybody to dig into and I always appreciate both of you and your teams are very responsive and dig in. Be looking forward to more blog posts and more podcasts from your team and the like, to go into it more. For Justin Warren, I'm Stu Miniman. We have tons more coverage here at VMworld 2019. Thank you so much for watching theCUBE. (upbeat music)

>> Live from Barcelona, Spain, it's theCUBE. Covering KubeCon, CloudNativeCon, Europe 2019. Brought to you by Red Hat, the Cloud Native Computing Foundation and Ecosystem Partners. >> Welcome back to theCUBE here in Barcelona, Spain. This is KubeCon, CloudNativeCon 2019. I'm Stu Miniman, my co-host for two days of wall-to-wall coverage is Corey Quinn. Joining us on the program we have two gentleman from Red Hat. To my right is Josh Berkas who's the Kubernetes community manager and sitting to his right is Dejan Bosanac who's a senior software engineer and as I said, both with Red Hat. Gentlemen, thanks so much for joining us. >> Well thank you. >> Thank you. >> All right. So Josh, a community manager in the Kubernetes space, so what brings you here to KubeCon and maybe explain to us and give the clarification on the shirt so that we can be educated to properly call this city and residence by, how they should be. >> Oh, so many things, so. I mean obviously, I'm here because the community is here, right? A very large community. We had a contributor summit on Monday. They had a couple hundred people, three hundred people at it. The important thing, when we talk about community in Kubernetes there's the general ecosystem community and then there's the contributor community. >> Right. >> And the latter is more with what I'm concerned with. Because even the contributor community by itself is quite large. As for the t-shirt, speaking of community, so we like to actually do special t-shirts for the contributor summits. I designed this one. Despite my current career, my academic background is actually in art. This is obviously a Moreau pastiche, but one of things I actually learned by doing this was I did a different version first, It said Barca on it, and then one of the folks from here is like, "Well that's the football team." That when they abbreviate the city, it's actually Barna. >> It was news to me. I am today years old when I found that out. >> Yes. >> So thank you very much for that. >> Yes, that was an additional four hours of drawing for me. >> All right. Go ahead Corey. >> So a while back, I had a tweet that went out that I knew was going to be taken in two different ways and you were one of the first people to come back on that in the second way. Everyone first thought I was being a snarky jerk. >> Yeah. Which, let's be honest, fair. >> Yeah. >> But what I said was that in five years no one is going to care about Kubernetes. >> Right. >> And your response was yeah, that's a victory condition. If you don't have to think or care about this, >> Yeah. >> that means it won >> Right. >> in a similar way that a lot of things have slipped >> Yeah. >> beneath the level of awareness. And I'm curious as to what both of you think about the idea of Kubernetes not, I'm not saying it loses in the marketplace, I don't think that that is likely at all, but at what point do people not have to think about it any more and what does that future look like? >> Yeah, I mean one of our colleagues noticed yesterday that this conference particularly is not about Kubernetes any more. So, you hear more about all the ecosystem. A lot of projects around it. So it certainly grew up above the Kubernetes. And so you see all the talks about service meshes and things we try to do for the edge computing and things like that. So it's not just the Kubernetes any more. It's a whole ecosystem of the products and projects around it. I think, it's a big success. >> Yeah. And I mean I'll say, talking sort of a longer view is, I can remember compiling my own Linux kernels. I can remember doing it on a weekly basis. Because you honestly had to, right? If you wanted certain devices to work you had to actually compile your own kernel. Now on my various servers and stuff that I do for testing and demos and development, I can't even tell you what kernel version I'm running. Because I don't care, right? And for core Kubernetes, like I said, if we get to that point of not needing to care about it of only needing to care about it when we're developing something, then that looks like victory to me. >> Josh, is there anything in the core contributor team that they have milestones and say "Hey, by the time we get to 2.0 or 3.0, you know Kubernetes is invisible?" >> Yeah, well it's spoken of more in terms of GA and API stability >> Yeah. >> because really, if you're going to back off and you're going to say, "What is Kubernetes?" Well, Kubernetes is, what the definition of Kubernetes is, is a bag of APIs. A very large bag of APIs, we do a lot of APIs but a bag of APIs and the less those APIs change in the future the closer we're getting to maturity and stability, right? Because we want people building new stuff around the APIs, not modifying the APIs themselves. >> Yeah well, to that end, last night, here at Barcelona time, a blog post came out from AWS where they set out a formalized deprecation strategy for their EKS product to keep up with the releases of Kubernetes. Now, AWS generally does not turn things off ever, which means that 500 years from now, two trunkless legs of stone in a desert will be balanced by an ELB classic. And we're never going to be rid of anything they've ever built, but if nothing else, you've impacted them to formalize a deprecation strategy that follows upstream, which is awesome. It's great to start seeing a world where you don't have to support older versions of things as your user base and your community informs you. It's nice to see providers breaking from their model to respond to what the community has done. And I can't imagine, for you, that's anything other than an unqualified success. >> All right, so, Dejan. >> Yeah? >> When we talk about dispersion of technology, you know, there are few issues that get people as excited these days as edge computing. So, tell us a little bit about what you're doing and the community's doing in the IOTN edge space. >> Yeah. So, we noticed that more and more people want to try their workloads outside of the centralized, mon-centralized data clusters, so the big term for the last year was the hyper-cloud, but it's not just hyper-cloud. People coming also from the IOT user space wants to, you know, containerize their workloads, wants to put the processing closer and closer to the devices that they're actually producing and presuming those data in the users. And there's a lot of use cases which should be tackled in that way. And as you all said previously, like Kubernetes won developers' hearts and minds so APIs are stable, everybody's using them, it will be supported for decades so it's natural to try to bring all these tools and all these platforms that are already available to developers, try to tackle these new challenges. So that's why last year we formed Kubernetes IT edge working group, trying to, you know, start with simple questions because when people come to you and say edge, everybody thinks something different. For somebody it's an IOT gateway, for somebody it's a full blown, you know, Kubernetes cluster at some telco provider. So that's what they're trying to figure out, all these things, and try to form a community because as we saw in the previous sales for the IOT users space is that complex problems like this are never basically solved by a single company. You need open source, you need open standard, you need community around it so that people can pick and choose and build a solution to fit their needs. >> Yes, so as you said, right, there is that spectrum of offerings everything from that telco down to, you know, is this going to be something sitting on a tower somewhere or, you know, the vast proliferation of IOT which, you know, we spent lots of time. So are you looking at all of these or are you pointing "Okay, we already have a telco working group over here, and, you know, we're going to work on the IOT thing." You know, where are we? What are the answers and starting point for people today? >> Yes, so we have a single working group for now and we try to bring in to people that are interested in this topic in general. So it's, one of the guys said like "Edge is everything that's not running in the center crowd right, so, we have a couple of interesting things happening at a moment, so future way guys have a cubics project and there're presented at this conference. We have a couple of sessions on that. That's basically trying to tackle this device age kind of' space, how to, you know, put Kubernetes' workload on the constrained device and over to constrained network kind of' problem. And we have a people like coming from the rancher, which provide their own, again, resource-constrained Kubernetes deployments, and we see a lot of developments here, but it's still, I think, early age and that's why we have like a working group which is something that we can build our community and work over the time to shape things and find the appropriate reference, architectural blueprints for people that can follow in the future. >> Yeah, I think that there's been an awful lot of focus here on this show on Kubernetes, but it is KubeCon plus CloudNativeCon. I'm curious as far as what you're seeing with these conversations, something you eluded to as well is that there's now a bunch of other services that are factored in. I mean, it feels almost like this show is become, just from conversations, Kubernetes and friends; but, the level of attention that being paid to those friends is dramatically increasing. And I'm curious as to how you're seeing this evolve in the community particularly but also with customers and what you're seeing as this entire ecosystem continues to evolve. >> Yeah. Well, I mean part of it out of necessity, right, as when Kubernetes' move from Dev and experimental into production, you don't run Kubernetes by itself, right? And some of the things with Kubernetes is you can run with existing tooling, rank cloud providers, that sort of thing. But other things you discover that you want new tools. For example, one of the areas that we saw, expansion to start with, was the area of monitoring and telemetry because it turns out that monitoring telemetry that you build for a hundred servers does not work with twenty thousand pods. It's just a volume problem there. And so then we had new projects like Heapster and Prometheus and the new products from other companies like Sistic and that sort of thing, just looking at that space, right, in order to have that part of the tool because you can't be in production without monitoring and telemetry. One of my personal areas that I'm involved is storage, right, and so we've had the rook project here go from and pretty much a year and a half actually, go from being open sourced to being now a serious alternative solution if you don't want to be dependent on cloud provider storage. >> Please tell me you're giving that an award called Rookie of the Year. [laughs] >> I do not apologize for that one. One thing that does resonate with me though is the idea that you've taken, strategically, that instead of building all of this functionality into Kubernetes and turning it into, "You'll do it this way or you're going to be off in the wilderness somewhere," it's decoupled. I love that pattern. Was that always the design from day one or was this a contentious decision history? >> No, it wasn't. Kubernetes started out as kind of a monolith, right, because it was like the open source version of borg light, right, and, which was build as a monolith within Google 'cause there weren't options. They had to work with Google's stuff, right, if you're looking at borg, right, and so they're not worried about supporting all this other stuff, but from day one of Kubernetes being a project, it was a multi-company project, right, and if you look at, you know, open shift and open shift's users and open shift's stack, it's different from what Google uses for GKE. And, honestly, the easiest way to support sort of multiple stack layers is to decouple everything, right? And not how we started out, right? Cloud providers, like one of our problems cloud providers entry, storage entry, networking. Networking was the only thing that was separate from day one. You know but all this stuff was entry, and it didn't take very long for that to get unmaintainable, right? >> Well, I mean I think one of the, I've been following you and running into you in the conference circuit for years, and one of the talks I gave for a year and a half was Heresy in the Church of Docker where we don't know what your problem is but Docker, Docker, Docker, Docker, Docker, and I gave a list of twelve or thirteen different reasons and things that were not being handled by Docker. And now, I've sunset that talk largely because 1) no one talks about Docker and it feels a bit like punching down, but more importantly, Cooper Netties has largely solved almost all of those. There are still a few exceptions here and there 'cause it turns out "Sorry, nothing is perfect and we've not yet found containersation utopia. Surprise!" But it's really come a very long way in a very short period of time. >> Yeah, what a lot of it is is decoupling 'cause the thing is that you can take it two ways, right, one is that potentially as an ecosystem Kubernetes solves almost anything. Some things like IOT are, you know, a lot more alpha state than others. And then if you actually look at just core Kubernetes, it's like what you would get off the Kubernetes' Kubernetes repo if you compiled it yourself, Kubernetes solves almost nothing. Like by itself, you can't do much with it other than test your patches. >> Right, in isolation, the big problem it solves is "Room is limited to 'I want a buzz wort on my resume.'" >> Yes. >> There needs to be more to it than that. >> So, and I think that's true in general 'cause like, you know, if you look at "why did Linux become the default server OS, right?" It became the default server OS because it was adaptable, right, because you would compile in your own stuff because we define posics and kernel module API's to make it easy for people to build their own stuff without needing to commit to Lin EX Kernel. >> Alright, so I'd to get both your thoughts just on the storage piece there because, you know, 1) you know, storage is a complex, highly fragmented ecosystem out there. Red Hat has many options out there, and, boy, when I saw the key note this morning, I thought he did a really good job of laying out the options but, boy, there's, you know, it's a complex multi fragmented stack with a lot of different options out there, and edge computing, the storage industry as a whole without even Kubernetes is trying to figure out how that works, so Dejan, maybe we start with you, and yeah. >> So yeah. I don't have any particular answers for you for today in that area, but what I want, to emphasize what Josh said earlier is that these API's and these modelization that is done in Kubernetes, it's one of the big important things for edge's vow because people coming there and saying "We should do this. Should we invent things or should we just try to reuse what's a basically very good, very well designed system?" So that's a starting point, like why do we want to start using Kubernetes for the edge computing? But for the storage questions, I would hand over to Josh. >> So, your problem with storage is not anything to do with Kubernetes in particular, but the fact that, like you said, the storage sort of stack ecosystem is a mess. It's more vendor. Everything is vendor specific. Things don't work even semantically the same, let alone like the same by API. And so, all we can do in the world of Kubernetes is make enabling storage for Kubernetes not any harder than it would have been to do it in some other system. >> Right, and look, the storage industry'd say, "No no. It's not a mess. It's just that there's a prolifera of applications our there. There is not one solution to fit them all and that's why we have block, we have file, we have object, we have all these various ways of doing things, so you're saying storage is hard, but storage with Kubernetes is no harder today. We're getting to that point. >> I would say it's a little harder today. And we're working on making it not any harder. >> All right, excellent. Well, Josh and Dejan, thank you so much for the updates. >> Thank you guys. Always appreciative of the community contributions. Look forward to hearing more about the, of course, the contributors always and as the Edge and IOT groups mature. Look forward to hearing updates in the future. Thank you. >> Cool. >> Thank you guys. >> Alright, for Corey Quinn, I'm Stu Miniman back with lots more coverage hear from KubeCon CloudNativeCon 2019 in Barcelona, Spain. Thanks for watching theCube.

>> Ladies and gentlemen, please welcome Red Hat President Products and Technologies. Paul Cormier. Boring. >> Welcome back to Boston. Welcome back. And welcome back after a great night last night of our opening with with Jim and talking to certainly saw ten Jenny and and especially our customers. It was so great last night to hear our customers in how they set their their goals and how they met their goals. All possible because certainly with a little help from red hat, but all possible because of because of open source. And, you know, sometimes we have to all due that has set goals. And I'm going to talk this morning about what we as a company and with community, have set for our goals along the way. And sometimes you have to do that. You know, audacious goals. It can really change the perception of what's even possible. And, you know, if I look back, I can't think of anything, at least in my lifetime, that's more important. Or such a big golden John F. Kennedy setting the gold to the American people to go to the moon. I believe it or not, I was really, really only three years old when he said that, honestly. But as I grew up, I remember the passion around the whole country and the energy to make that goal a reality. So let's sort of talk about in compare and contrast, a little bit of where we are technically at that time, you know, tto win and to beat and winning the space race and even get into the space race. There was some really big technical challenges along the way. I mean, believe it or not. Not that long ago. But even But back then, math Malik mathematical calculations were being shifted from from brilliant people who we trusted, and you could look in the eye to A to a computer that was programmed with the results that were mostly printed out. This this is a time where the potential of computers was just really coming on the scene and, at the time, the space race at the time of space race it. It revolved around an IBM seventy ninety, which was one of the first transistor based computers. It could perform mathematical calculations faster than even the most brilliant mathematicians. But just like today, this also came with many, many challenges And while we had the goal of in the beginning of the technique and the technology to accomplish it, we needed people so dedicated to that goal that they would risk everything. And while it may seem commonplace to us today to trust, put our trust in machines, that wasn't the case. Back in nineteen sixty nine, the seven individuals that made up the Mercury Space crew were putting their their lives in the hands of those first computers. But on Sunday, July twentieth, nineteen sixty nine, these things all came together. The goal, the technology in the team and a human being walked on the moon. You know, if this was possible fifty years ago, just think about what Khun B. Accomplished today, where technology is part of our everyday lives. And with technology advances at an ever increasing rate, it's hard to comprehend the potential that sitting right at our fingertips every single day, everything you know about computing is continuing to change. Today, let's look a bit it back. A computing In nineteen sixty nine, the IBM seventy ninety could process one hundred thousand floating point operations per second, today's Xbox one that sitting in most of your living rooms probably can process six trillion flops. That's sixty million times more powerful than the original seventy ninety that helped put a human being on the moon. And at the same time that computing was, that was drastically changed. That this computing has drastically changed. So have the boundaries of where that computing sits and where it's been where it lives. At the time of the Apollo launch, the computing power was often a single machine. Then it moved to a single data center, and over time that grew to multiple data centers. Then with cloud, it extended all the way out to data centers that you didn't even own or have control of. But but computing now reaches far beyond any data center. This is also referred to as the edge. You hear a lot about that. The Apollo's, the Apollo's version of the Edge was the guidance system, a two megahertz computer that weighed seventy pounds embedded in the capsule. Today, today the edge is right here on my wrist. This apple watch weighs just a couple of ounces, and it's ten ten thousand times more powerful than that seventy ninety back in nineteen sixty nine But even more impactful than computing advances, combined with the pervasive availability of it, are the changes and who in what controls those that similar to social changes that have happened along the way. Shifting from mathematicians to computers, we're now facing the same type of changes with regards to operational control of our computing power. In its first forms. Operational control was your team, your team within your control? In some cases, a single person managed everything. But as complexity grows, our team's expanded, just like in the just like in the computing boundaries, system integrators and public cloud providers have become an extension of our team. But at the end of the day, it's still people that are still making all the decisions going forward with the progress of things like a I and software defined everything. It's quite likely that machines will be managing machines, and in many cases that's already happening today. But while the technology at our finger tips today is so impressive, the pace of changing complexity of the problems we aspire to solve our equally hard to comprehend and they are all intertwined with one another learning from each other, growing together faster and faster. We are tackling problems today on a global scale with unsinkable complexity beyond anyone beyond what any one single company or even one single country Khun solve alone. This is why open source is so important. This is why open source is so needed today in software. This is why open sources so needed today, even in the world, to solve other types of complex problems. And this is why open source has become the dominant development model which is driving the technology direction. Today is to bring two brother to bring together the best innovation from every corner of the planet. Toe fundamentally change how we solve problems. This approach and access the innovation is what has enabled open source To tackle The challenge is big challenges, like creating the hybrid cloud like building a truly open hybrid cloud. But even today it's really difficult to bridge the gap of the innovation. It's available in all in all of our fingertips by open source development, while providing the production level capabilities that are needed to really dip, ploy this in the enterprise and solve RIA world business problems. Red Hat has been committed to open source from the very, very beginning and bringing it to solve enterprise class problems for the last seventeen plus years. But when we built that model to bring open source to the enterprise, we absolutely knew we couldn't do it halfway tow harness the innovation. We had to fully embrace the model. We made a decision very early on. Give everything back and we live by that every single day. We didn't do crazy crazy things like you hear so many do out there. All this is open corps or everything below. The line is open and everything above the line is closed. We didn't do that, and we gave everything back Everything we learned in the process of becoming an enterprise class technology company. We gave it all of that back to the community to make better and better software. This is how it works. And we've seen the results of that. We've all seen the results of that and it could only have been possible within open source development model we've been building on the foundation of open source is most successful Project Lennox in the architecture of the future hybrid and bringing them to the Enterprise. This is what made Red Hat, the company that we are today and red hats journey. But we also had the set goals, and and many of them seemed insert insurmountable at the time, the first of which was making Lennox the Enterprise standard. And while this is so accepted today, let's take a look at what it took to get there. Our first launch into the Enterprise was rail two dot one. Yes, I know we two dot one, but we knew we couldn't release a one dato product. We knew that and and we didn't. But >> we didn't want to >> allow any reason why anyone of any customer anyone shouldn't should look past rail to solve their problems as an option. Back then, we had to fight every single flavor of Unix in every single account. But we were lucky to have a few initial partners and Big Eyes v partners that supported Rehl out of the gate. But while we had the determination, we knew we also had gaps in order to deliver on our on our priorities. In the early days of rail, I remember going to ask one of our engineers for a past rehl build because we were having a customer issue on it on an older release. And then I watched in horror as he rifled through his desk through a mess of CDs and magically came up and said, I found it here It is told me not to worry that the build this was he thinks this was the bill. This was the right one, and at that point I knew that despite the promise of Lennox, we had a lot of work ahead of us. The not only convinced the world that Lennox was secure, stable, an enterprise ready, but also to make that a reality. But we did. And today this is our reality. It's all of our reality. From the Enterprise Data Center standard to the fastest computers on the planet, Red Hat Enterprise, Lennox has continually risen to the challenge and has become the core foundation that many mission critical customers run and bet their business on. And an even bigger today Lennox is the foundation of which practically every single technology initiative is built upon. Lennox is not only standard toe build on today, it's the standard for innovation that builds around it. That's the innovation that's driving the future as well. We started our story with rail two dot one, and here we are today, seventeen years later, announcing rally as we did as we did last night. It's specifically designed for applications to run across the open hybrid. Clyde Cloud. Railed has become the best operating simp system for on premise all the way out to the cloud, providing that common operating model and workload foundation on which to build hybrid applications. Let's take it. Let's take a look at how far we've come and see this in action. >> Please welcome Red Hat Global director of developer experience, burst Sutter with Josh Boyer, Timothy Kramer, Lars Carl, it's Key and Brent Midwood. All right, we have some amazing things to show you. In just a few short moments, we actually have a lot of things to show you. And actually, Tim and Brandt will be with us momentarily. They're working out a few things in the back because we have a lot of this is gonna be a live demonstration, some incredible capabilities. Now you're going to see clear innovation inside the operating system where we worked incredibly hard to make it vast cities. You're free to manage many, many machines. I want you thinking about that as we go to this process. Now, also, keep in mind that this is the basis our core platform for everything we do here. Red hat. So it is an honor for me to be able to show it to you live on stage today. And so I recognize the many of you in the audience right now. Her hand's on systems administrators, systems, architect, citizens, engineers. And we know that you're under ever growing pressure to deliver needed infrastructure. Resource is ever faster, and that is a key element to what you're thinking about every day. Well, this has been a core theme, and our design decisions find red Odd Enterprise Lennox eight and intelligent operating system, which is making it fundamentally easier for you manage machines that scale. So hold what you're about to see next. Feels like a new superpower and and that redhead azure force multiplier. So first, let me introduce you to a large. He's totally my limits guru. >> I wouldn't call myself a girl, but I I guess you could say that I want to bring Lennox and light meant to more people. >> Okay, Well, let's let's dive in. And we're not about the clinic's eight. >> Sure. Let me go. And Morgan, >> wait a >> second. There's windows. >> Yeah, way Build the weft Consul into Really? That means that for the first time, you can log in from any device including your phone or this standard windows laptop. So you just go ahead and and to my Saturday lance credentials here. >> Okay, so now >> you're putting >> your limits password and over the web. >> Yeah, that might sound a bit scary at first, but of course, we're using the latest security tech by T. L s on dh csp on. Because that's the standard Lennox off site. You can use everything that you used to like a stage keys, OTP, tokens and stuff like this. >> Okay, so now I see the council right here. I love the dashboard overview of the system, but what else can you tell us about this council? >> Right? Like right here. You see the load of the system, some some of its properties. But you can also dive into logs everything that you're used to from the command line, right? Or lookit, services. This's all the services I've running, can start and stuff them and enable >> OK, I love that feature right there. So what about if I have to add a whole new application to this environment? >> Good that you're bringing that up. We build a new future into hell called application streams. Which the way for you to install different versions of your half stack that are supported I'LL show you with Youngmin a command line. But since Windows doesn't have a proper terminal, I'll just do it in the terminal that we built into the Web console Since the browser, I can even make this a bit bigger. Go to, for example, to see the application streams that we have for Poskus. Ijust do module list and I see you know we have ten and nine dot six Both supported tennis a default on defy enable ninety six Now the next time that I installed prescribes it will pull all their lady towards from them at six. >> Ok, so this is very cool. I see two verses of post Chris right here What tennis to default. That is fantastic and the application streams making that happen. But I'm really kind of curious, right? I loved using know js and Java. So what about multiple versions of those? >> Yeah, that's exactly the idea way. Want to keep up with the fast moving ecosystems off programming language? Isn't it a business? >> Okay, now, But I have another key question. I know some people were thinking it right now. What about Python? >> Yeah. In fact, in a minimum and still like this, python gives you command. Not fact. Just have to type it correctly. You can't just install which everyone you want two or three or whichever your application needs. >> Okay, Well, that is I've been burned on that one before. Okay, so no actual. Have a confession for all you guys. Right here. You guys keep this amongst yourselves. Don't let Paul No, I'm actually not a linnet systems administrator. I'm an application developer, an application architect, And I recently had to go figure out how to extend the file system. This is for real. And I'm going to the rat knowledge base and looking up things like, you know, PV create VD, extend resized to f s. And I have to admit, that's hard, >> right? I've opened the storage space for you right here, where you see an overview of your storage. And the council has made for people like you as well not only for people that I knew that when you two lunatics, right? It's if you're running, you're running some of the commands only, you know, some of the time you don't remember them. So, for example, I haven't felt twosome here. That's a little bit too small. Let me just throw it. It's like, you know, dragging this lighter. It calls all the command in the background for you. >> Oh, that is incredible. Is that simple? Just drag and drop. That is fantastic. Well, so I actually, you know, we'll have another question for you. It looks like now this linen systems administration is no longer a dark heart involving arcane commands typed into a black terminal. Like using when those funky ergonomic keyboards you know I'm talking about right? Do >> you know a lot of people, including me and people in the audience like that dark out right? And this is not taking any of that away. It's on additional tool to bring limits to more people. >> Okay, well, that is absolute fantastic. Thank you so much for that Large. And I really love him installing everything is so much easier, including a post gra seeker and, of course, the python that we saw right there. So now I want to change gears for a second because I actually have another situation that I'm always dealing with. And that is every time I want to build a new Lenox system, not only I don't want to have to install those commands again and again, it feels like I'm doing it over and over. So, Josh, how would I create a golden image? One VM image that can use and we have everything pre baked in? >> Yeah, absolutely. But >> we get that question all the time. So really includes image builder technology. Image builder technology is actually all of our hybrid cloud operating system image tools that we use to build our own images and rolled up in a nice, easy to integrate new system. So if I come here in the web console and I go to our image builder tab, it brings us to blueprints, right? Blueprints or what we used to actually control it goes into our golden image. Uh, and I heard you and Lars talking about post present python. So I went and started typing here. So it brings us to this page, but you could go to the selected components, and you can see here I've created a blueprint that has all the python and post press packages in it. Ah, and the interesting thing about this is it build on our existing kickstart technology. But you can use it to deploy that whatever cloud you want. And it's saved so that you don't actually have to know all the various incantations from Amazon toe azure to Google, whatever it's all baked in on. When you do this, you can actually see the dependencies that get brought in as well. Okay. Should we create one life? Yes, please. All right, cool. So if we go back to the blueprints page and we click create blueprint Let's, uh let's make a developer brute blueprint here. So we click great, and you can see here on the left hand side. I've got all of my content served up by Red Hat satellite. We have a lot of great stuff, and really, But we can go ahead and search. So we'LL look for post grows and you know, it's a developer image at the client for some local testing. Um, well, come in here and at the python bits. Probably the development package. We need a compiler if we're going to actually build anything. So look for GCC here and hey, what's your favorite editor? >> A Max, Of course, >> Max. All right. Hey, Lars, about you. I'm more of a person. You Maxim v I All right, Well, if you want to prevent a holy war in your system, you can actually use satellite to filter that out. But we're going to go ahead and Adam Ball, sweetie, I'm a fight on stage. So wait, just point and click. Let the graphical one. And then when we're all done, we just commit our changes, and our image is ready to build. >> Okay, So this VM image we just created right now from that blueprint this is now I can actually go out there and easily deploys of deploy this across multiple cloud providers. And as well as this on stage are where we have right now. >> Yeah, absolutely. We can to play on Amazon as your google any any infrastructure you're looking for so you can really hit your Clyburn hybrid cloud operating system images. >> Okay. All right, listen, we >> just go on, click, create image. Uh, we can select our different types here. I'm gonna go ahead and create a local VM because it's available image, and maybe they want to pass it around or whatever, and I just need a few moments for it to build. >> Okay? So while that's taking a few moments, I know there's another key question in the minds of the audience right now, and you're probably thinking I love what I see. What Right eye right hand Priceline say. But >> what does it >> take to upgrade from seven to eight? So large can you show us and walk us through an upgrade? >> Sure, this's my little Thomas Block that I set up. It's powered by what Chris and secrets over, but it's still running on seven six. So let's upgrade that jump over to my house fee on satellite on. You see all my relate machines here, including the one I showed you what Consul on before. And there is that one with my sun block and there's a couple others. Let me select those as well. This one on that one. Just go up here. Schedule remote job. And she was really great. And hit Submit. I made it so that it makes the booms national before. So if anything was wrong Kans throwback! >> Okay, okay, so now it's progressing. Here, >> it's progressing. Looks like it's running. Doing >> live upgrade on stage. Uh, >> seems like one is failing. What's going on here? Okay, we checked the tree of great Chuck. Oh, yeah, that's the one I was playing around with Butter fest backstage. What? Detective that and you know, it doesn't run the Afghan cause we don't support operating that. >> Okay, so what I'm hearing now? So the good news is, we were protected from possible failed upgrade there, So it sounds like these upgrades are perfectly safe. Aiken, basically, you know, schedule this during a maintenance window and still get some sleep. >> Totally. That's the idea. >> Okay, fantastic. All right. So it looks like upgrades are easy and perfectly safe. And I really love what you showed us there. It's good point. Click operation right from satellite. Ok, so Well, you know, we were checking out upgrades. I want to know Josh. How those v ems coming along. >> They went really well. So you were away for so long. I got a little bored and I took some liberties. >> What do you mean? >> Well, the image Bill And, you know, I decided I'm going to go ahead and deploy here to this Intel machine on stage Esso. I have that up and running in the web. Counsel. I built another one on the arm box, which is actually pretty fast, and that's up and running on this. Our machine on that went so well that I decided to spend up some an Amazon. So I've got a few instances here running an Amazon with the web console accessible there as well. On even more of our pre bill image is up and running an azure with the web console there. So the really cool thing about this bird is that all of these images were built with image builder in a single location, controlling all the content that you want in your golden images deployed across the hybrid cloud. >> Wow, that is fantastic. And you might think that so we actually have more to show you. So thank you so much for that large. And Josh, that is fantastic. Looks like provisioning bread. Enterprise Clinic Systems ate a redhead. Enterprise Enterprise. Rhetta Enterprise Lennox. Eight Systems is Asian ever before, but >> we have >> more to talk to you about. And there's one thing that many of the operations professionals in this room right now no, that provisioning of'em is easy, but it's really day two day three, it's down the road that those viens required day to day maintenance. As a matter of fact, several you folks right now in this audience to have to manage hundreds, if not thousands, of virtual machines I recently spoke to. Gentleman has to manage thirteen hundred servers. So how do you manage those machines? A great scale. So great that they have now joined us is that it looks like they worked things out. So now I'm curious, Tim. How will we manage hundreds, if not thousands, of computers? >> Welbourne, one human managing hundreds or even thousands of'em says, No problem, because we have Ansel automation. And by leveraging Ansel's integration into satellite, not only can we spin up those V em's really quickly, like Josh was just doing, but we can also make ongoing maintenance of them really simple. Come on up here. I'm going to show you here a satellite inventory and his red hat is publishing patches. Weaken with that danceable integration easily apply those patches across our entire fleet of machines. Okay, >> that is fantastic. So he's all the machines can get updated in one fell swoop. >> He sure can. And there's one thing that I want to bring your attention to today because it's brand new. And that's cloud that red hat dot com And here, a cloud that redhead dot com You can view and manage your entire inventory no matter where it sits. Of Redhead Enterprise Lennox like on Prem on stage. Private Cloud or Public Cloud. It's true Hybrid cloud management. >> OK, but one thing. One thing. I know that in the minds of the audience right now. And if you have to manage a large number servers this it comes up again and again. What happens when you have those critical vulnerabilities that next zero day CV could be tomorrow? >> Exactly. I've actually been waiting for a while patiently for you >> to get to the really good stuff. So >> there's one more thing that I wanted to let folks know about. Red Hat Enterprise. The >> next eight and some features that we have there. Oh, >> yeah? What is that? >> So, actually, one of the key design principles of relate is working with our customers over the last twenty years to integrate all the knowledge that we've gained and turn that into insights that we can use to keep our red hat Enterprise Lennox servers running securely, inefficiently. And so what we actually have here is a few things that we could take a look at show folks what that is. >> OK, so we basically have this new feature. We're going to show people right now. And so one thing I want to make sure it's absolutely included within the redhead enterprise in that state. >> Yes. Oh, that's Ah, that's an announcement that we're making this week is that this is a brand new feature that's integrated with Red Hat Enterprise clinics, and it's available to everybody that has a red hat enterprise like subscription. So >> I believe everyone in this room right now has a rail subscriptions, so it's available to all of them. >> Absolutely, absolutely. So let's take a quick look and try this out. So we actually have. Here is a list of about six hundred rules. They're configuration security and performance rules. And this is this list is growing every single day, so customers can actually opt in to the rules that are most that are most applicable to their enterprises. So what we're actually doing here is combining the experience and knowledge that we have with the data that our customers opt into sending us. So customers have opted in and are sending us more data every single night. Then they actually have in total over the last twenty years via any other mechanism. >> Now there's I see now there's some critical findings. That's what I was talking about. But it comes to CVS and things that nature. >> Yeah, I'm betting that those air probably some of the rail seven boxes that we haven't actually upgraded quite yet. So we get back to that. What? I'd really like to show everybody here because everybody has access to this is how easy it is to opt in and enable this feature for real. Okay, let's do that real quick, so I gotta hop back over to satellite here. This is the satellite that we saw before, and I'll grab one of the hosts and we can use the new Web console feature that's part of Railly, and via single sign on I could jump right from satellite over to the Web console. So it's really, really easy. And I'LL grab a terminal here and registering with insights is really, really easy. Is one command troops, and what's happening right now is the box is going to gather some data. It's going to send it up to the cloud, and within just a minute or two, we're gonna have some results that we can look at back on the Web interface. >> I love it so it's just a single command and you're ready to register this box right now. That is super easy. Well, that's fantastic, >> Brent. We started this whole series of demonstrations by telling the audience that Red Hat Enterprise Lennox eight was the easiest, most economical and smartest operating system on the planet, period. And well, I think it's cute how you can go ahead and captain on a single machine. I'm going to show you one more thing. This is Answerable Tower. You can use as a bell tower to managing govern your answerable playbook, usage across your entire organization and with this. What I could do is on every single VM that was spun up here today. Opt in and register insights with a single click of a button. >> Okay, I want to see that right now. I know everyone's waiting for it as well, But hey, you're VM is ready. Josh. Lars? >> Yeah. My clock is running a little late now. Yeah, insights is a really cool feature >> of rail. And I've got it in all my images already. All >> right, I'm doing it all right. And so as this playbook runs across the inventory, I can see the machines registering on cloud that redhead dot com ready to be managed. >> OK, so all those onstage PM's as well as the hybrid cloud VM should be popping in IRC Post Chris equals Well, fantastic. >> That's awesome. Thanks to him. Nothing better than a Red Hat Summit speaker in the first live demo going off script deal. Uh, let's go back and take a look at some of those critical issues affecting a few of our systems here. So you can see this is a particular deanna's mask issue. It's going to affect a couple of machines. We saw that in the overview, and I can actually go and get some more details about what this particular issue is. So if you take a look at the right side of the screen there, there's actually a critical likelihood an impact that's associated with this particular issue. And what that really translates to is that there's a high level of risk to our organization from this particular issue. But also there's a low risk of change. And so what that means is that it's really, really safe for us to go ahead and use answerable to mediate this so I can grab the machines will select those two and we're mediate with answerable. I can create a new playbook. It's our maintenance window, but we'LL do something along the lines of like stuff Tim broke and that'LL be our cause. We name it whatever we want. So we'Ll create that playbook and take a look at it, and it's actually going to give us some details about the machines. You know what, what type of reboots Efendi you're going to be needed and what we need here. So we'LL go ahead and execute the playbook and what you're going to see is the outputs goingto happen in real time. So this is happening from the cloud were affecting machines. No matter where they are, they could be on Prem. They could be in a hybrid cloud, a public cloud or in a private cloud. And these things are gonna be remediated very, very easily with answerable. So it's really, really awesome. Everybody here with a red hat. Enterprise licks Lennox subscription has access to this now, so I >> kind of want >> everybody to go try this like, we really need to get this thing going and try it out right now. But >> don't know, sent about the room just yet. You get stay here >> for okay, Mr. Excitability, I think after this keynote, come back to the red hat booth and there's an optimization section. You can come talk to our insights engineers. And even though it's really easy to get going on your own, they can help you out. Answer any questions you might have. So >> this is really the start of a new era with an intelligent operating system and beauty with intelligence you just saw right now what insights that troubles you. Fantastic. So we're enabling systems administrators to manage more red in private clinics, a greater scale than ever before. I know there's a lot more we could show you, but we're totally out of time at this point, and we kind of, you know, when a little bit sideways here moments. But we need to get off the stage. But there's one thing I want you guys to think about it. All right? Do come check out the in the booth. Like Tim just said also in our debs, Get hands on red and a prize winning state as well. But really, I want you to think about this one human and a multitude of servers. And if you remember that one thing asked you upfront. Do you feel like you get a new superpower and redhead? Is your force multiplier? All right, well, thank you so much. Josh and Lars, Tim and Brent. Thank you. And let's get Paul back on stage. >> I went brilliant. No, it's just as always, >> amazing. I mean, as you can tell from last night were really, really proud of relate in that coming out here at the summit. And what a great way to showcase it. Thanks so much to you. Birth. Thanks, Brent. Tim, Lars and Josh. Just thanks again. So you've just seen this team demonstrate how impactful rail Khun b on your data center. So hopefully hopefully many of you. If not all of you have experienced that as well. But it was super computers. We hear about that all the time, as I just told you a few minutes ago, Lennox isn't just the foundation for enterprise and cloud computing. It's also the foundation for the fastest super computers in the world. In our next guest is here to tell us a lot more about that. >> Please welcome Lawrence Livermore National Laboratory. HPC solution Architect Robin Goldstone. >> Thank you so much, Robin. >> So welcome. Welcome to the summit. Welcome to Boston. And thank thank you so much for coming for joining us. Can you tell us a bit about the goals of Lawrence Livermore National Lab and how high high performance computing really works at this level? >> Sure. So Lawrence Livermore National >> Lab was established during the Cold War to address urgent national security needs by advancing the state of nuclear weapons, science and technology and high performance computing has always been one of our core capabilities. In fact, our very first supercomputer, ah Univac one was ordered by Edward Teller before our lab even opened back in nineteen fifty two. Our mission has evolved since then to cover a broad range of national security challenges. But first and foremost, our job is to ensure the safety, security and reliability of the nation's nuclear weapons stockpile. Oh, since the US no longer performs underground nuclear testing, our ability to certify the stockpile depends heavily on science based science space methods. We rely on H P C to simulate the behavior of complex weapons systems to ensure that they can function as expected, well beyond their intended life spans. That's actually great. >> So are you really are still running on that on that Univac? >> No, Actually, we we've moved on since then. So Sierra is Lawrence Livermore. Its latest and greatest supercomputer is currently the Seconds spastic supercomputer in the world and for the geeks in the audience, I think there's a few of them out there. We put up some of the specs of Syrah on the screen behind me, a couple of things worth highlighting our Sierra's peak performance and its power utilisation. So one hundred twenty five Pata flops of performance is equivalent to about twenty thousand of those Xbox one excess that you mentioned earlier and eleven point six megawatts of power required Operate Sierra is enough to power around eleven thousand homes. Syria is a very large and complex system, but underneath it all, it starts out as a collection of servers running Lin IX and more specifically, rail. >> So did Lawrence. Did Lawrence Livermore National Lab National Lab used Yisrael before >> Sierra? Oh, yeah, most definitely. So we've been running rail for a very long time on what I'll call our mid range HPC systems. So these clusters, built from commodity components, are sort of the bread and butter of our computer center. And running rail on these systems provides us with a continuity of operations and a common user environment across multiple generations of hardware. Also between Lawrence Livermore in our sister labs, Los Alamos and Sandia. Alongside these commodity clusters, though, we've always had one sort of world class supercomputer like Sierra. Historically, these systems have been built for a sort of exotic proprietary hardware running entirely closed source operating systems. Anytime something broke, which was often the Vander would be on the hook to fix it. And you know, >> that sounds >> like a good model, except that what we found overtime is most the issues that we have on these systems were either due to the extreme scale or the complexity of our workloads. Vendors seldom had a system anywhere near the size of ours, and we couldn't give them our classified codes. So their ability to reproduce our problem was was pretty limited. In some cases, they've even sent an engineer on site to try to reproduce our problems. But even then, sometimes we wouldn't get a fix for months or else they would just tell us they weren't going to fix the problem because we were the only ones having it. >> So for many of us, for many of us, the challenges is one of driving reasons for open source, you know, for even open source existing. How has how did Sierra change? Things are on open source for >> you. Sure. So when we developed our technical requirements for Sierra, we had an explicit requirement that we want to run an open source operating system and a strong preference for rail. At the time, IBM was working with red hat toe add support Terrell for their new little Indian power architecture. So it was really just natural for them to bid a red. A rail bay system for Sierra running Raylan Cyril allows us to leverage the model that's worked so well for us for all this time on our commodity clusters any packages that we build for X eighty six, we can now build those packages for power as well as our market texture using our internal build infrastructure. And while we have a formal support relationship with IBM, we can also tap our in house colonel developers to help debug complex problems are sys. Admin is Khun now work on any of our systems, including Sierra, without having toe pull out their cheat sheet of obscure proprietary commands. Our users get a consistent software environment across all our systems. And if the security vulnerability comes out, we don't have to chase around getting fixes from Multan slo es fenders. >> You know, you've been able, you've been able to extend your foundation from all the way from X eighty six all all the way to the extract excess Excuse scale supercomputing. We talk about giving customers all we talked about it all the time. A standard operational foundation to build upon. This isn't This isn't exactly what we've envisioned. So So what's next for you >> guys? Right. So what's next? So Sierra's just now going into production. But even so, we're already working on the contract for our next supercomputer called El Capitan. That's scheduled to be delivered the Lawrence Livermore in the twenty twenty two twenty timeframe. El Capitan is expected to be about ten times the performance of Sierra. I can't share any more details about that system right now, but we are hoping that we're going to be able to continue to build on a solid foundation. That relish provided us for well over a decade. >> Well, thank you so much for your support of realm over the years, Robin. And And thank you so much for coming and tell us about it today. And we can't wait to hear more about El Capitan. Thank you. Thank you very much. So now you know why we're so proud of realm. And while you saw confetti cannons and T shirt cannons last night, um, so you know, as as burned the team talked about the demo rail is the force multiplier for servers. We've made Lennox one of the most powerful platforms in the history of platforms. But just as Lennox has become a viable platform with access for everyone, and rail has become viable, more viable every day in the enterprise open source projects began to flourish around the operating system. And we needed to bring those projects to our enterprise customers in the form of products with the same trust models as we did with Ralph seeing the incredible progress of software development occurring around Lennox. Let's let's lead us to the next goal that we said tow, tow ourselves. That goal was to make hybrid cloud the default enterprise for the architecture. How many? How many of you out here in the audience or are Cesar are? HC sees how many out there a lot. A lot. You are the people that our building the next generation of computing the hybrid cloud, you know, again with like just like our goals around Lennox. This goals might seem a little daunting in the beginning, but as a community we've proved it time and time again. We are unstoppable. Let's talk a bit about what got us to the point we're at right right now and in the work that, as always, we still have in front of us. We've been on a decade long mission on this. Believe it or not, this mission was to build the capabilities needed around the Lenox operating system to really build and make the hybrid cloud. When we saw well, first taking hold in the enterprise, we knew that was just taking the first step. Because for a platform to really succeed, you need applications running on it. And to get those applications on your platform, you have to enable developers with the tools and run times for them to build, to build upon. Over the years, we've closed a few, if not a lot of those gaps, starting with the acquisition of J. Boss many years ago, all the way to the new Cuban Eddie's native code ready workspaces we launched just a few months back. We realized very early on that building a developer friendly platform was critical to the success of Lennox and open source in the enterprise. Shortly after this, the public cloud stormed onto the scene while our first focus as a company was done on premise in customer data centers, the public cloud was really beginning to take hold. Rehl very quickly became the standard across public clouds, just as it was in the enterprise, giving customers that common operating platform to build their applications upon ensuring that those applications could move between locations without ever having to change their code or operating model. With this new model of the data center spread across so many multiple environments, management had to be completely re sought and re architected. And given the fact that environments spanned multiple locations, management, real solid management became even more important. Customers deploying in hybrid architectures had to understand where their applications were running in how they were running, regardless of which infrastructure provider they they were running on. We invested over the years with management right alongside the platform, from satellite in the early days to cloud forms to cloud forms, insights and now answerable. We focused on having management to support the platform wherever it lives. Next came data, which is very tightly linked toe applications. Enterprise class applications tend to create tons of data and to have a common operating platform foyer applications. You need a storage solutions. That's Justus, flexible as that platform able to run on premise. Just a CZ. Well, as in the cloud, even across multiple clouds. This let us tow acquisitions like bluster, SEF perma bitch in Nubia, complimenting our Pratt platform with red hat storage for us, even though this sounds very condensed, this was a decade's worth of investment, all in preparation for building the hybrid cloud. Expanding the portfolio to cover the areas that a customer would depend on to deploy riel hybrid cloud architectures, finding any finding an amplifying the right open source project and technologies, or filling the gaps with some of these acquisitions. When that necessarily wasn't available by twenty fourteen, our foundation had expanded, but one big challenge remained workload portability. Virtual machine formats were fragmented across the various deployments and higher level framework such as Java e still very much depended on a significant amount of operating system configuration and then containers happened containers, despite having a very long being in existence for a very long time. As a technology exploded on the scene in twenty fourteen, Cooper Netease followed shortly after in twenty fifteen, allowing containers to span multiple locations and in one fell swoop containers became the killer technology to really enable the hybrid cloud. And here we are. Hybrid is really the on ly practical reality in way for customers and a red hat. We've been investing in all aspects of this over the last eight plus years to make our customers and partners successful in this model. We've worked with you both our customers and our partners building critical realm in open shift deployments. We've been constantly learning about what has caused problems and what has worked well in many cases. And while we've and while we've amassed a pretty big amount of expertise to solve most any challenge in in any area that stack, it takes more than just our own learning's to build the next generation platform. Today we're also introducing open shit for which is the culmination of those learnings. This is the next generation of the application platform. This is truly a platform that has been built with our customers and not simply just with our customers in mind. This is something that could only be possible in an open source development model and just like relish the force multiplier for servers. Open shift is the force multiplier for data centers across the hybrid cloud, allowing customers to build thousands of containers and operate them its scale. And we've also announced open shift, and we've also announced azure open shift. Last night. Satya on this stage talked about that in depth. This is all about extending our goals of a common operating platform enabling applications across the hybrid cloud, regardless of whether you run it yourself or just consume it as a service. And with this flagship release, we are also introducing operators, which is the central, which is the central feature here. We talked about this work last year with the operator framework, and today we're not going to just show you today. We're not going to just show you open shift for we're going to show you operators running at scale operators that will do updates and patches for you, letting you focus more of your time and running your infrastructure and running running your business. We want to make all this easier and intuitive. So let's have a quick look at how we're doing. Just that >> painting. I know all of you have heard we're talking to pretend to new >> customers about the travel out. So new plan. Just open it up as a service been launched by this summer. Look, I know this is a big quest for not very big team. I'm open to any and all ideas. >> Please welcome back to the stage. Red Hat Global director of developer Experience burst Sutter with Jessica Forrester and Daniel McPherson. All right, we're ready to do some more now. Now. Earlier we showed you read Enterprise Clinic St running on lots of different hardware like this hardware you see right now And we're also running across multiple cloud providers. But now we're going to move to another world of Lennox Containers. This is where you see open shift four on how you can manage large clusters of applications from eggs limits containers across the hybrid cloud. We're going to see this is where suffer operators fundamentally empower human operators and especially make ups and Deb work efficiently, more efficiently and effectively there together than ever before. Rights. We have to focus on the stage right now. They're represent ops in death, and we're gonna go see how they reeled in application together. Okay, so let me introduce you to Dan. Dan is totally representing all our ops folks in the audience here today, and he's telling my ops, comfort person Let's go to call him Mr Ops. So Dan, >> thanks for with open before, we had a much easier time setting up in maintaining our clusters. In large part, that's because open shit for has extended management of the clusters down to the infrastructure, the diversity kinds of parent. When you take >> a look at the open ship console, >> you can now see the machines that make up the cluster where machine represents the infrastructure. Underneath that Cooper, Eddie's node open shit for now handles provisioning Andy provisioning of those machines. From there, you could dig into it open ship node and see how it's configured and monitor how it's behaving. So >> I'm curious, >> though it does this work on bare metal infrastructure as well as virtualized infrastructure. >> Yeah, that's right. Burn So Pa Journal nodes, no eternal machines and open shit for can now manage it all. Something else we found extremely useful about open ship for is that it now has the ability to update itself. We can see this cluster hasn't update available and at the press of a button. Upgrades are responsible for updating. The entire platform includes the nodes, the control plane and even the operating system and real core arrests. All of this is possible because the infrastructure components and their configuration is now controlled by technology called operators. Thes software operators are responsible for aligning the cluster to a desired state. And all of this makes operational management of unopened ship cluster much simpler than ever before. All right, I >> love the fact that all that's been on one console Now you can see the full stack right all way down to the bare metal right there in that one console. Fantastic. So I wanted to scare us for a moment, though. And now let's talk to Deva, right? So Jessica here represents our all our developers in the room as my facts. He manages a large team of developers here Red hat. But more importantly, she represents our vice president development and has a large team that she has to worry about on a regular basis of Jessica. What can you show us? We'LL burn My team has hundreds of developers and were constantly under pressure to deliver value to our business. And frankly, we can't really wait for Dan and his ops team to provisioned the infrastructure and the services that we need to do our job. So we've chosen open shift as our platform to run our applications on. But until recently, we really struggled to find a reliable source of Cooper Netease Technologies that have the operational characteristics that Dan's going to actually let us install through the cluster. But now, with operator, How bio, we're really seeing the V ecosystem be unlocked. And the technology's there. Things that my team needs, its databases and message cues tracing and monitoring. And these operators are actually responsible for complex applications like Prometheus here. Okay, they're written in a variety of languages, danceable, but that is awesome. So I do see a number of options there already, and preaches is a great example. But >> how do you >> know that one? These operators really is mature enough and robust enough for Dan and the outside of the house. Wilbert, Here we have the operator maturity model, and this is going to tell me and my team whether this particular operator is going to do a basic install if it's going to upgrade that application over time through different versions or all the way out to full auto pilot, where it's automatically scaling and tuning the application based on the current environment. And it's very cool. So coming over toothy open shift Consul, now we can actually see Dan has made the sequel server operator available to me and my team. That's the database that we're using. A sequel server. That's a great example. So cynics over running here in the cluster? But this is a great example for a developer. What if I want to create a new secret server instance? Sure, we're so it's as easy as provisioning any other service from the developer catalog. We come in and I can type for sequel server on what this is actually creating is, ah, native resource called Sequel Server, and you can think of that like a promise that a sequel server will get created. The operator is going to see that resource, install the application and then manage it over its life cycle, KAL, and from this install it operators view, I can see the operators running in my project and which resource is its managing Okay, but I'm >> kind of missing >> something here. I see this custom resource here, the sequel server. But where the community's resource is like pods. Yeah, I think it's cool that we get this native resource now called Sequel Server. But if I need to, I can still come in and see the native communities. Resource is like your staple set in service here. Okay, that is fantastic. Now, we did say earlier on, though, like many of our customers in the audience right now, you have a large team of engineers. Lost a large team of developers you gotta handle. You gotta have more than one secret server, right? We do one for every team as we're developing, and we use a lot of other technologies running on open shift as well, including Tomcat and our Jenkins pipelines and our dough js app that is gonna actually talk to that sequel server database. Okay, so this point we can kind of provisions, Some of these? Yes. Oh, since all of this is self service for me and my team's, I'm actually gonna go and create one of all of those things I just said on all of our projects, right Now, if you just give me a minute, Okay? Well, right. So basically, you're going to knock down No Jazz Jenkins sequel server. All right, now, that's like hundreds of bits of application level infrastructure right now. Live. So, Dan, are you not terrified? Well, I >> guess I should have done a little bit better >> job of managing guests this quota and historically just can. I might have had some conflict here because creating all these new applications would admit my team now had a massive back like tickets to work on. But now, because of software operators, my human operators were able to run our infrastructure at scale. So since I'm long into the cluster here as the cluster admin, I get this view of pods across all projects. And so I get an idea of what's happening across the entire cluster. And so I could see now we have four hundred ninety four pods already running, and there's a few more still starting up. And if I scroll to the list, we can see the different workloads Jessica just mentioned of Tomcats. And no Gs is And Jenkins is and and Siegel servers down here too, you know, I see continues >> creating and you have, like, close to five hundred pods running >> there. So, yeah, filters list down by secret server, so we could just see. Okay, But >> aren't you not >> running going around a cluster capacity at some point? >> Actually, yeah, we we definitely have a limited capacity in this cluster. And so, luckily, though, we already set up auto scale er's And so because the additional workload was launching, we see now those outer scholars have kicked in and some new machines are being created that don't yet have noticed. I'm because they're still starting up. And so there's another good view of this as well, so you can see machine sets. We have one machine set per availability zone, and you could see the each one is now scaling from ten to twelve machines. And the way they all those killers working is for each availability zone, they will. If capacities needed, they will add additional machines to that availability zone and then later effect fast. He's no longer needed. It will automatically take those machines away. >> That is incredible. So right now we're auto scaling across multiple available zones based on load. Okay, so looks like capacity planning and automation is fully, you know, handle this point. But I >> do have >> another question for year logged in. Is the cluster admin right now into the console? Can you show us your view of >> operator suffer operators? Actually, there's a couple of unique views here for operators, for Cluster admits. The first of those is operator Hub. This is where a cluster admin gets the ability to curate the experience of what operators are available to users of the cluster. And so obviously we already have the secret server operator installed, which which we've been using. The other unique view is operator management. This gives a cluster I've been the ability to maintain the operators they've already installed. And so if we dig in and see the secret server operator, well, see, we haven't set up for manual approval. And what that means is if a new update comes in for a single server, then a cluster and we would have the ability to approve or disapprove with that update before installs into the cluster, we'LL actually and there isn't upgrade that's available. Uh, I should probably wait to install this, though we're in the middle of scaling out this cluster. And I really don't want to disturb Jessica's application. Workflow. >> Yeah, so, actually, Dan, it's fine. My app is already up. It's running. Let me show it to you over here. So this is our products application that's talking to that sequel server instance. And for debugging purposes, we can see which version of sequel server we're currently talking to. Its two point two right now. And then which pod? Since this is a cluster, there's more than one secret server pod we could be connected to. Okay, I could see right there the bounder screeners they know to point to. That's the version we have right now. But, you know, >> this is kind of >> point of software operators at this point. So, you know, everyone in this room, you know, wants to see you hit that upgrade button. Let's do it. Live here on stage. Right, then. All >> right. All right. I could see where this is going. So whenever you updated operator, it's just like any other resource on communities. And so the first thing that happens is the operator pot itself gets updated so we actually see a new version of the operator is currently being created now, and what's that gets created, the overseer will be terminated. And that point, the new, softer operator will notice. It's now responsible for managing lots of existing Siegel servers already in the environment. And so it's then going Teo update each of those sickle servers to match to the new version of the single server operator and so we could see it's running. And so if we switch now to the all projects view and we filter that list down by sequel server, then we should be able to see us. So lots of these sickle servers are now being created and the old ones are being terminated. So is the rolling update across the cluster? Exactly a So the secret server operator Deploy single server and an H A configuration. And it's on ly updates a single instance of secret server at a time, which means single server always left in nature configuration, and Jessica doesn't really have to worry about downtime with their applications. >> Yeah, that's awesome dance. So glad the team doesn't have to worry about >> that anymore and just got I think enough of these might have run by Now, if you try your app again might be updated. >> Let's see Jessica's application up here. All right. On laptop three. >> Here we go. >> Fantastic. And yet look, we're We're into two before we're onto three. Now we're on to victory. Excellent on. >> You know, I actually works so well. I don't even see a reason for us to leave this on manual approval. So I'm going to switch this automatic approval. And then in the future, if a new single server comes in, then we don't have to do anything, and it'll be all automatically updated on the cluster. >> That is absolutely fantastic. And so I was glad you guys got a chance to see that rolling update across the cluster. That is so cool. The Secret Service database being automated and fully updated. That is fantastic. Alright, so I can see how a software operator doesn't able. You don't manage hundreds if not thousands of applications. I know a lot of folks or interest in the back in infrastructure. Could you give us an example of the infrastructure >> behind this console? Yeah, absolutely. So we all know that open shift is designed that run in lots of different environments. But our teams think that as your redhead over, Schiff provides one of the best experiences by deeply integrating the open chief Resource is into the azure console, and it's even integrated into the azure command line toll and the easy open ship man. And, as was announced yesterday, it's now available for everyone to try out. And there's actually one more thing we wanted to show Everyone related to open shit, for this is all so new with a penchant for which is we now have multi cluster management. This gives you the ability to keep track of all your open shift environments, regardless of where they're running as well as you can create new clusters from here. And I'll dig into the azure cluster that we were just taking a look at. >> Okay, but is this user and face something have to install them one of my existing clusters? >> No, actually, this is the host of service that's provided by Red hat is part of cloud that redhead that calm and so all you have to do is log in with your red hair credentials to get access. >> That is incredible. So one console, one user experience to see across the entire hybrid cloud we saw earlier with Red update. Right and red embers. Thank Satan. Now we see it for multi cluster management. But home shift so you can fundamentally see. Now the suffer operators do finally change the game when it comes to making human operators vastly more productive and, more importantly, making Devon ops work more efficiently together than ever before. So we saw the rich ice vehicle system of those software operators. We can manage them across the Khyber Cloud with any, um, shift instance. And more importantly, I want to say Dan and Jessica for helping us with this demonstration. Okay, fantastic stuff, guys. Thank you so much. Let's get Paul back out here >> once again. Thanks >> so much to burn his team. Jessica and Dan. So you've just seen how open shift operators can help you manage hundreds, even thousands of applications. Install, upgrade, remove nodes, control everything about your application environment, virtual physical, all the way out to the cloud making, making things happen when the business demands it even at scale, because that's where it's going to get. Our next guest has lots of experience with demand at scale. and they're using open source container management to do it. Their work, their their their work building a successful cloud, First platform and there, the twenty nineteen Innovation Award winner. >> Please welcome twenty nineteen Innovation Award winner. Cole's senior vice president of technology, Rich Hodak. >> How you doing? Thanks. >> Thanks so much for coming out. We really appreciate it. So I guess you guys set some big goals, too. So can you baby tell us about the bold goal? Helped you personally help set for Cole's. And what inspired you to take that on? Yes. So it was twenty seventeen and life was pretty good. I had no gray hair and our business was, well, our tech was working well, and but we knew we'd have to do better into the future if we wanted to compete. Retails being disrupted. Our customers are asking for new experiences, So we set out on a goal to become an open hybrid cloud platform, and we chose Red had to partner with us on a lot of that. We set off on a three year journey. We're currently in Year two, and so far all KP eyes are on track, so it's been a great journey thus far. That's awesome. That's awesome. So So you Obviously, Obviously you think open source is the way to do cloud computing. So way absolutely agree with you on that point. So So what? What is it that's convinced you even more along? Yeah, So I think first and foremost wait, do we have a lot of traditional IAS fees? But we found that the open source partners actually are outpacing them with innovation. So I think that's where it starts for us. Um, secondly, we think there's maybe some financial upside to going more open source. We think we can maybe take some cost out unwind from these big fellas were in and thirdly, a CZ. We go to universities. We started hearing. Is we interviewed? Hey, what is Cole's doing with open source and way? Wanted to use that as a lever to help recruit talent. So I'm kind of excited, you know, we partner with Red Hat on open shift in in Rail and Gloucester and active M Q and answerable and lots of things. But we've also now launched our first open source projects. So it's really great to see this journey. We've been on. That's awesome, Rich. So you're in. You're in a high touch beta with with open shift for So what? What features and components or capabilities are you most excited about and looking forward to what? The launch and you know, and what? You know what? What are the something maybe some new goals that you might be able to accomplish with with the new features. And yeah, So I will tell you we're off to a great start with open shift. We've been on the platform for over a year now. We want an innovation award. We have this great team of engineers out here that have done some outstanding work. But certainly there's room to continue to mature that platform. It calls, and we're excited about open shift, for I think there's probably three things that were really looking forward to. One is we're looking forward to, ah, better upgrade process. And I think we saw, you know, some of that in the last demo. So upgrades have been kind of painful up until now. So we think that that that will help us. Um, number two, A lot of our open shift workloads today or the workloads. We run an open shifts are the stateless apse. Right? And we're really looking forward to moving more of our state full lapse into the platform. And then thirdly, I think that we've done a great job of automating a lot of the day. One stuff, you know, the provisioning of, of things. There's great opportunity o out there to do mohr automation for day two things. So to integrate mohr with our messaging systems in our database systems and so forth. So we, uh we're excited. Teo, get on board with the version for wear too. So, you know, I hope you, Khun, we can help you get to the next goals and we're going to continue to do that. Thank you. Thank you so much rich, you know, all the way from from rail toe open shift. It's really exciting for us, frankly, to see our products helping you solve World War were problems. What's you know what? Which is. Really? Why way do this and and getting into both of our goals. So thank you. Thank you very much. And thanks for your support. We really appreciate it. Thanks. It has all been amazing so far and we're not done. A critical part of being successful in the hybrid cloud is being successful in your data center with your own infrastructure. We've been helping our customers do that in these environments. For almost twenty years now, we've been running the most complex work loads in the world. But you know, while the public cloud has opened up tremendous possibilities, it also brings in another type of another layer of infrastructure complexity. So what's our next goal? Extend your extend your data center all the way to the edge while being as effective as you have been over the last twenty twenty years, when it's all at your own fingertips. First from a practical sense, Enterprises air going to have to have their own data centers in their own environment for a very long time. But there are advantages of being able to manage your own infrastructure that expand even beyond the public cloud all the way out to the edge. In fact, we talked about that very early on how technology advances in computer networking is storage are changing the physical boundaries of the data center every single day. The need, the need to process data at the source is becoming more and more critical. New use cases Air coming up every day. Self driving cars need to make the decisions on the fly. In the car factory processes are using a I need to adapt in real time. The factory floor has become the new edge of the data center, working with things like video analysis of a of A car's paint job as it comes off the line, where a massive amount of data is on ly needed for seconds in order to make critical decisions in real time. If we had to wait for the video to go up to the cloud and back, it would be too late. The damage would have already been done. The enterprise is being stretched to be able to process on site, whether it's in a car, a factory, a store or in eight or nine PM, usually involving massive amounts of data that just can't easily be moved. Just like these use cases couldn't be solved in private cloud alone because of things like blatant see on data movement, toe address, real time and requirements. They also can't be solved in public cloud alone. This is why open hybrid is really the model that's needed in the only model forward. So how do you address this class of workload that requires all of the above running at the edge? With the latest technology all its scale, let me give you a bit of a preview of what we're working on. We are taking our open hybrid cloud technologies to the edge, Integrated with integrated with Aro AM Hardware Partners. This is a preview of a solution that will contain red had open shift self storage in K V M virtual ization with Red Hat Enterprise Lennox at the core, all running on pre configured hardware. The first hardware out of the out of the gate will be with our long time. Oh, am partner Del Technologies. So let's bring back burn the team to see what's right around the corner. >> Please welcome back to the stage. Red Hat. Global director of developer Experience burst Sutter with Kareema Sharma. Okay, We just how was your Foreign operators have redefined the capabilities and usability of the open hybrid cloud, and now we're going to show you a few more things. Okay, so just be ready for that. But I know many of our customers in this audience right now, as well as the customers who aren't even here today. You're running tens of thousands of applications on open chef clusters. We know that disappearing right now, but we also know that >> you're not >> actually in the business of running terminators clusters. You're in the business of oil and gas from the business retail. You're in a business transportation, you're in some other business and you don't really want to manage those things at all. We also know though you have lo latest requirements like Polish is talking about. And you also dated gravity concerns where you >> need to keep >> that on your premises. So what you're about to see right now in this demonstration is where we've taken open ship for and made a bare metal cluster right here on this stage. This is a fully automated platform. There is no underlying hyper visor below this platform. It's open ship running on bare metal. And this is your crew vanities. Native infrastructure, where we brought together via mes containers networking and storage with me right now is green mush arma. She's one of her engineering leaders responsible for infrastructure technologies. Please welcome to the stage, Karima. >> Thank you. My pleasure to be here, whether it had summit. So let's start a cloud. Rid her dot com and here we can see the classroom Dannon Jessica working on just a few moments ago From here we have a bird's eye view ofthe all of our open ship plasters across the hybrid cloud from multiple cloud providers to on premises and noticed the spare medal last year. Well, that's the one that my team built right here on this stage. So let's go ahead and open the admin console for that last year. Now, in this demo, we'LL take a look at three things. A multi plaster inventory for the open Harbor cloud at cloud redhead dot com. Second open shift container storage, providing convert storage for virtual machines and containers and the same functionality for cloud vert and bare metal. And third, everything we see here is scuba unit is native, so by plugging directly into communities, orchestration begin common storage. Let working on monitoring facilities now. Last year, we saw how continue native actualization and Q Bert allow you to run virtual machines on Cabinet is an open shift, allowing for a single converge platform to manage both containers and virtual machines. So here I have this dark net project now from last year behead of induced virtual machine running it S P darknet application, and we had started to modernize and continue. Arise it by moving. Parts of the application from the windows began to the next containers. So let's take a look at it here. I have it again. >> Oh, large shirt, you windows. Earlier on, I was playing this game back stage, so it's just playing a little solitaire. Sorry about that. >> So we don't really have time for that right now. Birds. But as I was saying, Over here, I have Visions Studio Now the window's virtual machine is just another container and open shift and the i d be service for the virtual machine. It's just another service in open shift open shifts. Running both containers and virtual machines together opens a whole new world of possibilities. But why stop there? So this here be broadened to come in. It is native infrastructure as our vision to redefine the operation's off on premises infrastructure, and this applies to all matters of workloads. Using open shift on metal running all the way from the data center to the edge. No by your desk, right to main benefits. Want to help reduce the operation casts And second, to help bring advance good when it is orchestration concept to your infrastructure. So next, let's take a look at storage. So open shift container storage is software defined storage, providing the same functionality for both the public and the private lads. By leveraging the operator framework, open shift container storage automatically detects the available hardware configuration to utilize the discs in the most optimal vein. So then adding my note, you don't have to think about how to balance the storage. Storage is just another service running an open shift. >> And I really love this dashboard quite honestly, because I love seeing all the storage right here. So I'm kind of curious, though. Karima. What kind of storage would you What, What kind of applications would you use with the storage? >> Yeah, so this is the persistent storage. To be used by a database is your files and any data from applications such as a Magic Africa. Now the A Patrick after operator uses school, been at this for scheduling and high availability, and it uses open shift containers. Shortest. Restore the messages now Here are on premises. System is running a caf co workload streaming sensor data on DH. We want toe sort it and act on it locally, right In a minute. A place where maybe we need low latency or maybe in a data lake like situation. So we don't want to send the starter to the cloud. Instead, we want to act on it locally, right? Let's look at the griffon a dashboard and see how our system is doing so with the incoming message rate of about four hundred messages for second, the system seems to be performing well, right? I want to emphasize this is a fully integrated system. We're doing the testing An optimization sze so that the system can Artoo tune itself based on the applications. >> Okay, I love the automated operations. Now I am a curious because I know other folks in the audience want to know this too. What? Can you tell us more about how there's truly integrated communities can give us an example of that? >> Yes. Again, You know, I want to emphasize everything here is managed poorly by communities on open shift. Right. So you can really use the latest coolest to manage them. All right. Next, let's take a look at how easy it is to use K native with azure functions to script alive Reaction to a live migration event. >> Okay, Native is a great example. If actually were part of my breakout session yesterday, you saw me demonstrate came native. And actually, if you want to get hands on with it tonight, you can come to our guru night at five PM and actually get hands on like a native. So I really have enjoyed using K. Dated myself as a software developer. And but I am curious about the azure functions component. >> Yeah, so as your functions is a function is a service engine developed by Microsoft fully open source, and it runs on top of communities. So it works really well with our on premises open shift here. Right now, I have a simple azure function that I already have here and this azure function, you know, Let's see if this will send out a tweet every time we live My greater Windows virtual machine. Right. So I have it integrated with open shift on DH. Let's move a note to maintenance to see what happens. So >> basically has that via moves. We're going to see the event triggered. They trigger the function. >> Yeah, important point I want to make again here. Windows virtue in machines are equal citizens inside of open shift. We're investing heavily in automation through the use of the operator framework and also providing integration with the hardware. Right, So next, Now let's move that note to maintain it. >> But let's be very clear here. I wanna make sure you understand one thing, and that is there is no underlying virtual ization software here. This is open ship running on bear. Meddle with these bare metal host. >> That is absolutely right. The system can automatically discover the bare metal hosts. All right, so here, let's move this note to maintenance. So I start them Internets now. But what will happen at this point is storage will heal itself, and communities will bring back the same level of service for the CAFTA application by launching a part on another note and the virtual machine belive my great right and this will create communities events. So we can see. You know, the events in the event stream changes have started to happen. And as a result of this migration, the key native function will send out a tweet to confirm that could win. It is native infrastructure has indeed done the migration for the live Ian. Right? >> See the events rolling through right there? >> Yeah. All right. And if we go to Twitter? >> All right, we got tweets. Fantastic. >> And here we can see the source Nord report. Migration has succeeded. It's a pretty cool stuff right here. No. So we want to bring you a cloud like experience, but this means is we're making operational ease a fuse as a top goal. We're investing heavily in encapsulating management knowledge and working to pre certify hardware configuration in working with their partners such as Dell, and they're dead already. Note program so that we can provide you guidance on specific benchmarks for specific work loads on our auto tuning system. >> All right, well, this is tow. I know right now, you're right thing, and I want to jump on the stage and check out the spare metal cluster. But you should not right. Wait After the keynote didn't. Come on, check it out. But also, I want you to go out there and think about visiting our partner Del and their booth where they have one. These clusters also. Okay, So this is where vmc networking and containers the storage all come together And a Kurban in his native infrastructure. You've seen right here on this stage, but an agreement. You have a bit more. >> Yes. So this is literally the cloud coming down from the heavens to us. >> Okay? Right here, Right now. >> Right here, right now. So, to close the loop, you can have your plaster connected to cloud redhead dot com for our insights inside reliability engineering services so that we can proactively provide you with the guidance through automated analyses of telemetry in logs and help flag a problem even before you notice you have it Beat software, hardware, performance, our security. And one more thing. I want to congratulate the engineers behind the school technology. >> Absolutely. There's a lot of engineers here that worked on this cluster and worked on the stack. Absolutely. Thank you. Really awesome stuff. And again do go check out our partner Dale. They're just out that door I can see them from here. They have one. These clusters get a chance to talk to them about how to run your open shift for on a bare metal cluster as well. Right, Kareema, Thank you so much. That was totally awesome. We're at a time, and we got to turn this back over to Paul. >> Thank you. Right. >> Okay. Okay. Thanks >> again. Burned, Kareema. Awesome. You know, So even with all the exciting capabilities that you're seeing, I want to take a moment to go back to the to the first platform tenant that we learned with rail, that the platform has to be developer friendly. Our next guest knows something about connecting a technology like open shift to their developers and part of their company. Wide transformation and their ability to shift the business that helped them helped them make take advantage of the innovation. Their Innovation award winner this year. Please, Let's welcome Ed to the stage. >> Please welcome. Twenty nineteen. Innovation Award winner. BP Vice President, Digital transformation. Ed Alford. >> Thanks, Ed. How your fake Good. So was full. Get right into it. What we go you guys trying to accomplish at BP and and How is the goal really important in mandatory within your organization? Support on everyone else were global energy >> business, with operations and over seventy countries. Andi. We've embraced what we call the jewel challenge, which is increasing the mind for energy that we have as individuals in the world. But we need to produce the energy with fuel emissions. It's part of that. One of our strategic priorities that we >> have is to modernize the whole group on. That means simplifying our processes and enhancing >> productivity through digital solutions. So we're using chlo based technologies >> on, more importantly, open source technologies to clear a community and say, the whole group that collaborates effectively and efficiently and uses our data and expertise to embrace the jewel challenge and actually try and help solve that problem. That's great. So So how did these heart of these new ways of working benefit your team and really the entire organ, maybe even the company as a whole? So we've been given the Innovation Award for Digital conveyor both in the way it was created and also in water is delivering a couple of guys in the audience poll costal and brewskies as he they they're in the team. Their teams developed that convey here, using our jail and Dev ops and some things. We talk about this stuff a lot, but actually the they did it in a truly our jail and develops we, um that enabled them to experiment and walking with different ways. And highlight in the skill set is that we, as a group required in order to transform using these approaches, we can no move things from ideation to scale and weeks and days sometimes rather than months. Andi, I think that if we can take what they've done on DH, use more open source technology, we contain that technology and apply across the whole group to tackle this Jill challenge. And I think that we use technologists and it's really cool. I think that we can no use technology and open source technology to solve some of these big challenges that we have and actually just preserve the planet in a better way. So So what's the next step for you guys at BP? So moving forward, we we are embracing ourselves, bracing a clothed, forced organization. We need to continue to live to deliver on our strategy, build >> over the technology across the entire group to address the jewel >> challenge and continue to make some of these bold changes and actually get into and really use. Our technology is, I said, too addresses you'LL challenge and make the future of our planet a better place for ourselves and our children and our children's children. That's that's a big goal. But thank you so much, Ed. Thanks for your support. And thanks for coming today. Thank you very much. Thank you. Now comes the part that, frankly, I think his best part of the best part of this presentation We're going to meet the type of person that makes all of these things a reality. This tip this type of person typically works for one of our customers or with one of with one of our customers as a partner to help them make the kinds of bold goals like you've heard about today and the ones you'll hear about Maura the way more in the >> week. I think the thing I like most about it is you feel that reward Just helping people I mean and helping people with stuff you enjoy right with computers. My dad was the math and science teacher at the local high school. And so in the early eighties, that kind of met here, the default person. So he's always bringing in a computer stuff, and I started a pretty young age. What Jason's been able to do here is Mohr evangelize a lot of the technologies between different teams. I think a lot of it comes from the training and his certifications that he's got. He's always concerned about their experience, how easy it is for them to get applications written, how easy it is for them to get them up and running at the end of the day. We're a loan company, you know. That's way we lean on accounting like red. That's where we get our support front. That's why we decided to go with a product like open shift. I really, really like to product. So I went down. The certification are out in the training ground to learn more about open shit itself. So my daughter's teacher, they were doing a day of coding, and so they asked me if I wanted to come and talk about what I do and then spend the day helping the kids do their coding class. The people that we have on our teams, like Jason, are what make us better than our competitors, right? Anybody could buy something off the shelf. It's people like him. They're able to take that and mold it into something that then it is a great offering for our partners and for >> customers. Please welcome Red Hat Certified Professional of the Year Jason Hyatt. >> Jason, Congratulations. Congratulations. What a what a big day, huh? What a really big day. You know, it's great. It's great to see such work, You know that you've done here. But you know what's really great and shows out in your video It's really especially rewarding. Tow us. And I'm sure to you as well to see how skills can open doors for for one for young women, like your daughters who already loves technology. So I'd liketo I'd like to present this to you right now. Take congratulations. Congratulations. Good. And we I know you're going to bring this passion. I know you bring this in, everything you do. So >> it's this Congratulations again. Thanks, Paul. It's been really exciting, and I was really excited to bring my family here to show the experience. It's it's >> really great. It's really great to see him all here as well going. Maybe we could you could You guys could stand up. So before we leave before we leave the stage, you know, I just wanted to ask, What's the most important skill that you'LL pass on from all your training to the future generations? >> So I think the most important thing is you have to be a continuous learner you can't really settle for. Ah, you can't be comfortable on learning, which I already know. You have to really drive a continuous Lerner. And of course, you got to use the I ninety. Maxwell. Quite. >> I don't even have to ask you the question. Of course. Right. Of course. That's awesome. That's awesome. And thank you. Thank you for everything, for everything that you're doing. So thanks again. Thank you. You know what makes open source work is passion and people that apply those considerable talents that passion like Jason here to making it worked and to contribute their idea there. There's back. And believe me, it's really an impressive group of people. You know you're family and especially Berkeley in the video. I hope you know that the redhead, the certified of the year is the best of the best. The cream of the crop and your dad is the best of the best of that. So you should be very, very happy for that. I also and I also can't wait. Teo, I also can't wait to come back here on this stage ten years from now and present that same award to you. Berkeley. So great. You should be proud. You know, everything you've heard about today is just a small representation of what's ahead of us. We've had us. We've had a set of goals and realize some bold goals over the last number of years that have gotten us to where we are today. Just to recap those bold goals First bait build a company based solely on open source software. It seems so logical now, but it had never been done before. Next building the operating system of the future that's going to run in power. The enterprise making the standard base platform in the op in the Enterprise Olympics based operating system. And after that making hybrid cloud the architecture of the future make hybrid the new data center, all leading to the largest software acquisition in history. Think about it around us around a company with one hundred percent open source DNA without. Throughout. Despite all the fun we encountered over those last seventeen years, I have to ask, Is there really any question that open source has won? Realizing our bold goals and changing the way software is developed in the commercial world was what we set out to do from the first day in the Red Hat was born. But we only got to that goal because of you. Many of you contributors, many of you knew toe open source software and willing to take the risk along side of us and many of partners on that journey, both inside and outside of Red Hat. Going forward with the reach of IBM, Red hat will accelerate. Even Mohr. This will bring open source general innovation to the next generation hybrid data center, continuing on our original mission and goal to bring open source technology toe every corner of the planet. What I what I just went through in the last hour Soul, while mind boggling to many of us in the room who have had a front row seat to this overto last seventeen plus years has only been red hats. First step. Think about it. We have brought open source development from a niche player to the dominant development model in software and beyond. Open Source is now the cornerstone of the multi billion dollar enterprise software world and even the next generation hybrid act. Architecture would not even be possible without Lennox at the core in the open innovation that it feeds to build around it. This is not just a step forward for software. It's a huge leap in the technology world beyond even what the original pioneers of open source ever could have imagined. We have. We have witnessed open source accomplished in the last seventeen years more than what most people will see in their career. Or maybe even a lifetime open source has forever changed the boundaries of what will be possible in technology in the future. And in the one last thing to say, it's everybody in this room and beyond. Everyone outside continue the mission. Thanks have a great sum. It's great to see it

>> Live from Las Vegas. It's theCUBE covering AWS re:Invent 2018 brought to you by Amazon web services, Intel and their ecosystem partners. >> Good to have you here on theCUBE, as we continue our coverage at AWS re:Invent. We're at day three here in Las Vegas in the Sands Expo Hall D, and we got about a half hour. Come by and say hi to us if you would. I'm here with Rebecca Knight, John Walls, and two gentleman here to join us. One from GitLab, Brendan Jung, who is the vice president of alliances. Brendan, good to see you sir. >> Thank you for having us. >> And Alex Hale, platform engineering at Beacon Platform. >> Hello, Alex, how are you doing? >> Not bad, I'm surviving the whole experience. >> It's a test! >> Well, let's talk about the whole experience (mumbles) What have you picked up this week? >> I've picked up that AWS is going very much into this sort of enterprise space. We saw that theme last year, and I think this year it's even more so that they're really catering towards how enterprise and then big organizations are getting in. And I think that's been a big. You can see it in how they're doing their storage strategies, how they're doing their network strategies, and how they're just really targeting towards security, and compliance, and governance. And I think that's a big theme that's from last year to this year, and I think it's going to continue on. >> Yeah, they've been waving a big flag for sure telling the enterprise it's safe to come onboard the public cloud's open for ya. >> Yes. >> Oh yeah for sure. >> Brendan, if you would, you were telling a story that you worked at Google for quite some time. >> I was, yes. >> Worked on some fairly high profile projects >> there, and you've been >> Yes. at GitLab for five months now. Instant transition for ya? >> Five months, yes. >> What was behind that? >> So a couple of it is, I mean when we get down to it sometimes you're either a builder or a runner just in the way you're oriented. And I'm a builder, so the biggest thing was love building that from the ground up with Google. Amazing team they did amazing job. We got to do a lot of really fun things. Was looking for something kind of new, and I'd worked with GitLab since I ran the partner organization for a lot of the partners at Google. I had worked with them for a number of years and it's rare when you work regularly with the company that you get surprised. So the kind of the point that I was like, "Oh, I really need to look into this more deeply," is I've done detailed work with GitLab for years. And I was in a meeting with Sid, our CEO. And he kind of, "Hey, you know what we're up to." And I'm like, "Oh, of course I know what we're up to." Right, cuz that's you always answer that. I mean you don't answer the question, "No, I have no idea what you're up to." We met four weeks ago, of course I know what you're up to. And he's really humble. But simply like oh hey, you want to see me insert. Hey, this is what we're working on. Slides across the floors to report, and he's like, oh, in the CI space, under three years we went from no product to the very best of the business. Beat out Microsoft, and CloudBees, and all these. And I was like wait, I didn't know you were in the CI space. I shouldn't say this publicly, >> Alright it's alright. >> but I went like I didn't know that. >> It's okay. You got the job. >> No, I'm safe, but the ability that's just the speed that the company moves. Everyone says it, but when you can go that fast with that kind of quality, I was like I got to dig deeper. And so we just kind of went down that path, and it's been quite an adventure. >> Good. >> Obviously, Microsoft buying GitHub has made for a whole lot of discussions in a whole lot of different ways for us. And competition's good, so it's been a lot of fun. >> Well, we definitely want to talk about the GitLab and Beacon Platform partnership, but I want to first ask you, Alex. Tell our viewers a little bit more about the Beacon Platform. >> So Beacon Platform is a company that came out of the financial services from the large banks; the Goldman Sachs, the J.P. Morgans, the Bank of Americas. And in those places, internally they have to have this quite open source like culture where there is people contributing in the same codebase, there's a lifecycle of how things are done, and it's rapid moving. And people don't associate them with large banks, but there is these products out there. In fact, some of the Goldman Sachs partners refer to those as the golden source, so they secret source. And if large banks can do it, why can't someone else. So we've taken those experiences that people have done for years to build these communities, best practices, and prescriptions, and turn it into a product. So we've taken the same model of here is a set of financial tooling, and infrastructure, and toolboxes to make financial applications. And we've brought it to the smaller bunch; so your insurance companies, even your large banks, Komodo used firms, insurance people. They can take our platform, and then bring their own analytics, and then build financial applications that they want on top of it and whilst doing so be ensured that they're compliant with security. We've done the governance for you. We've done the security for you. All you have to do is put your good ideas to use and make applications. >> So give us some examples of the business problems that this platform solves. >> So typically in the financial space, the people that have the great ideas are pawns, and they're by nature mathematicians. They're not developers. They're not UX people. They're not UI designers. They're certainly not security people. And yet they are are the people that are driving the core business and the value. And so the question is how do we make them be productive? How do we make sure that their lives are easier? Which means that you give them an idea. You give them a lifecycle for software that they can start saying, "Ooh, I've got an idea. I'll hack it up." And when it's hacked, they can publish it. It comes out the other end, and all the reporting is underneath there. Their security is there. The compliance is there. All the authentication is there. And that idea is now being actualized in the matter of days, weeks rather than months and years. And that means that our customers can take these ideas that they've been working on or just conceiving and turn it into reality in a very short amount of time. And then be comfortable that whole platform itself remains secure, compliant, and all the same thing that Amazon is actually counting to us. >> You know it seems like if your focus, your core competence, was or is financial services. I mean you're starting at a very high level of demand client, right? >> Yes. >> And appropriately so, and so there are a lot of lessons that migrate to other businesses that I assume are quite attractive to them, >> Yes. >> because if you mention your client, BOA, if they've got comfort, I have comfort. Right, because how much of that do you see that the experiences that you've developed or that you have put them through translate in a very positive way to other sectors? >> We've found out some of our customers are starting off in the cloud, and they're making their cloud journey. They're financial companies that want to take the journey to the cloud, but don't really know how to. And so we as a company which has already running on the cloud, as a company we don't actually own a physical single server. We're all on the cloud, all in. And they, our customers, come to us to say, "How are you in the cloud? What do you do? "You have the experience. You've worked at these places. "How does that all work?" And so we give them a sort of in the same way that out platform does. Prescriptive advice on how things are going to be done. And our customers come along with us on the journey. And so we take the customers on their cloud journey whereas our customers are taking us on their needs, and bringing their needs, and what they need to us to say, "I want to build an application like this. "What more do I need to do? What do I have to do?" And so it's a very collaborative relationship doing our customers to say, "I can help you in the cloud space. "You can help us in the financial ideas space, "and together we can actually make applications." Whatever we build ourselves, becomes we can resell it to others whilst the customers intellectual property can stay with them. It's a really interesting collaboration of. >> Symbiotic in many respects, right? >> Yes. >> You're leaning on them. And what about the relationship between the two of you again in terms of. >> Sure yeah, so as much as Beacon is very financial services focused, we're a DevOps tool and end DevOps tool for anyone, right. So in many ways what Beacon is doing is taking what GitLab's done about builing that whole tool chain, 'cause there's really a tool chain crisis out there. If you start looking at what needs to be set up for a developer, they want to live in their IDE, do their development, and publish as he said. But you start looking at what that needs to be set up after that, you're talking often times on a company 12, 15 other steps to go through. And that was kind of our aha was there's an opportunity to treat that as one full application as a DevOps tool set across the entire board. Started down that journey really like three years ago, and that's kind of I think we kind of match up. The similar story; they wrap all the important financial data, all the other things that matter to a bank, right. And they're got to whole bunch of extra tooling, extra data, extra services. But at the core of it, they also leveraged GitLab both as a tool to develop their own product and also to offer it as a tool possibly to their own customers, right. So their other customers need to develop. They need a DevOps toolset, so we work back and forth a whole lot on this. They move so fast. It's been amazing, and so every time we sit down we're like wait, what if we did, okay cool let's iterate. And we can turn that around. We ship every month to our customers. You can run it anywhere you want. The majority of our customers, they love the fact that they can run anywhere. Which in fact while Beacon does runs on Amazon, their customer bases have to run on (mumbles), right? And while we're seeing that hybrid become more and more common which is great, that's the truth that's been there forever. That's the world that we've lived, they live everyday and have lived for a long time, and so it's kind of fun to come here and see that be like yes, oh yeah that does exist, and we're kind of like yeah that's existed for a long time. >> Everybody caught up. >> Right yeah, we're there and there's always going to be reasons for that on both directions. And so we work really well together on that side, and they push us hard. Right, so we're actually right on stage. We're sitting there in just this morning, he's like hey, you finally (mumbles). You know I've got all these merge requests that he wants in our product. (mumbles) opens, it's open. Everyone in the world, anyone that watches this, go put a merge request on GitLab. We're going to track it. You're going to know where it lands. You're going to know when it gets delivered. So and if you want to write the code, you can write it and it's in. So it's been actually a ton of fun. >> And have at it, right? >> Yes. >> Well if the relationship's working good to see. >> Yes. >> And you're five months in, and I'm sure the one year anniversary's right around the corner for you. I'll try to be able to wait. >> Be here before you'll know it right? >> Hell yeah. >> (mumbles) thanks for joining us. Good to have you here on theCUBE, and look forward to hearing about this continuous success down the road I'm sure. >> Thank you >> Thank you so much. >> (mumbles) having us. >> Thank you both. Back with more here on theCUBE. You're watching this live at AWS re:Invent Las Vegas. (techno music)

>> Live from Las Vegas, it's theCUBE. Covering VMworld 2018. Brought to you by VMware and its ecosystem partners. >> Welcome back. This is theCUBE in Las Vegas. VMworld 2018. Three days wall-to-wall coverage with two sets. We've got about 95 guests and so many sessions that people go to in this, happy to have one of the sessions that just went on come to give you a view into what people attending VMworld are talking about. I'm Stu Miniman with my cohost Justin Warren. Happy to welcome back to the program Sazzala Reddy, who's the Chief Technology Officer with Datrium. He's brought a customer along with him. His name is also Stuart like mine, spelled the proper Scottish way S-T-U-A-R-T, Lewallen, who is the Data Center Team Lead with Sonoma County. Gentleman, thanks so much for joining us. >> Happy to be here. >> Thanks for having us. >> Stuart, we're going to get to the tech and your role, but first of all Sonoma County. Some, I guess, interesting might not be the right thing to say, but it's been a lot of activity going on. Maybe you can share what's been happening in your neck of the woods. >> Last October, we had a little bit of excitement. We had some wildfires roll through. Burned about 140 square miles. Burned a little bit over 5,000 houses. Unfortunately, 42 people lost their life in the disaster. A lot of lessons were learned from that. >> Horrific. We've seen what's happened. I've got a lot of friends and some family in California. We've seen people far and wide that have been effected. How were you involved with this and I know you talked a little bit about it in your session? >> I was wakened in the middle of the night by a page, somebody letting me know hey, we got a problem here. They were telling me they were already evacuating. At that point, I knew it was something serious so I started getting my family ready for evacuation. Started trying to gather news about what was actually going on and what I had found was the fire had started in Napa County and was being driven by 16 mile an hour winds. It had moved 12 miles in the first three hours. Nobody was able to get a handle on it. Nobody really even knew which way it was going. That's what our emergency operations center was trying to track is where is it and where is it headed to try to get people there. >> We have a bit of familiarity with wildfires in Australia. It's well-known, it's horrific to be involved with. Tell us a little bit about how you were managing that situation day to day. What does that actually do to your normal day, it just goes out the window. What did that feel like, what was that like when you were in that situation? >> That's a fantastic question. My entire team was scattered all over Northern California. I was in San Anselmo, one of my guys was in Fresno, one of the guys had packed up his trailer and went to the beach. One of the guys was in an evacuation center and everybody was ready to go. Everybody was scattered. The county center, the fires had gotten within three blocks of our data center, so the county center had been evacuated and they wouldn't let us back. Everybody was working remote. That mostly worked OK, but again, we had a lot of learning points. From the after action, we learned a lot from what worked well and what didn't. >> Sazzala, people often talk about the human things, but technology's a lot of times involved in a lot of these emergencies, disaster recovery. I remember numerous times in my career when I worked on the vendor side where SWAT teams are helping and you've got the base product, but bring us in as to how technology plays in. >> If you talk to anybody and say what's your dream plan of DR, they can draw a nice picture, but the reality is it can be too expensive. Even if the money's not the problem, then it's painful to set up and it's fearful when you have a problem. You have fear, like is it going to work for me? If you still look at the innovation in the last decade, there was deduplication, VMware has changed infrastructure, cloud is here, AI is here, but still DR happens to be still one of those not moved forward in terms of innovation. That's something where we see the opportunity for us to help customers take to the next level. >> That's true, and maybe you can bring that in of going well how did Datrium actually help you in this situation with that DR aspect? What did that look like? >> During the event, there was really not a lot of involvement of Datrium other than the fact that one of their field engineers emailed me and said hey, do you need anything? Anything at all. I'll bring you a generator, water, food, whatever you need. Which was fantastic, you think who does that? Datrium does. Sorry, I had to get a little plug in there for you guys. Very happy with that. But, in the aftermath, when we were evaluating what we did good and what we did bad, what needs improvement and how do we do that? That's where they really came in and helped us. Helped us to get an easy way to move our data offsite. That was a fantastic product, and that's one we just started using and recently came out is the ability to back-up local data to AWS in a very simplistic way. >> If you have a data center, you also have a second data center most people set up so they can do DR for it. It's an expensive operation. It just sits there, does nothing, and then waiting for one day to show up and be used magically. If you change anything here, you got to go change something there. It is untenable kind of a model. It's a cost center for a CIOs. A lot of people I talk to, that's an easy one to eliminate and get rid of it. The cloud is here, let's take advantage of it. It's an on-demand infrastructure. Let's use that leverage for doing disaster recovery in the cloud. Because it's expensive, as you all know, cloud. There's a 80-page manual for AWS, just for pricing. It's expensive but for a week or two weeks of disaster, it is a perfectly awesome use case. There are a few things you need. It has to work well, it has to be cost effective, and it has to be operationally consistent. What I mean by that is that if you move from your workloads from your data center to the public cloud, it has to look the same. If it looks different from you, then you're not going to use it. Fundamentally, that's a thing where we have helped is that how do we bring that, how do you do back-ups to the cloud? How do you think about the orchestration software and how does that work? How do you bring up the workloads in the cloud so that it looks similar when you move from here to there? To some degree, cloud is a commodity, right? Let's use it that way. Let's take advantage of the hybrid cloud because it's already there. This is what Datrium is doing. >> A few more things that came out of our experience was we realized that failover had to be simple. The reason it had to be simple was exactly what I said before. You have no idea who you're going to have on your staff that's able to pull the trigger on this. It can't be some complex thing that only two people in your organization can do and it takes three days just to get it kicked off. It's got to be a push button, it really does these days. To make it effective. And it's got to be able to be tested. You've got to be able to validate that it's going to work. You can't wait and just hope and pray that when that day comes that it's going to work. I think, finally, it's got to be affordable. If it's not in your budget, it's not even a starter. You're going back to scripts and people running things. >> (laughing) The idea that you have to hope that that script that you wrote once is actually going to work in the middle of that disaster. You're going, oh yeah, that's right, I forgot to fix that bug. It's not something that you really want to do. Just being able to rely on something in that situation is really important. Stuart, you mentioned something before we went on to camera that you were quite interested in, which is coming from Datrium, which is around that movement of data into the cloud. Maybe you could tell us a little bit more about what that feature is and why you find it interesting. >> Think of it as like on offsite tape back-up, that's basically what it replaced. We used to spend, back in the day when we had mainframes, we spent a bazillion dollars having tapes shipped offsite. That's what everybody did back in the day. Then you went to on-site tapes that got moved, and then you went to disk arrays and you went to a remote disk array. That's kind of how things have transitioned and now instead of having a disk array somewhere else, why not just put it up in the cloud? AWS is very money-efficient as far as putting data there. If you don't need to do anything with it, which is what you're describing is your offsite back-up, it's a fantastic use case. >> This feature's coming out soon, I believe? >> It's coming out soon, we announced it-- >> And I'm sorry, I missed what it's called. >> Sorry? >> The feature? >> Yes, it's going to come out, it's called CloudShift. >> Thank you. >> It's going to be happening pretty soon. We're announcing it today. We have some demos in our booth, you can come by and check it out. If you look at applications, most people think about the application life cycle. There is the running of applications at high-performance, there's backing it up, and then doing DR. That's how the life cycle is. But if you look at the, no company has solved it end to end. I don't know why, but everybody seems to be doing piecemeal solutions, so you end up with five different products in your data center and they work together very well. Then you pray, like Murphy's Law, that it's all going to work together for you, when you actually have a problem, to get it resolved. That's kind of hoping for things to work well for you. >> Stuart, now you like five different products, right? >> No. (all laughing) I like one different product. The reality is everything's been cobbled together for years. Truly, if it was that simple, I'd be doing something else probably, they wouldn't pay me to do what I do. In this particular case, it's got to be simple. You can't rely on having your best or any particular people there in an emergency, so it's got to be simple. Has to be. >> Yeah. >> Having that (mumbles) platform really changes the game, basically. >> Stuart, talk to us, what are you looking for from the vendor community going forward? We talked about this one feature. Anything else on your wish list to make things simpler, as you've said, I think is one of the key criteria that you're looking for? >> You see all the commercials these days. Make it simple. People have simple buttons and everybody wants push button, everybody wants it simple. They want to make technology simple for everybody, for the average person. I think it's a laudable effort. I think that's where it has to go. It can't be all complex and it can't be the old days where you had guys that they were the only guys that knew anything and they became indispensable. These days, everybody has to know how to do things. You can't rely on one person cause, God forbid, what if they get hit by a bus? What if they just go to a different company and then you're left with this big hole? Simplicity is the key to any organization, really. >> You know what's simpler than one click? Zero clicks. Because one click requires you to read the manual. You'll just see what does it do for me? That's something, how we think about it, really try hard to do zero click. But it's very hard, though, because you have to build a lot more things into the system to imagine how this is going to work for the customer and imagine the best case scenario for the customer. >> It's certainly something, we're seeing a trend in a lot of companies here is automation and actually taking all of that manual effort out of things and having that automation actually be baked into the product as well, rather than relying on customers to have to automate their own environment. It just comes with it, which goes to that we just want an easy button. We want to have something which I don't even have to press the button, it presses its own buttons. >> We're living in the age of convenience. >> Yeah. >> (mumbles) Amazon to ship us products before we know it. (all laughing) >> I'll subscribe to that. >> I shudder to think what my house would fill up with there. (all laughing) >> Excellent. Sazzala and Stuart, really appreciate you giving the update. Stuart, we hope that things with the wildfires settle down, we know it's been challenging to deal with there. Thanks so much for sharing the story. >> Thanks for having me. >> Thanks for having us. >> Absolutely. Justin Warren, and I'm Stu Miniman, we'll be back with more coverage here from VMworld 2018. Thanks for watching theCUBE. (electronic tones)

from Boston Massachusetts it's the cube covering LIBOR X 18 brought to you by ptc welcome back we're at the Seaport in Boston at live works PTC's big IOT show this is the cube the leader in live tech coverage I'm Dave Volante with my co-host to minimun Doug Smith is here is the CEO of Tech's market he's joined by Linda Salinas was the VP of Operations folks welcome to the cube great to see you happiness you're very welcome having us so what do you think Big Show here the first time we've been at live works a lot of good energy keynote this morning was like an Olympic you know opening ceremony how's the show been the show has been fantastic and again thank you for having us here for us at texmarq being able to see all the different technologies that are being employed here in the United States and around the world has just been fantastic for us that's been really exciting I enjoyed the keynote speakers in the opening session and I I got a lot of inspiration from that I just wanted to go right back to the planned and use some of the things that we saw early on already so we do a lot of these tech events as you know and we talk a lot of tech but people process technology it's the process and technolon process parts that we don't spend enough time on we kind of give it lip service say hey those are really important but let's talk tech let's talk about people and culture maybe the start yeah from an Operations standpoint how do you get people to think about change well we don't think of it as change we think of it as we are doing something now and we need a tool to do whatever it is that we're doing it better and early on when we partnered up with HPE and they said hey we have some IOT solutions to introduce you to I thought oh that's great and I said well why don't you and Doug come out to the our innovation laboratory and Tomball and take a look at the lab and see some ideas and I said well that's great can I bring some friends and they said sure said can I bring 15 friends and they said sure so we rented a party bus and we loaded up people from our ops and maintenance and engineering and lab and admin and we went there and we first sat in on a lecture about what IOT was and then when we saw the lab in the smart city and the medical applications and so forth that all of these all look familiar but then we saw the demo of the censored pump and that just saying to everyone they said wow we have a hundred of those in the plant let's go do that tell me about that and so it wasn't about us implementing changes saying hey here's this new thing go use it it was it was about them seeing what they wanted to do and bringing it back to the plan saying this is what we're going to do boss yes so Doug you guys are actually heading out to discover shortly right yes sir so I've talked about your relationship with those guys it sounds like it's it's growing how is it going sure so once again it's all about people and as Linda said this this journey began with a conversation with HPE and now we have a collection of 13 different ecosystem partners who are helping us with these five different use cases that are built on top of this technology foundation that was supported by HPE so we have CB technology we have a Deloitte we have Flo serve we have any number of people that can help PTC I mean this is a PTC event certainly how they are helping with these different use case solutions and so going out to Las Vegas Nevada we are going to continue this story about people I think the strongest part of this story is that it has been we have encountered bumps along the road where we've had to work together it isn't like the movies where the IOT saves the day we have to deal with it and struggle with it would you agree yeah and that it has been a journey but going back to the people it is about having the partners come to us and say this is what we need to do to implement it we need to install these sensors we need to install the antenna we need to have line of sight to the wireless access points and so forth but from the beginning it wasn't about a contractor or two or three or all of the partners coming in to texmarq and installing everything and then giving us the key and say turn it on we included our employees in the installation process so they know how the sensors went in they know how to adjust the antenna they know on a first name basis all the tech contacts within all of our ecosystem partners so this is not a Linda and Doug project it is their project they have ownership and what's been fun to see evolve over time is that now you know the refinery of the future has become a noun or a verb so they will say hey let's ROTF this problem how can our OTF help us make this process better more efficient so it's really been exciting to see that come back at us yeah so wonder if you could bring us inside a little bit I hear 13 partners and worried a little bit there's the integration there's the training there's the support it sounds like you're happy with it but for for those that haven't gone through it what what did you learn and you know how does that work sure and this is kind of colloquial talk here but what we say at text mark is the first thing that we've learned is you have to get nekkid you have to say here are the problems that we have how can we all work together you have to have this honesty and you have to feel comfortable with the partners and we have set a standard from the get-go of here are our expectations clearly stating those expectations and we have had some partners that have come in and it just hasn't worked out so this clear communication setting achievable goals and when we encounter problems address them immediately and I think that's one of the things that's made us successful did it can we talk about the refinery the future paint a picture for us what's what's the refinery of the past and what was the for finery the future well I think the refinery in the past and the future at its core is still refining we have at texmarq chemicals where a petrochemical manufacturers so we primarily produced through distillation and reaction but at any refinery or petrochemical entire your distillation tower your crackers your reactors loading tank storage and so forth so that's a refinery past present and future but the future one I think employs IOT and technology to do what we're already doing today better you know I think about when I get a coupon in the mail and it's like hey you know one buy one get one free on potato chips so I don't even put a tow chips but that coupons gonna make me go buy potato chips well it's not that way with IOT we don't see a solution to go let's go start doing this in the plant because this IOT thing is really cool it's just the converse we're already have connected workers we're already using two-way radios and clipboards and spreadsheets and whatever but the refinery of the future uses IOT to connect us with technology so that we're doing it better and faster and safer how about the data agenda yeah 13 partners as Stu said you've got a desire to capture the data and analyze it make things better your partners do how do you guys approach the analytics side of this and the data side so I like to think of data I one of the meetings that we had when we started down this road I was sitting in my office and we had three different groups in there and there was one gentleman I was watching you is shaking his head and he goes this is a goldmine and I immediately focused in on them and said what what is this goldmine of what you speak here and and just being able to have for example our one of our main processes is for a chemical called dicyclopentadiene tea DCPD as we move along in this project we want to be able to censor the seven pumps that are involved in that process from putting it into the feed stock tank to put in it out on a railcar and being able to tweak it and find that sweet spot and to monetize that Linda could you go in yeah I think also too from a contract manufacturing standpoint we'll have one of the super majors that are that are that are refiners or chemical manufacturers themselves and want us to produce product for them on their behalf and I think that the data part part of our competitive edge is to be able to offer an IOT adder kind of like would you like fries with that to add IOT on to the project that they're approaching us with and say hey would you like IOT with that supersize it yes exactly yes and so and they're like oh tell me more and in fact we had a one-on-one meeting with a potential client when we discovered Madrid and and so now we're having commercial conversations with them about contract manufacturing but because they're so interested in IOT they want to add an IOT element to that and so then we can either surcharge or up charge for that contract manufacturing by the pound we will learn to optimize our processes on their behalf and then we share or sell the data to them they become the owners of it that's a that's a direct monetization as a value creation for the customer that they're willing to pay for yeah yeah that's cool well I think one of the altruistic aspects of what we're trying to do at texmarq is within multiple industries you have this this grain of the population so of the workforce is retiring out and with them they're taking years and years of tribal knowledge so you may have an operator who knows when you're doing this process you need to turn the that you need to adjust that valve this much and to be able to gain that information and pass it to the younger people coming in and then to show with in the petrochemical 'ti that we are utilizing technology this isn't the technology excuse me the refinery of the past this is a job in which you can use cutting-edge technology use this this feels like I was talking we were talking earlier one of our guest it but this whole IOT space it seems like it's not I mean it's disruptive in this in the sense that you seem to be doing a lot of things differently but as you were saying Linda refiners still a refinery so the ecosystem of that refinery to me anyway seems to like largely stay intact it's just a matter of embracing these new processes and changes in culture and obviously technology so the incumbents it feels like they're in a pretty good position is that a reasonable premise or am I missing something no I think I think I think you're right yeah yeah I think about one of the things that I heard in the keynote was that we are one of the early adopters and so I feel like it's part of our responsibility to share our story and to share the lessons learned right absolutely Linda and so she hits on something that humbles me is one of the things that we offer are these showcase tours where we have super majors come to texmarq and we have to censored pumps and there they are so enthralled about us showing it to them that to us we just say we want to show we want to be inclusive we want to be leaders and and so it's a great feeling so anytime we talk about IOT security something that comes up and you know in your line of work also we think safety for your workers but something that also of wonder if you could talk about those dual lasses paramount would you yes my eyes get big and that's where my heart is and I've been in with techsmartt for 23 years and I spent about 18 years doing environmental health and safety compliance and the thing about our five use cases is I can in my mind anyway tie them all back to reducing risk and improving worker safety and reducing our risk our environmental risk and impact the community so connected worker they're connected we either know where they are we know what they're doing we provide them information to make informed decision we have safety and security to be able to direct them in case of an emergency either to go towards emergency if you're a responder or away from it if you are not or if there's a person that fell from a height we know exactly where they are so we can go render aid because they can't raise their hand and say I'm hurt so all of these use cases advanced video analytics to know if we have a hydrocarbon leak or if there's someone crossing our property line whether it's a coyote or a person or someone that doesn't belong on our side of the fence they each have their own application but they all have some sort of tied to reducing risk and improving safety so it's sensors that can detect that type of movement you're not instrumenting humans right it's no no that's right same activity yeah what about now you've got everything connected now is there any concern that rogue agents could you know somehow do something malicious so we take a great deal or we pay a great deal of attention to security of data because that's our secret sauce that's how we are profitable within the world so we have we have put in all sorts of security measures from the sensor to the I walk to the the compute and what I continue to learn is it's a constant battle and so we have to it is something we have to be vigilant about so so what's next what should we look for from texmarq this whole space what are some of the milestones maybe that we should be paying attention to in terms of milestone I'm really excited about the the connected worker tool which allows different personas to approach for example an asset like a pump and Linda could be the CFO and I could be a millwright and we'd be looking at the same piece of equipment and I as a millwright would be getting data what type of service that pump needs and then Linda is the CFO could get financial information about when that pump fails or we're predicting failure in three months that pump will cost X number of dollars in the downtime will cost homesman exactly to the whole production procedure so and the other thing is I'd like to see us develop this use case to the video as a sensor we're working with Intel on that one and so they're excited about testing their equipment as well so and that's another area because we're looking at putting on our railcar loading area involving our railcar loaders on exactly where we should put them what we should look for what they think are the risks in the railcar loading area and so it's really just more of the same kind of continuing to involve our employees and having these projects and become theirs great well Linda and have a great trip to Vegas say hi to our friends from HPE and thanks so much for coming back in the cube really please so much you're welcome I keep it right there everybody stew and I'll be back where the next guest from Boston at live works we'll be right back [Music]

>> Live from Orlando, Florida. It's theCUBE. Covering Cisco Live 2018. Brought to you by Cisco, NetApp, and theCUBE's ecosystem partners. >> Welcome back. This is Stu Miniman and you're watching theCUBE's coverage of Cisco Live 2018 in Orlando, Florida. Happy to welcome to the program, welcome back to the program first, Vinu Thomas, who's the CTO of Presidio and welcome to the program for the first time Brad Haczynski, who's a general manager with Intel. Gentleman, thanks so much for joining us. >> Thank you Stu for having us. >> Alright so, we're about the midway point of the show. It actually been many years since I'd been at Cisco Live. 26,000 people here. Seeing a large transformation in what's going on from Cisco, you know, still dominant in the network space, but talk a lot about cloud. We're here in the DevNet Zone, where, you know, one of the big news pieces was 500,000 developers registered on the platform here. What's your take been of the show so far? >> Yeah, I mean Presidio has been a long term proud partner with Cisco. We've been a gold and master partner for the longest time. As Cisco started to really transition into the software design world, Presidio started investing along with Cisco. So back at the DevNet Zone, you'll find that Presidio has a number of showcase items about DevOps, especially about things like Cat9k and HyperFlex. So we are excited on this partnership with Cisco, and with Intel, and what we are trying to do. So, good times. >> Yeah, Brad, same for you. >> Oh absolutely. I think this is my fifth Cisco Live. And seeing the evolution of Cisco as they traverse from becoming a hardware centric company into a company that's truly evolving around software, and services, and capabilities. As the world becomes more complicated, they're truly innovating in ways to create the business outcomes that customers are looking for in these complicated environments. And as Intel, it's been really exciting because we transform into a data centric company. We talk a lot about that. The Intel technology has been the underpinning of many of the Cisco technologies that are continuing then down this path. And of course our great partnership with Presidio it's a great triangulation effect and it's great to see at Cisco Live. >> Vinu, change isn't always easy. I think back actually, you know, I've worked a long time on the vendor side. And when Cisco came out with UCS and started doing things like Vblock, you know there were some folks at Presidio who were like, "We make a lot of money racking, stacking, cabling" "these solutions." Conversion infrastructure, hyper conversion structure, cloud solutions. Talk a little bit about the partnership. How Presidio's been, you know, helping to expand and mature with these offerings. >> Yeah, you know the whole digital transformation is the one that's driving this move from legacy three tier architecture into conversation to hyper conversion to multicloud. And what we've realized along this journey is we had to transform ourselves. So we went from saying, "You know, look we wanted to be" "the number one digital transformation" "solutions provider building secure" "digital infrastructure in a multicloud world." And for us to be in a position to put that vision into execution, we had to really partner with Cisco, partner with companies like VMware and Vblock and obviously the other providers in the hyper converg space and also with Intel to really try and take our ability to, not just rack and stack, but to design solutions so we created what we call as Presidio Data Center Solutions Set where we bring all this together. We're able to do some custom modification on these things. And we had to that because that's what our customers were asking us for. And then wrap that around with managed services so we can essentially offer a true platform as a service. >> Yeah, I'd love to hear from your viewpoint. What are your customers saying to you when you know, they say "I've got a cloud strategy" or "I'm building my cloud strategy." What does that mean to them? What's important to them? And you know, I'm sure you got solutions that fit. >> Yeah, we, you know Stu, we've seen a slight change. It used to be that it was a cloud first strategy. And now I would kinda as a cloud right strategy. Which is let me choose the right cloud for the right type of workload. Make sure that I have an optimized workload placement in which cloud. One of the value adds that we bring is we can evaluate all those workloads and applications and your use cases, like your data center, and then recommend to you, in partnership with Cisco and Intel, what is the right placement for your workload. Now when you look at what is coming up in the future is, you know, the world is getting into containers. And you look at Cisco's strategy with containers. You know, their Cisco container platform, what they're doing with Google, Presidio's right in the center of that along with Intel. Where we are building solutions in a multicloud fashion. So HyperFlex for the on-prem. Running on top of HyperFlex is a Cisco container platform and then we are able to then take that and merge that with Google Cloud. That's what customers want. They want that flexibility to say, "If this is the workload that needs to be on-prem, great." "If this is something that I need to move" "as my applications get containerized," that's what they want to go to. >> Yeah, Brad. You've got a large team playing in all of these environments. I remember, you know, optimization for virtualization, back in the day. When I was first learning about containers, Intel Developer Form was one of the places I went to go learn about this. Build on what Vinu was saying as to, you know, where your teams are making bets and helping to, you know, optimize and build solutions for customers. >> Yeah, absolutely. I think Vinu said it very well. Especially if your auger in on the world of cloud. One of the challenges, I think, enterprise customers have really had is, it's about cloud's economics. I think that's basically the underpinning of what Vinu was talking about is the economies of scale and capability of the large public cloud service providers have caused most enterprise customers to pause. So I think what customers are really looking for is, "How do I deploy applications?" The scalability with ease of deployment while having policy round security, networking, compute storage, et cetera. And then move the applications around the data center. What Intel does is we work very closely with Cisco as they're designing a lot of these platforms. HyperFlex is an example is you know, utilizing, best utilizing some of the underpinnings of the C compiler or whether it's the ISL instruction set. The storage acceleration libraries which are part of the CPU telemetry. In which they can, you know, take the code from Springpath and really fine tune it to get the best performance. And then by the time, you know, Presidio gets it in house, they further fine tune it for the customer needs. So it's just a great triangulation. And then we want a scale when Cisco scales in the market, Intel wins. Across the entire stack of compute, network, and storage. So, therefore, it's very very you know, we're all in the same boat rowing in the same direction. >> It's a very good cohesive partnership. >> Yes, cohesiveness. >> It's so funny, cuz so much has wave. We talk a lot about simplicity. And it's like, oh well, you know, HCI and public cloud we're gonna make it really simple. It's gonna be heterogeneous. Some people like, oh remember it was like white box and nothing fancy. It's like, underneath the covers there's a lot that goes in to make sure that. I say we're in a world of hyper optimization. >> Yes. >> Because there's a lot of things that have to. Talk a little bit about that balance. >> So a perfect example of that is what we build in partnership with Intel and Cisco is a Presidio Data Center Solutions Set. So the challenge our customers were having is, yeah, it's great to get a hyper converg, but the hyper converg has to plug into something. It has to be on a rack. It has to be, you know, power cooling has to be measured. You know, we have to get telemetry data you know, using Intel CPUs. So what we decided to do was, we built a custom based solution, call it a cloud in a box, with hyper converged, with the networking gear in it, with advance software solutions, with power cooling, and we wrapped around our professional services and managed services. And what we also helped our customers to do is if they decided that they want to consume this as a service in a OpEx model, we could do that. If they wanted to do it in a CapEx, we could do that. So we made it very flexible. Because it's not just about hyper converg. Hyper converg has to connect. Hyper converg has to be load balanced. Then there's a possibility that you want to connect to a GCP or an AWS so, there was a lot of things that we could do with that. >> Yeah Brad, we talk about customers want to have a similar operating model. Whether it's in their data center or you know, outside of their environment. You know, I think Intel at the bottom layer helps but how do you help make sure there's flexibility as customers choose all of their various solutions in a multicloud world? >> Well, first and foremost, I think that has a lot to do with, we have a significant partnership with most of the public cloud service providers. It's no secret that, you know, whether it's GCP, it's AWS or it's Azure, or even Baidu, Alibaba, Tencent, that these data centers are built upon Intel technologies. And then as you get back into the on-prem data center at the enterprise, the close work we do with Cisco and with partners like Presidio. I'll give you a perfect example is, when you look at one of the strengths Cisco's had traditionally over the years, it's this developer community. And it was the developer community what seems to have been born in networking and the networking spaces, and it's really created scale for Cisco. Well as you look at the nascent technologies there's two things we see. One is application developers inside of the enterprise IT, don't have a simple way to build applications. So they go do a swipe on AWS. Start a instantiation to write an application, but with things like OpenShift and working with Cisco on a redhat, enterprise easy DevOps platform, or things like container development. We work very closely with Google and GKE on the Kubernetes development and the Kubernetes engine. As well as with Cisco. And then so, when you bring that all together and you say, "Now we have a developer community" "of a technology, which is clearly the future," "which is containers." And Cisco working with Intel, Cisco working with Presidio, Intel working with Presidio, it's really a three legged stool. And how do we refine the capabilities and also help define the future roadmap requirements in order to become, add more value for the customers. >> And I think that's a, just to, you know, piggyback to what Brad said. I think that's a key aspect too, right, is. When you look at our customers when they ask us to come up with stuff. Cisco, Presidio, Intel, we're not shy to make those investments, because there might be customer requirements that are very unique. And it's almost bespoke. That we have to work on those kind of solutions and it's great to have partners that are ready to invest with us and make those investments, and, you know, make those changes. >> Great. Want to give you both a final world. What should we look for going forward? You know, some areas, maybe, that you're pushing new solutions in? You talked about, you know, analytics and the like. >> Yup. >> What should we look for as the partnership continues to grow in the future? >> Yeah so, when you look at Presidio's go to market here, we are focused on three key areas. One is digital infrastructure, multicloud, and then security. And in addition we want to really focus on data analytics and business insights. So, digital infrastructure for us is the whole software defined infrastructure. That's getting more and more automated and orchestrated. Multicloud, you know, you gonna see us make more investments in container technology as well as working with companies like Google and Intel, and the whole GKE, the Google Kubernetes engine. And then in the security part at the end of the day, everything we do has to be secure. It's not about pulling point products, it has to be a full fledged strategy. And then the last thing our customers are asking us is "We've build us this software defined infrastructure," "in a multicloud along with security." "Can you give me business insights?" So this is where we are working very closely with Intel and Cisco on tetration, which is the whole network flow and security analytics that, you know, obviously is powered by the telemetry from Intel CPUs, and you're gonna see us make more investments there with tetration, with you know, obviously app dynamics and companies like, Splunk. So. I think that's what you're gonna see us do a lot in the future. >> Yeah, I think, well said Vinu. And I think at a very basic level, all of this software, all the complexity, all of the security is gonna require more insatiable desire for Compute. But Intel's clearly investing beyond Compute. We're very open about becoming a data centric company, looking at about how this tidal wave of data's coming in a world of billions of connected devices. So as Intel continues to invest, whether it's in FPGAs, storage memory technologies, you know, the blog for the launch of HyperFlex 3.5 just went out, an all NVNe version, of HyperFlex. And then we're gonna talk on Thursday about using Optane, Intel Optane technology as a caching tier. FPGAs, over into silicon photonics technology. There's just a wealth of capabilities in silicon, that Intel's bringing the market to bear. And working with our partners, again like, Presidio to understand. By the way, the way we do business at Intel is, we have an account team that also calls on Presidio. And what we do is, our team triangulates with them. So Presidio is understanding the future roadmap of technologies from Intel at the same time Cisco's understanding it. Cisco then can innovate on platforms based on Intel technologies, but as Presidio knows what's comin' down the pike, they can start building their plans for how they can then take it from Cisco's hands, further encapsulate it in a valuable offering, say cloud in a box as you said so well, and deliver easy business outcomes for the customers. >> Yup. >> Yeah. >> Yeah, absolutely. For a long we watched the tick tock coming out of Intel, as what drove innovation and you know, new advancements in the industry. Now everyone's moving faster, even Intel. You know, it's not the chip itself that is the you know, driving factor of all the change. So, Brad, Vinu, thank you so much for joining us. >> Thank you Stu. >> Absolutely, thank you Stu. >> Thank you so much for having us. >> Really appreciate all the updates and congrats on the progress. >> Thank you. Alright we'll be back here with lots more coverage three days wall to wall coverage of Cisco Live 2018 here in Orlando. I'm Stu Miniman and thanks so much for watching theCUBE. (electronic music)

>> Announcer: Live from Vancouver, Canada, it's theCUBE covering OpenStack Summit North America 2018, brought to you by Red Hat, The OpenStack Foundation, and its ecosystem partners. >> Welcome back to theCUBE's coverage of OpenStack Summit 2018 in beautiful Vancouver, British Columbia. It's Victoria Day, but we're working. So for John Troyer, I'm Stu Miniman. Happy to welcome back to the program, we've got Tim Burke who's the Vice President of Infrastructure and Cloud Engineering with Red Hat, and fresh off the keynote stage we have Mark McLoughlin who's the Senior Director of Engineering for OpenStack, also with Red Hat. Gentleman, thank you so much for joining us. >> Our pleasure, thank you. >> Thank you. All right, so Mark, I'll start with you. Keynote stage, you had a good discussion about, we were talking about open source, talking about community, is the themes that we heard at Red Hat Summit last weekend and again here at OpenStack. It's a nice couple of years in a row we've had the back-to-back of those two shows, so give us a little bit encapsulation of that message. >> Sure, I mean the key message of the keynote, really, was talking about the overlapping missions between the OpenStack and Kubernetes and really kind of showing how they come together for our customers and for users generally in terms of tackling that kind of broad, open infrastructure challenge of trying to give businesses the opportunity to be free from the infrastructure providers in terms of being able to switch between infrastructure providers and also OpenStack in terms of its role offering kind of on-premise infrastructure as an alternative to the public cloud. >> Yeah, Tim, I want to get your viewpoint on some things. It's interesting, we talk about we're at the OpenStack show but we're talking about containers, we're talking about edge computing. I think about one of the other foundations, The Linux Foundation does way more than Linux these days. They're doing all the cloud native things. Reminds me a lot of Red Hat themselves, broad spectrum of products. Sometimes it can almost get a little bit overwhelming for most people to say, "Oh my god, "there's so many projects, there's so many products. "How do you help me get to where I need to go "and where I need to go tomorrow?" What are you hearing from customers? How do you manage that? >> I think a lot of this mirrors Red Hat Enterprise Linux, and back when we started it was the day of the Unix wars, right? And in the early days of Linux it was this big challenge of getting your graphics drivers and putting all these pieces together, right? And now today it's more about broader infrastructure orchestration. And you see Mark Collier, for example, from The OpenStack Foundation started today showing a list of 30 different components that you have to piece together. And really, I think that that's what Red Hat focuses on, is two things. It's one, is where do we want to take the technology tomorrow through our open source fund, ranging from Linux to OpenStack and Ceph Filesystems, for example. But it's not just that. It's how do you get these pieces to work together? And I think that that's something that hasn't traditionally been the strength of the open source community because they may stick into these silos of operation. And I think that Red Hat's focus and strength right now is to do what we did for Red Hat Enterprise Linux in the OpenStack space by pulling all of these pieces together in a consumable and supported manner. >> Yeah, it's funny you mention getting graphics cards in. Come on, with the Queen's announcement we now have the virtual GPU support, so it feels like, but you know what, we've come so far yet. We're doing some of the same things over again. What are you hearing that's just massively different about kind of the state of open source today? And we just had one of your customers on talking about their digital transformation. >> I think what's really changed over the years in open source is I think it started out, honestly, as a clone. It was like can we compete with the likes of Solaris, right? And so it was, I'd call it catch up for innovation. Now you look at open source. It's not catching up, it's leading all the innovation today whether it's all the major public clouds are based on open source technologies. When we started open source was unproven and many customers were skeptical of consuming it. Now you're seeing customers, governments, all sorts of different businesses demanding open source because they want choice, they don't want to be locked into any one vendor, and they want to be able to work collaboratively to harness the power. And I think that collective collaborative model has really pretty proven its effectiveness. >> Mark, I wanted to talk a little bit about OpenStack itself. I think last year at OpenStack Summit there was a lot of talk. People seemed to be a little bit confused or at least there was a lot of interesting architectural conversations, containers on top, containers on the bottom, what sits on the bare metal. This year both at Red Hat Summit and here and even in the industry at large I think a lot of that conversation has clarified. There's the (laughs) application layer and there's an infrastructure layer which does very hard things that the application layer does not have to worry about. How are you looking at OpenStack as a citizen of the industry and of the Stack connections with other open source and taking care of that infrastructure piece in 2018, right, which is, we're pretty far from where we started. >> No, great points. To highlight those architectural discussions and really trying to figure out the kind of layering there obviously kind of approach OpenStack as kind of the best tool for managing your infrastructure, getting your infrastructure under control, making it scalable, making it automatable, and then building an application platform on top of that. I may have confused the architectural discussion a little bit this morning with the keynote because what we actually showed in the keynote was on the rack on stage we had an OpenStack cloud running on bare metal and then we would end deploying Kubernetes. Our open shift distribution, we were deploying that also on bare metal alongside OpenStack. Whereas I think often people would assume if you're going to do Kubernetes on OpenStack you're going to do it in virtual machines that are managed by OpenStack. But we were actually showing how you can use OpenStack to manage the bare metal, that you're actually running Kubernetes directly on the bare metal but that there's still integration between Kubernetes and OpenStack when they're side by side. So maybe confused the architectural discussion a little bit more but I think it's really trying to highlight that that assumption of running Kubernetes inside virtual machines isn't necessary. >> You used one of my favorite tools in your keynote. You used Venn diagrams because it is not a thing over here and a thing over here. There's overlap and there's decisions that you'll make, and lots of customers want a platform that will guide them down that path. And they also, oh wait, but I have this custom thing that I need to do. What's the biggest problem we have in IT, is it's not standardized and nothing ever gets thrown away. It's like I want to run my docker image on a z/VM in a mainframe. Oh, Walmart does that, but they also have an OpenStack deployment. So (laughs) you hear all of these discussions out there where it's like wait, is this, you know, (laughs) is this the main thing? Is this modified? What sits on what and where? So it's and, it seems to be, and there's a lot of choices. >> Absolutely, and I think one of the really, you know, one of the really interesting things when you're working in this space is you realize that customers are making really long-term strategic decisions appear. The example I used today was BBVA, and they realized that they needed to kind of keep up with a fast-changing market and they needed an internal platform to allow them to do that. And this is about them making a long-term decision about how they were going to build that platform into the, it's a really kind of long-term and basing their business on that and its future. So that's, it's kind of humbling in terms of having that responsibility of making that work. >> Yeah, Tim, maybe we can get your comments on the ecosystem. We sure have watched three years ago when we were here HP had a big army coming in here as to they doing their distribution. Well, HP's a hardware, HPE, I should say as they are now (laughs) is a hardware partner. Red Hat works across all of the traditional infrastructure companies. This ecosystem changed. Red Hat has a broad ecosystem. What are you seeing out there? What do you get from the partners that they're asking, and how does that play? >> Yeah, I think this really, again, mirrors our approach to Red Hat Enterprise Linux. And so if you look at all the different dimensions of compute, network, and storage, we have ecosystem partners in all of those. So we have the likes for storage, we have NetApp, EMC, IBM, many others. We have backup vendors like Trilio in on that. On the network front we have Cisco, Juniper, many others. We have ecosystem partners of all the major hardware OEMs. We have ecosystem partners in Innovee and Telco, all those spaces. So I think what really is the main driver of Red Hat Enterprise Linux is the ecosystem. It's not really the kernel anymore. It's like how do you run a consistent platform across multiple footprints? And that's what Red Hat is trying to provide because today I see there is a risk of vendor lock, and just like back in the day it was mainframe, right? Try to get everything from the lowest layer to the top layer on one platform. Many of the public cloud vendors are trying to be that one-stop shop, almost analogous to the mainframe. And what we're trying to do just like we did before for his ecosystem is to provide through leveraging the power of open source a platform that people can run, a hybrid platform that they can accelerate their business not only on all the different public clouds but also on-premise as well. >> It's interesting, last week of course big announcement with Red Hat is Microsoft's up on stage. It was like cats and dogs living together. Year before, Amazon you had a big announcement with. With Kubernetes and so many of these different tools, yes, there's that vertical integration but most of the companies understand that they're going to be in a customer environment and other people are. There's no longer, it's oh, IBM of 50 years ago where I'm going to be full in on that chop. >> Right, and I see Kubernetes is also, it's a huge open source project. So this is the difference between upstream and productization. It's what Red Hat does, is we do our maintenance, our support, our hardening, creation of this ecosystem, long life cycle support. The same thing's going to happen in Kubernetes where it's you don't just grab it upstream and run with whatever happens to be in it. And I think that there's a lot of companies that are claiming that just that Kubernetes is ubiquitous. And it's like the community innovation is ubiquitous and we're all in for advancing that. But it's really, if you're going to bet your business you want something that's productized and hardened by a contributor that you can trust. >> Well Tim, I want to connect that back with some of the other stuff that we've talked about on stage today. RHEL, super solid, history of engineering. The lower levels of your Stack need to be solid because you depend (laughs) on them. We talked a little bit about, on stage, about upgrades and things like that and how people are moving forward, the release schedule. I don't know, Mark, how are you approaching both upgrades and automation with Ansible? But other, OpenStack has other components too. How are you approaching that in the OpenStack day two to day 1000 scenario? >> Well absolutely, great question because today we've just announced our upcoming Red Hat OpenStack Platform 13 release, and that's our long life cycle release. So our last long life cycle release was version 10, and we've had a couple of shorter life versions in between. But when it comes to the upstream community what's supported in terms of upgrade is between those individual versions. When we came out with version 13, with this long life version, we have to support seamless upgrades between 10 and 13 in place without disrupting workloads that are running in your environment and make it completely smooth and seamless. And we're doing that with a feature called fast forward upgrades which is completely automated with Ansible. So that's been a big part of our focus with our engineering investment for open-- >> Ansible came up a couple of times on stage both with Zuul and also with the fast forward upgrades and it might have slipped in there a couple more times. It seems like Ansible is a big part of even this community. >> No, we're very happy with Ansible and it's a really powerful tool when it comes to automation. Got an amazing community around us. Kind of real, it's been a kind of an organic growth and we've been really happy with the team since they've joined Red Hat. It's a great foundation for everything we're doing. >> And Ansible's not just a foundation with an OpenStack. It's, for example, we have Ceph integration in with Ansible. We have OpenShift is how we deploy it using Ansible. It's how we're using NREL to what we call System Roles to be able to make it easier to upgrade from one to the other. So by combining a single technology it's making it easier for us to put together an integrated portfolio. >> Great, Tim, when people leave this show what are some of the key messages you want to make sure that they've heard from Red Hat as part of this community? >> I would say that it's Red Hat is bringing an integrated portfolio Stack because it's not just about components. It's really about how can you build, develop, and deploy applications rapidly and what's the most enterprise-ready dynamic environment that enables you to do that, and that's what we think that the power of Red Hat through its credibility in the open source community to bring all of those pieces of the Stack together from top to bottom. >> Stu: All right, and Mark, we'll give you the final word. >> Yeah, I'd actually reach for what we're reinforcing a lot on this summit. We're talking about innovate, empower, and accelerate, and that's really about these businesses that are our customers who are dealing with the challenge of trying to keep up with a rapidly changing market. And they need to innovate more. They need to move faster, need to accelerate. But they also need to empower their own application developers to do that innovation, to really kind of keep pace with the market. >> All right, well Tim Burke, Mark McLoughlin, thanks so much for all of the updates here. For John Troyer, I'm Stu Miniman. Back with much more coverage here at OpenStack Summit 2018 in Vancouver. Thanks for watching theCUBE. (upbeat music) (slow tones playing)

>> Announcer: Live from New Orleans, Louisiana. It's theCUBE, covering .NEXT conference 2018, brought to you by Nutanix. >> Welcome back, we're here in New Orleans in the state of Louisiana, and to help Keith Townsend and myself, Stu Miniman, wrap up we're glad to have one more customer. We have the great state of Louisiana here with us, we have Michael Allison, who's the Chief Technology Officer. We also have Derek Williams, who's the Director of Data Center Operations. Gentleman, thanks so much for joining us. >> Thank you. >> Thanks for having us. >> All right, so I think we all know what the state of Louisiana is, hopefully most people can find it on a map, it's a nice easy shape to remember from my kids and the like. But, Michael, why don't we start with you? Talk to us first about kind of the purview of your group, your organization, and some of the kind of biggest challenges you've been facing in recent times. Sure, we are part of the Office of Technology Services, which is a consolidated IT organization for the state of Louisiana. We were organized about four years ago. Actually four years ago this July. And that brought in the 16 Federated IT groups into one large organization. And we have the purview of the executive branch, which includes those typical agencies like Children and Family Services, Motor Vehicles, Public Safety, Health and Hospitals, Labor, etc. >> And Derek, you've got the data center operations, so give us a little bit of a scope. We heard how many organizations in there, but what do you all have to get your arms around? >> Sure, so we had, you know, there's often a joke that we make that if they've ever made it we own one of each. So we had a little bit of every type of technology. So what we've really been getting our arms around is trying to standardize technologies, get a standard stack going, an enterprise level thing. And really what we're trying to do is become a service provider to those customers where we have standard lines of service and set enterprise level platforms that we migrate everybody onto. So do you actually have your own data centers? Your own hosting facilities? What's kind of the real estate look like? >> Absolutely, so we have, the state has two primary data centers that we utilize, and then we also use a number of cloud services as well as some third-party providers for offsite services. >> So obviously just like every other state in the union, you guys have plenty of money. >> Always. >> Way too many employees and just no challenges. Let's talk about what are the challenges? You know, coming together, bringing that many organizations together, there's challenges right off the bat. What are some of the challenges as you guys look to provide services to the great people of Louisiana? >> Well as Derek kind of eluded to, technology debt is deep. We have services that are aging at about 40 years old, that are our tier one services. And they were built in silos many, many years ago. So being able to do the application or actualization, being able to identify those services, then when we actually shift to the cultural side, actually bringing 16 different IT organizations into one, having all those individuals now work together instead of apart. And not in silos. That was probably one of the biggest challenges that we had over the last few years is really breaking down those cultural barriers and really coming together as one organization. >> Yeah I totally agree with that. The cultural aspect has been the biggest piece for us. Really getting in there and saying, you know a lot of small and medium size IT shops could get away without necessarily having the proper governance, structures in place, and a lot of people wore a lot of hats. So now we're about 800 strong in the Office of Technology Services, and that means people are very aligned to what they do operationally. And so that's been a big shift and kind of that cultural shift has really been where we've had to focus on to make that align properly to the business needs. >> Mike, what was the reason that led you down the path towards Nutanix? Maybe set us up with a little bit of the problem statement? We heard some of the heterogeneous nature and standardization which seems to fit into a theme we've heard lots of times with Nutanix. But was there a specific use case or what led you towards that path? Well, about four years ago the Department of Health and Hospitals really had a case where they needed to modernize their Medicaid services, eligibility and enrollment. CMS really challenged them to build an infrastructure that was in line with their MIDAS standards. There was modular, COTS, configuration over customization. Federal government no longer wants to build monolithic systems that don't integrate and are just big silos. So what we did was we gravitated to that project. We went to CMS and said, hey why don't we take what you're asking us to build and build it in a way that we can expand throughout the enterprise to not only affect the Department of Health but also Children of Family Services, and be able to expand it to Department of Corrections, etc. That was our use case, and having an anchor tenent with the Department of Health that has a partner with CMS really became the lynch pin in this journey. That was our first real big win. >> Okay how did you hear first about Nutanix? Was there a bake off you went through? >> It was, yes, very similar. It was the RP process took a year or so and we were actually going down the road of procuring some V blocks, and right before the Christmas vacations our Deputy CIO says hey, why don't you go look to see if there's other solutions that are out there? Challenge Derek, myself, and some others to really expand the horizons. Say, if we're going to kind of do this greenfield, what else is out there? And right before he got on his Christmas cruise he dropped that on our lap and about a month later we were going down the Dell Nutanix route. And to be honest it was very contentious, and it actually took a call from Michael Dell who I sent to voicemail twice before I realized who it was, but you know, those are the kind of decisions and the buy in from Dell executives that really allowed us to comfortably make this decision and move forward. >> So technology doesn't exactly move fast in any government because, you know, people process technology and especially in the government, people and process, as you guys have deployed Nutanix throughout your environment, what are some of the wins and what are some of the challenges? >> That's a funny point because we talk about this a lot. The fact that our choice was really between something like VBlock, which was an established player that had been for a long time, and something a little more bleeding edge. And part of the hesitancy to move to something like Nutanix was the idea that hey, we have a lot of restricted data, CJIS, HIPAA, all those kind of things across the board, RS1075 comes into play, and there was hesitancy to move to something new, but one of the things that we said exactly was we are not as agile as private sector. The procurement process, all the things that we have to do, put us a little further out. So it did come into play that when we look at that timeline the stuff that's bleeding edge now, by the time we have it out there in production it's probably going to be mainstream. So we had to hedge our bets a little. And you know, we really had to do our homework. Nutanix was, you know, kind of head and shoulders above a lot of what we looked at, and I had resiliency to it at first, so credit to the Deputy CIO, he made the right call, we came around on it, it's been awesome ever since you know, one of the driving things for us too was getting out there and really looking at the business case and talking to the customers. One of the huge things we kept hearing over and over was the HA aspect of it. You know, we need the high availability, we need the high availability. The other interesting thing that we have from the cost perspective is we are a cost recovery agency now that we're consolidated. So what you use you get charged for, you get a bill every month just like a commercial provider. You know, use this many servers, this much storage, you get that invoice for it. So we needed a way that we could have an environment that's scaled kind of at a linear cost that we could just kind of add these nodes to without having to go buy a new environment and have this huge kind of CAPX expenditure. And so at the end of the day it lived up to the hype and we went with Nutanix and we haven't regretted it, so. >> How are the vendors doing overall, helping you move to that really OP-X model, you said, love to hear what you're doing with cloud overall. Nutanix is talking about it. Dell's obviously talking about that. How are the vendors doing in general? And we'd love to hear specifically Dell Nutanix. >> We've had the luxury of having exceptionally good business partners. The example I'd like to give is, about four months into this project we realized that we were treated Nutanix as a traditional three-tier architecture. We were sending a lot of traffic more south. When we did the analysis we asked the question, a little cattywampus, it was how do we straighten this out? And so we posed a question on a Tuesday about how do we fix this, how do we drive the network back into the fabric? By Thursday we were on a phone call with VMWare. By the following Monday we had two engineers on site with a local partner with NSX Ninja. And we spent the next two months, with about different iterations of how to re-engineer the solution and really look at the full software-defined data center, not just software-defined storage and compute. It is really how do we then evolve this entire solution building upon Nutanix and then layering upon on top of that the VMWare solutions that kind of took us to that next level. >> Yeah and I think the key term in there is business partner. You know, it sounds a little corny to say, but we don't look at them as just vendors anymore. When we choose a technology or direction or an architecture, that is the direction we go for the entire state for that consolidated IT model. So, we don't just need a vendor. We need someone that has a vested interest in seeing us succeed with the technology, and that's what we've gotten out of Nutanix, out of Dell, and they've been willing to, you know, if there's an issue, they put the experts on site, it's not just we'll get some people on a call. They're going to be there next week, we're going to work with you guys and make it work. And it's been absolutely key in making this whole thing go. >> And as a CTO one of the challenges that we have is, as Derek has executed his cloud vision, is how do we take that and use it as an enabler, an accelerant to how we look at our service design, service architecture, how do we cloud optimize this? So as we're talking about CICD and all these little buzzwords that are out there, is how can we use this infrastructure to be that platform that kind of drives that from kind of a grass root, foundation up, whereas sometimes it's more of a pop down approach, we're taking somewhat of an opposite. And now we're in that position where we can now answer the question of now what, what do we do with it now? >> So sounds like you guys are a mixed VMWare, Nutanix hardware, I mean software, Dell hardware shop, foundation you've built the software-defined data center foundation, something that we've looked at for the past 10 years in IT to try and achieve, which is a precursor, or the foundation, to cloud. Nutanix has made a lot of cloud announcements. How does Nutanix's cloud announcements, your partnership with Dell match with what you guys plan when it comes to cloud? >> That's a perfect lead in for us. So you're absolutely right. We have had an active thought in our head that we need to move toward SDDC, software-defined data center is what we wanted to be at. Now that we've achieved it the next step for us is to say hey, whether it's an AWS or whomever, an Azure type thing, they are essentially an SDDC as well. How do we move workloads seamlessly up and down in a secure fashion? So the way we architected things in our SDDC, we have a lot of customers. We can't have lateral movement. So everything's microsegmentation across the board. What we've been pursuing is a way to move VM workloads essentially seamlessly up to the cloud and back down and have those microsegmentation rules follow whether it goes up or back down. That's kind of the zen state for us. It's been an interesting conference for us, because we've seen some competitors to that model. Some of the things Nutanix is rolling out, we're going to have to go back and take a very serious look at on that roadmap to see how it plays out. But, suddenly multicloud, if we can get to that state we don't care what cloud it's in. We don't have to learn separate stacks for different providers. That is a huge gap for us right now. We have highly available environment between two data centers where we run two setups active active that are load balanced. So the piece we're missing now is really an offsite DR that has that complete integration. So the idea that we could see a hurricane out in the golf, and 36, 48 hours away, and know that we might be having some issues. Being able to shift workloads up to the cloud, that's perfect for us. And you know, then cost comes into play. All that kind of stuff that we might have savings, economy of scale, all plays in perfectly for us. So we are super excited about where that's going and some of the technologies coming up are going to be things we're going to be evaluating very carefully over the next year. >> At the end of the day it's all about our constituents. We have to take data, turn it into information that they can consume at the pace that they want to. Whether it be traditional compute in a desktop or mobile or anywhere in between. It was our job to make sure that these services are available and usable when they need it, especially in the time of a disaster or just in day-to-day life. So that's the challenge that we have when delivering services to our citizens and constituents. >> All right, well Mike and Derek, really appreciate you sharing us the journey you've been on, how you're helping the citizens here in the great state of Louisiana. For Keith Townsend, I'm Stu Miniman. Thanks so much for watching our program. It's been a great two days here. Be sure to check out theCUBE.net for all of our programming. Thanks Nutanix and the whole crew here, and thank you for watching theCUBE. >> Thank you.

>> Announcer: From Berlin, Germany, it's the Cube covering Datawork Summit Europe 2018. Brought to you by Hortonworks. (electronic music) >> Hello and welcome to the Cube on day two of Dataworks Summit 2018 from Berlin. It's been a great show so far. We have just completed the day two keynote and in just a moment I'll bring ya up to speed on the major points and the presentations from that. It's been a great conference. Fairly well attended here. The hallway chatter, discussion's been great. The breakouts have been stimulating. For me the takeaway is the fact that Hortonworks, the show host, has announced yesterday at the keynote, Scott Gnau, the CTO of Hortonworks announced Data Steward Studio, DSS they call it, part of the data plane, Hotronworks data plane services portfolio and it could not be more timely Data Steward Studio because we are now five weeks away from GDPR, that's the General Data Protection Regulation becoming the law of the land. When I say the land, the EU, but really any company that operates in the EU, and that includes many U.S. based and Apac based and other companies will need to comply with the GDPR as of May 25th and ongoing. In terms of protecting the personal data of EU citizens. And that means a lot of different things. Data Steward Studio announced yesterday, was demo'd today, by Hortonworks and it was a really excellent demo, and showed that it's a powerful solution for a number of things that are at the core of GDPR compliance. The demo covered the capability of the solution to discover and inventory personal data within a distributed data lake or enterprise data environment, number one. Number two, the ability of the solution to centralize consent, provide a consent portal essentially that data subjects can use then to review the data that's kept on them to make fine grain consents or withdraw consents for use in profiling of their data that they own. And then number three, the show, they demonstrated the capability of the solution then to execute the data subject to people's requests in terms of the handling of their personal data. The three main points in terms of enabling, adding the teeth to enforce GDPR in an operational setting in any company that needs to comply with GDPR. So, what we're going to see, I believe going forward in the, really in the whole global economy and in the big data space is that Hortonworks and others in the data lake industry, and there's many others, are going to need to roll out similar capabilities in their portfolios 'cause their customers are absolutely going to demand it. In fact the deadline is fast approaching, it's only five weeks away. One of the interesting take aways from the, the keynote this morning was the fact that John Kreisa, the VP for marketing at Hortonworks today, a quick survey of those in the audience a poll, asking how ready they are to comply with GDPR as of May 25th and it was a bit eye opening. I wasn't surprised, but I think it was 19 or 20%, I don't have the numbers in front of me, said that they won't be ready to comply. I believe it was something where between 20 and 30% said they will be able to comply. About 40% I'm, don't quote me on that, but a fair plurality said that they're preparing. So that, indicates that they're not entirely 100% sure that they will be able to comply 100% to the letter of the law as of May 25th. I think that's probably accurate in terms of ballpark figures. I think there's a lot of, I know there's a lot of companies, users racing for compliance by that date. And so really GDPR is definitely the headline banner, umbrella story around this event and really around the big data community world-wide right now in terms of enterprise, investments in the needed compliance software and services and capabilities are needed to comply with GDPR. That was important. That wasn't the only thing that was covered in, not only the keynotes, but in the sessions here so far. AI, clearly AI and machine learning are hot themes in terms of the innovation side of big data. There's compliance, there's GDPR, but really innovation in terms of what enterprises are doing with their data, with their analytics, they're building more and more AI and embedding that in conversational UIs and chatbots and their embedding AI, you know manner of e-commerce applications, internal applications in terms of search, as well as things like face recognition, voice recognition, and so forth and so on. So, what we've seen here at the show is what I've been seeing for quite some time is that more of the actual developers who are working with big data are the data scientists of the world. And more of the traditional coders are getting up to speed very rapidly on the new state of the art for building machine learning and deep learning AI natural language processing into their applications. That said, so Hortonworks has become a fairly substantial player in the machine learning space. In fact, you know, really across their portfolio many of the discussions here I've seen shows that everybody's buzzing about getting up to speed on frameworks for building and deploying and iterating and refining machine learning models in operational environments. So that's definitely a hot theme. And so there was an AI presentation this morning from the first gentleman that came on that laid out the broad parameters of what, what developers are doing and looking to do with data that they maintain in their lakes, training data to both build the models and train them and deploy them. So, that was also something I expected and it's good to see at Dataworks Summit that there is a substantial focus on that in addition of course to GDPR and compliance. It's been about seven years now since Hortonworks was essentially spun off of Yahoo. It's been I think about three years or so since they went IPO. And what I can see is that they are making great progress in terms of their growth, in terms of not just the finances, but their customer acquisition and their deal size and also customer satisfaction. I get a sense from talking to many of the attendees at this event that Hortonworks has become a fairly blue chip vendor, that they're really in many ways, continuing to grow their footprint of Hortonworks products and services in most of their partners, such as IBM. And from what I can see everybody was wrapped with intention around Data Steward Studio and I sensed, sort of a sigh of relief that it looks like a fairly good solution and so I have no doubt that a fair number of those in this hall right now are probably, as we say in the U.S., probably kicking the tires of DSS and probably going to expedite their adoption of it. So, with that said, we have day two here, so what we're going to have is Alan Gates, one of the founders of Hortonworks coming on in just a few minutes and I'll be interviewing him, asking about the vibrancy in the health of the community, the Hortonworks ecosystem, developers, partners, and so forth as well as of course the open source communities for Hadoop and Ranger and Atlas and so forth, the growing stack of open source code upon which Hortonworks has built their substantial portfolio of solutions. Following him we'll have John Kreisa, the VP for marketing. I'm going to ask John to give us an update on, really the, sort of the health of Hortonworks as a business in terms of the reach out to the community in terms of their messaging obviously and have him really position Hortonworks in the community in terms of who's he see them competing with. What segments is Hortonworks in now? The whole Hadoop segment increasingly... Hadoop is there. It's the foundation. The word is not invoked in the context of discussions of Hortonworks as much now as it was in the past. And the same thing for say Cloudera one of their closest to traditional rivals, closest in the sense that people associate them. I was at the Cloudera analyst event the other week in Santa Monica, California. It was the same thing. I think both of these vendors are on a similar path to become fairly substantial data warehousing and data governance suppliers to the enterprises of the world that have traditionally gone with the likes of IBM and Oracle and SAP and so forth. So I think they're, Hortonworks, has definitely evolved into a far more diversified solution provider than people realize. And that's really one of the take aways from Dataworks Summit. With that said, this is Jim Kobielus. I'm the lead analyst, I should've said that at the outset. I'm the lead analyst at SiliconANGLE's Media's Wikibon team focused on big data analytics. I'm your host this week on the Cube at Dataworks Summit Berlin. I'll close out this segment and we'll get ready to talk to the Hortonworks and IBM personnel. I understand there's a gentleman from Accenture on as well today on the Cube here at Dataworks Summit Berlin. (electronic music)

>> Announcer: Live from the Moscone center it's theCUBE covering AWS Summits San Francisco 2018. Brought to you by Amazon Web Services. >> Welcome back, this is theCUBE's coverage of AWS Summit San Francisco. Here at the Moscone Center West. I'm Stu Miniman, happy to have a distinguished panel of guests on the program. Starting down of the fair side, Steven Jones whose the Director of Solution Architecture with AWS, helping us talk about how AWS gets to market is Chris Wegmann, Manager and Director of Accenture, and then super excited to have a customer on the program Chad Anderson is the IT Director of Operations at Del Monte Foods. Gentleman, thank you so much for joining us. >> Thanks for having us. >> Alright Chad, we're going to start with you, talk to us a little bit about your role inside Del Monte and really the journey of the cloud, something we've been talking about for years, but Del Monte has an interesting story. I want to kind of understand your role in that. Start us off. >> Ya so I oversaw the project for us to migrate everything to AWS. We started off with just needing to really understand if were missing something here. Like, shouldn't we be moving to the cloud and that ended up in a study where we just kind of went threw the numbers, we looked at what the benefits were going to be and it kind of just turned into a obvious choice for us to do it. >> Back us up for a second, give us you know your organization Del Monte Foods and your technology group is this global and scope kind of how many end user do you have? How many sites? Can you give us a little bit of the speeds and feeds of what what was being considered, was it everything or some pieces, what was the impetus for the journey of the cloud? >> Ya, so we have about a thousand users, globally we are mostly in Manila, for our global share services our business back office work is done there and then most of it is U.S. footprint of plants and distribution centers and headquarters, et cetera operations. >> Alright so Chris, the SI partner for this cloud journey. So bring us a little bit of insight, bring us back to you know, kind of what was the business challenge and what was your teams role in helping along those journeys? >> The business challenge was getting Del Monte, getting the heart of their organization SAP to AWS quickly. Alright, there was a short time frame, I learned a lot about fruit packing during the project, but it was about how quickly could we get there? So, when we actually started, we started looking at taking seven months to do the migration of their environment. We really got into it and really got focused on what needed to be done. We looked at a lot of automation, put a lot of automation on the process, a very diligent approach, and we were able to do it, we thought we could do it in four months, and we did in three and a half months so very rapid, and I think as Chad will tell you we really kind of focused on building the right architecture, putting a lot of automation, and then also getting it in there with the right performance and then being able to tune things down, because you can you can move so quickly between engine sizes and memory and it was a really really exciting process to go through. >> Ya, so you said it originally we thought it was seven months, and it was good and done in half that time. That's not my experience with Enterprise Software roll outs. So, what was the delta there? How was the team able to move so fast? >> A lot of it was obviously AWS, being able to spin up the infrastructure, being able to automate a lot of the tasks that had to be done. Alright we did it threw three different environment sets. So we started diligent, moved to test, then went to production, and in each step we automated more and more of the process so we were able to condense the speed of the technical work that had to take place in a really short amount of time. >> We had to treat it also, like a mission critical thing across it wasn't just a infrastructure move it really the application guys were focused on this, we stopped all development of other activities going on. We really just kind of turned everybody and say "Let's get this done as soon as possible "and not be competing with each other." >> When you say stop everything, but of course the business didn't stop, but was transition pretty seamless. >> I mean other projects. >> Ya, ya, ya I understand, but I mean from the cut over and from your users stand point, did it go pretty smoothly? >> Oh definitely, these guys did an amazing job of putting together a plan that was really ready to be executed against. It took some, it took a lot of, I mean on my part it was really just to negotiate the extended maintenance window, but as far as the best compliment I ever got was people were like what did you do? Like I didn't even know that you guys did anything. From day one they took it and ran with it and we were stable. I mean it was pretty awesome. >> A black box, magic happens here and all of a sudden everything is running faster, scaling easier, cost is better, some of those types of thing? >> Ya, cocktails and beach time. >> Steve cocktails? I didn't realize that when I moved my enterprise application to cloud cocktails were involved. >> A few cocktails are involved. >> I mean look, I remember a few years ago where it was like well it's your development will do in the cloud, but I mean SAP has really raised cloud full boar and you know very strong partner, but bring us up to how does AWS help customers make sure that, this is critical things running the business, that it runs so smoothly. What have you learned along the way? What is different in 2018, then say it was even a year or two ago? >> A lot of great questions in there Stu, I would say this is become the new normal. Right? It use to be full disclosure, dev test, training type work loads in the early days but over the course of years we have taking a lot of learning with partners like Accenture and customers like Del Monte and we've taking those learnings and put them back into the platforms, so what you see today is a platform that a partner like Accenture could come in build a lot of automation tooling around, to reduce time frame from seven months down to three and a half. I think it was around two hundred servers, 50 of those were SAP related, and 25 terabytes of data that were moved in a short amount of time. So it's a combination of years worth of effort to build a platform that is scalable, resilient, and flexible. As well as the work that we have done directly with SAP that has gone right back into the platform. >> Chad bring us inside kind of operations on your team. What is the before and after? What's it look like? Was there change in personal or roles or skills? >> We transition services with our migration. So the Accenture team has taking over the long term operational activities as well as helping us through the migration efforts. We had a lot of preparation that was going on besides the server migration that was happening and I think what is really unique about them is because they can deliver these capabilities of the migration they have got a lot of the tooling and the automation is built into the operational mana services model as well. So it's been a much easier kind of hand over from those teams because we are working with the same vendor. >> Most of the time its not just that I've migrated from my environment to the cloud, but how does that enable the new services either Accenture from AWS from the marketplace. What has changed as to how you look at your SAP environment and kind of capability wise? >> It's just incredibly flexible now. It's just one of those situations where we can start small and we can scale so rapidly and it's like I feel like its kind of like walking into a fast food restaurant and just like oh, I'll take one of these, one of these, and one of these. You wait there and the food comes out, it just happens automatically. So, it's a great thing. >> Chris, I remember I interviewed a CEO a few years ago, and he said use to give me a million dollars in 18 months and I'll build you the Taj Mahal from my applications. Today I need to move faster and it's not a one time migration, but there's ongoing I've heard it a time and again there, so where does Accenture, it's not just the planning, where's Accenture involved? What is kind of the ongoing engagement? >> We go end to end. Right? So, we start out with strategy, we start out with a migration. The migration takes planning and execution, but really we focus on the run area as well using our Accenture platform and tooling that we have built. We really focus on how do you continue to optimize? How do you continue to improve performance? How do you govern? How do you do things like quota and security management and that type of stuff. I do think that a lot of our customers start with cloud think I can spin this stuff up, I can run it just like I ran my on premise data center and it's not the same. You go from a capacity planning person to a cost management person. You need to have a cloud architect understanding how you build your applications to be Cloud ready and AWS ready. There are a lot of great services, but if your not taking advantages of those services you can't auto scale, you can't do that stuff. So, we really help our clients go threw that entire process and make sure their getting the most value out of AWS all the way through the run for many years after they have done the migration. >> Chad, do you have any discussion of how are you reporting back to the business as to what were the hero numbers or success factors that said hey this was actually the right thing to do? >> Ya I mean we're a canned food company, so people are very interested in making sure that we are keeping our cost low. Most people from a business prospect want to talk to me about the efficiencies that their seeing and how's that going to show up a reduction in SG and A. We have seen it, I mean when you move to a group of people that can manage a larger set of infrastructure with a smaller group of people and the underline services can be turned on and off, so you only utilize what you really absolutely have. Those numbers show up on our bottom line. >> Steve, any other similar, what do you hear from customers when it comes to SAP, and what is the main driver, and what are the big hero things? >> So in the early days, it was all about cost right, driving cost out of the system. Now it's the flexibility, the ability to move quicker. Chad was relating earlier how you would spend a lot of time sizing environment and now there actually able to right size their environments using purpose built equipment the AWS has built for SAP. It's enabled them to actually reduce cost and move quicker. That's what we are hearing is common theme now these days. It's okay to move faster, to maybe not worry about sizing as much as we use to. >> Ya for future initiatives, I mean it's, there's all these windows of time that are just gone for us to stand up new services whether it's traditional application that needs servers and computer, whether it's SAP services, we are kind of all on that platform now where we can just click and plug in items much easier. >> Chad, what do things like digital transformation and innervation mean to a canned food company? >> We are desperately trying to get in touch of our consumer. So, whether were figuring out how to get improve kind of how we are managing our digital assets, how were managing, our pages on Amazon, or our pages on Walmart.com. We need to be much more in touch and much more consumer focused and a lot of these newer technologies, et cetera there built to run on AWS and we ready to kind of integrate that into our existing enterprise environment. >> Innervation has been a big part of our customers reason for moving to cloud. I'd say 18 months ago, we saw a big transition in our enterprise customers a lot of them were starting off with cost savings, for operational savings, just overall improvement of their operations, and then we seen about 18 months ago we saw a big shift of people very much focused on innervation and using AWS platform as that catalyst renovation. So, the businesses asking for Alexa apps, they're asking for the integration. Well, the SAP data has to be there to support that stuff. Right, and your enterprise tech has to be there, so by doing that it's enabled a lot of innervation in our processors. >> Chad, last question when you talk about innovation, are there certain areas that your team's investing in is it AI, is it IOT, you know what are some of the areas that you think will be the most promising and how do Accenture and AWS fit into those from your planning? >> Ya, I mean IOT is definitely an interesting area for us, and getting to a point where we can measure our effectiveness and our manufacturing processes, those are all really initiatives now that we're starting to focus on, now that we kind of gotten some of the infrastructure related stuff and were ready to kind of build out those platforms. We're talking about scaling out our OE software and our infrastructure its just such an easier conversation to kind of plan for those activities. We turned a three month sizing exercise as to how much IOT did and we think were going to have to process through these engines into a hey let's go with this and if it doesn't work then we'll take it out and increase the size. It really helps us deliver capabilities new capabilities and new types of ways of measuring or helping our business run in a much more effective and efficient way. >> Anything that you've learned along the way that you've turned to peers and say "Here's something I did, maybe do it faster or do it a little bit different way?" >> I think Accenture has been an amazing partner. I think a lot of people are skeptical about running their entire enterprise across the network and once you kind of bring them in and you really let them look under the cover of what you have. One of the reasons we went with them was just the trust and confidence that they had that we could do this. Once I kind of saw that it was like well I mean let's trust the process here. I mean these guys are the experts and so so that's been a big thing is just reach out learn about what people are doing. There's no reason why you can't do this. >> Well Chad, Chris, and Steve thank you both so much for highlighting the story of a customer's journey to the cloud. We will be back with lots more coverage here at AWS Summit in San Francisco. I'm Stu Miniman. You're watching theCUBE. (upbeat music)

>> Narrator: Live from Nice, France. It's The Cube covering .Net's Conference 2017 Europe. Brought to you by Nutanix. >> Welcome back to The Cube. I'm Stu Miniman, happy to be joined on the program by two gentleman from Intel. We have Michael Kawalik, Michal Kowalik, sorry, and Justin Wheeler. Thank you both for joining us today. >> Michal: Pleasure. >> Michal let's start with you. Tell us a little bit about, you know, your role, how long you've been at Intel, a little bit about your background. >> I might skip how long I've been at Intel because it would reveal how old I am. But I run Sale Swift ISV's so as you can imagine Nutanix is one of our top partners and hyper converged. And it's a pleasure to be here in Nice and see all those crowds interested in software defined, so happy to be here. >> Alright so you say you've been through a couple of cranks and more cycle... >> It's been a long seventeen years now. >> Yeah we say bring the Intel people, tick tock. We keep you moving. >> Yes. >> Alright Justin same question for you. Tell us a little bit about your background and how long you've been at Intel. >> Yeah, I'm a storage solutions Architect with the non volitile memory solution's group, thankfully called NSTRY for short, one of the good uses for acronyms. So basically I talk about anything flash, anything solutions oriented around storage. Quite a broad range subject but very insaning one, and one that I enjoy immensely as well. >> Alright, so Michal, what brings Intel to the event of course, you know, most of the Nutanix deployments run on some flavor of your processors but maybe take us a little beyond that as to you know, what the partnership looks like. >> Sure, I understand. So the reason we're working with Nutanix is because we believe that they're our key partners to change the market of the software defined and the general data center and to the hyper converged. So we're working with the key partners and the fastest running rabbits like Nutanix to talk to our end customers for them to see the benefit. What is a hyper converge, what is software defined center. And with Nutanix we're able to turn those customers into the newest technology that is the fastest. It's more about the new technologies. It's more about new work loads, new use cases. That's why we're here. We really appreciate the business of Nutanix but we're here to make it faster, better, bigger. >> Justin, you actually give a presentation here at the show. Sounds like it ties in a lot of this. Why don't you give us a little bit of thumbnail of what you we're talking about. >> So basically building on what Michal was saying, technologies evolve massively, you know, the way people are thinking about infrastructures especially from a storage perspective, the agility, the new solutions provider and hyper convergents. You know, really the technology that enables that is main part of what that talk was this morning. So Envyame becoming more mainstream as devices where the prevalence of you got two in connectivity of choice in most service now a days. So really kind of like dropping the shackles of the old ways of doing things and how we fit in with that from CPU, storage and networking perspective. >> Yeah I heard in the key note this morning, you know Skylike and Envyame were the two things that you know, made me think of what your organization is doing. >> Very much so, and I think we're still actually involved in the run, as I mentioned in the conversation this morning. There's so much more development that can be done. It's an exciting time to be involved. You know, be in point with these guys at Nutanix is one of the key things. You know this is storage sanctual for us. You know, the story that we have is very much hand in glove with what these guys, you know, want to achieve as well. >> Yeah, I'm curious, you know, when we think about customers one of the challenges they always have is upgrade cycles. And upgrade cycles have actually been useful for Intel but when we go to hyper converge, in some ways I think it would make it easier for, you know, how we manage those upgrades. Is there any commentary on that? >> Sure, so we're working with Nutanix ongoing basis and we had a very interesting meetings in Dubai two weeks ago when we sat with Nutanix, okay. How can we turn the customers using current infrastructure which very often is really softer defined but this is like a few years ago. And they just said we need to go there with the demo kits. You know you're talking about the small computers, three tiers and we're just showing them, look. You just plug it in, you put a few work loads bubbles your ankle. So that's how we can accelerate together the, refresh the replacements and basically make their lives better and easier. >> The moral of this story is quite something that most people's blood would run cold in especially if you're on the south side of things. But given, like Michal was saying there, we got minish and nucks that we can actually go out and we can run what was previously considered an enterprise class storage solution on a couple of desktop PC's in effect now. You know, the agility is really the key thing here. You know, when you're talking about hyper converge software defined, converged solutions, whatever alteration you're looking at there, the agility this brings to you now a days is just fantastic and it's a compelling story. And it's getting out there and telling the people about it. You know, shout it from the rooftops you know. But it's not just the technical, it's also the business case around it. It's hand in glove again. >> How does Ageve fit in to that? Is Intel pretty much agnostic on that or is there anything special from the hypervisor stand point? >> No, that's one of the best things about Intel. I mean previous jobs I've had, I've been one trick pony or you know only talk about storage. I mean, as I said early on, we've got all three major components of any solution now days. So that's a network computing storage, we work across them. Same with the application perspective. Workloads for us, we don't have to be specific about it. We talk about what's good for the customer. What they want from their storage infrastructure. And it's not just from technical perspective. It's how they view their business evolving. Again we come back to the agility work. >> And it's exactly how we do it. So Intel is well known and sometimes a little bit you know, too well know of putting a lot of bench marks, those features. So what we're doing right now with all the hypervisors and basically the software defined centers is we're showing the use case bench mark. So our customer, you have an SQL on your bare metal. Here's the bench mark. Here's how faster it's going. Here's more availableness or here's the adjuster recovery stuff we have together. So we're no longer talking about the pure performance. We're talking about what is the value for our customer for implementing obtains or implementing skylights or any other technology. >> You've got commonality that needs to be maintained. People have invested a large amount of money and skills sets of individuals in their department. You know, you've got to take into consideration also the cloud strategy, whatever that may be. Whether it be hybrid or whether that be for cloud. You know, moving migrating work loads data in and out. You know, it's a big part of it, so it's not a one solution fits all. Everyone's built differently. People look at ESXI, you have the one Acropolis, the one at Cavium, the one Hyperv. We play across all of those. That's the fun part of the job. >> What feedback are you getting from customers, you know, at the event or just in general or Nutanix space? >> Is it a deploy for starters. It's a highly skilled sales force. Very good technical support. And we're trying to follow Nutanix. We have an engineering support on our side as well. So wherever we can help, whatever we can... improve or increase velocity of those replacements, we're going together. But customers are generally happy with Nutanix, which we're very happy with, because for us, again one of the key partners to drive the hyper converge infrastructure. >> I mean as we mentioned earlier on the story resounce you know, it's a good story to tell. You just got to look at the attendance here today to see how well Nutanix hours company. And as I mentioned earlier, you know we just sort of bought and run here. You know, when you actually talking about replacement of traditional storage systems towards a hyper convergent you want to make sure that that is something that's easy to deploy, easy to manage, cost effective. There's not a lot not to like about Nutanix Solutions. So you can see that attendance here, everyone speaks very highly of it. You know, and I think it's just a snapshot of the people that's here. Technically it makes sense, commercially it makes sense. >> Justin any tips from your presentation for customers as to help them get things done even simpler than what they've been doing before? >> I thought when you we're talking about tips, about the thing that I was going to say, don't drink Red Bull before you give a good presentation. But no, consultative approach really the way to go about it. Don't believe everything that you hear. I'm self confessed, you know, not a great fan of bench mark figures because they're unrealistic in many workloads that's out there now a days. The key thing for us is come to talk to us. Let us consult with you with our partners. Understand your business, your workloads. Deployment side of things comes very easy after that. You've got to do the groundwork but you can't just dismiss good design practice or good best practice. >> Yeah I mean for the entry point to start playing and doing things with Nutanix is pretty well. They make it easy to test things out and almost every customer I talk to is like, they have to prove themselves and it's a testament to Nutanix that, you know, they've got so many customers and they keep growing because if they couldn't deliver on what they said they wouldn't be where they are. >> That is correct and the funny thing is in a conversation with Nutanix, how can we help them to accelerate the deployments or accelerate the demos so this very beginning, they said we actually don't want to use the full fledge boxes because the customers don't want to give them back. So we have to have something smaller so they need to buy it at some stage. It was a very good comment that it means it works and that Nutanix knows how to do it. >> Yeah I think if I read, Derodge was like he loves his thing and that they can fit in a processor in the palm of his hand 'til we stick it in a drone. I think he wants to be able to deliver it to the customer, have them demo it and then he'll remote control it back after a certain... >> That's already possible with Intel technology and a pleasure to deploy it. >> I mean as with everything you know, it's use the architectural set, it's everything that's sturdy, that's lasted years it's been built on solid foundations. You get foundations right on any infrastructure, and it's the same with that, it will be there. You can build on it. You can, you know, continue on and evolve as business grows. So rather build something that you can roll with. >> Well Justin, Michal, really appreciate you sharing the update on Intel's partnership with Nutanix. We'll be back here with lots more coverage from Nutanix .Next in Nice, France. I'm Stu Minnamin and you're watching The Cube. (electronic music) >> Narrator: Live from Nice, France, it's the Cu...

>> Narrator: Live from Austin, Texas. It's theCUBE. Covering DockerCon 2017, brought to you by Docker and support from its ecosystem partners. >> Hi, welcome back. I'm Stu Miniman and this is Silicon Angle Media's theCUBE, worldwide leader in live, enterprise tech coverage here at DockerCon 2017, Austin, Texas. Happy to have on the program, a guest that's been on before. Mazda Marvasti, he's the CEO of appLariat, and he's brought along a managed service provider of his, also a customer of his, Thomas Chamtie, who is the founder of KMicro Technologies. Gentleman, thanks so much for joining me. >> Thank you for having us. >> Thank you sir. >> Alright, so you're both from Orange County, come down here to Austin, I have some local friends of mine they're like, God all these tech conferences are coming down here. I'm like, this seems to be where open source kind of gathers. There's the OSCON coming in a couple weeks, I'll be back later this year for Cube-con, come there. First time for both of you. Just quick, how's the show been for you so far? >> It's been really well received in terms of our product announcement and our company, and not just open source, enterprise. Enterprise applications are all over the place. For us, doing a launch at DockerCon was very appropriate because our company is all about taking your existing applications, new applications and taking them through the journey of not just into the cloud, but into the container era, running on a modern container environment. So it's been well received so far. >> Mazda, it takes some really interesting stuff this week and even the last few months when I've been hearing the cloud space. We've been talking about micro services and cloud-native and everything like that. But customers have, you talk of the enterprise, they've got hundreds if not thousands of existing applications. Therefore, what about them? Ben Golub got on stage, said, "it's not a bimodal world, we need to give them platform, to be able to move forward." That ties into the vision of your company right? >> Oh absolutely. The real problems and the real opportunities are with the existing applications. How do you get those applications same kinds of capabilities that you're trying to give brand new applications being done with microservices. That's why Thomas with KMicro, they're a managed service provider that they're working with customers along the same journey. >> Thomas, before we get into the solution with appLariat, just give us the thumbnail, your background and your company. >> Basically, KMicro as a company is a three year old company, we do managed services for mid to large sized customers. I, myself have been doing IT for about 20 years. Not the fresh guy on the block. But we were introduced to appLariat, when we were looking to do a little project for a client of ours. They had a specific legacy application that they needed to modernize. We're looking for a solution for them that would help them modernize the application, at the same time stay up to date with the latest technologies. Docker seemed, in addition to containerizing, all their application was the solution, was the way to go for them. That's when we were introduced to appLariat and worked together on that project and we've been working with them since then. We love working with these guys, their solution seems to solve a huge issue for a lot of our clients and we look forward to actually doing that again and again for more clients. >> I mean, the challenge here is how does KMicro repeatably do that across customers? So you have consistency which is the same thing when you look at an enterprise. Yeah, I can hand craft an application so that it's containerized and I can deploy it. But how do I get repeatability and consistency across different teams across my applications? That's the scale issue, that you can't use muscle memory to move your applications into the cloud. >> Mazda you're totally right. I've watched the app modernization environment and when you go say, oh what's the killer app, what's the number one thing, it's custom. And that's not scalable, that's not repeatable. Maybe unpack for us a little bit about what you guys bring, that journey along there and how you fit in that spectrum. >> Again, the key is, not to be reliant upon software artists to sit there and script away per application, how does this thing get containerized? What you want to bring is automation and uniformity across these applications. So that you have the same type of consistency for the applications. Then not only that, but when you deploy it, how does the orchestrator manage those deployed containers? Because if you're not going to run it in on an orchestrator, it becomes really difficult to manage it. We use Kubernetes from the backend to actually orchestrate these containers but then you have to have a policy layer that manages that entire infrastructure. Kubernetes is great at knowing that to do, it just doesn't know when to do it. So we provide that when capability. Again, that's a solution that a managed service provider can essentially say okay, now I can repeatably do this across my customers and manage the environments in a similar manner. Versus having to do one-offs. That's what we're trying to get away from. >> Thomas, could you maybe, if it's possible, walk us through a little bit that project with the customer. How long it took, how many people were involved. Where some of the heavy lifting is there. Anything that you've done this, to say oh okay, here's what we've learned for the next time. >> So one of the clients is a GPS tracking company. And they have the DevOps team that were struggling maintaining their code. They have code all over the place. Mazda was more involved on this project than I might have been, so he'll chime in on that. But what we walked out at the end with this client, is that they had a platform that their DevOp could go to and test their code against without having to spend tremendous amount of time or effort into putting all the pieces together. The application will actually do all of that for you from A to Z. They didn't have to worry about storage or processing or memory or any of that stuff. It was just there for them to use. In a second, or a few seconds, they could just conduct an environment, test their code against it, and all was said, when they're done with it, it just shuts down. And it scales up as well, so if they needed to do some testing against an application or a code, they would do the test and then shut down the environment and they're ready to go. And move on. >> Right, the primary use case was that I'm spending way too much money on AWS for DevTest. Because developers would go spin up the VMs and use it to develop and do some unit testing and then the VMs will just live there. So ongoing, continuous basis. Once we put the AWS under a Kubernetes cluster, we're then able to manage the cluster size based on usage and availability, etc. Not only that but then the IT side of the house is able to govern that environment for the developers. The developers don't care to go provision machines or use iAds or anything like that. They just want to deploy their applications, be able to test it and go back and modify code. That's all they care about while IT cares about where does that code go, who looks at it, how does it get tested, what is the cost infrastructure for that. By using our product to manage that AWS cluster, they were able to save 50% on their AWS costs by just managing that DevTest environment. Now we're moving it into production. Those are the kinds of use cases that really you find containerization can bring. You talk about bringing new capabilities to the apps, but it also really goes to cost savings as well. And that was something that-- >> 50% probably conservative even, I would think. We had one of the keynotes case studies this morning, I think it was Visa, was like, 90% of my environment is being utilized less than 10%. >> Mazda: Underutilized, right. >> We know that, heck, I think back, we had server sprawl, we had vm sprawl, now we have cloud sprawl. Is it the whole API economy that allows your software to be able to plug into this, manage some of these environments? How much of it is just cloud, how much is it containers allowing us to do some of this-- >> So every layer we talk about is another layer of abstraction. Cloud is an abstraction, container is an abstraction. Orchestration is an abstraction. Every time you bring these abstractions, you're introducing inefficiency into the system. It brings efficiency in terms of how you develop, how much more secure your application is, how easily you can bring your applications up and down. It brings inefficiencies in terms of these things living on. In terms of sprawl along the cloud boundaries that your applications are running. We bring the efficiency in terms of policies. That says who gets to have what where? And when does it die? Because nothing should live forever. Unless it's your production app, it should not live forever. And when should it die? Expiring those applications and then reclaiming the environment to a smaller size so that your costs are lower or giving the resource to someone else who may need to use it. >> Mazda, Dockers made a real emphasis this week about the ecosystem. Can you talk about partnering with them, how easy it is to work with them, what you're seeing over the last year or so? >> Yeah, we're primarily using the open source Docker containerization mechanism. Because that's really prevalent in the marketplace. We found the same thing in terms of using Kubernetes. Customers are looking for having a degree of control. Close source at a level where your application is running at this point is becoming really difficult. For customers to be able to manage that ability to be able to say okay, I don't have control over this part of my environment, that doesn't make any sense to me. The open source community is really come along in terms of moving the enterprises into their direction. What we're doing is that we're leveraging those open source elements so at the end of the day, we are not in the interconnect between the customer and their applications. They can always go back to those open source tools to manage the applications however they want. We're providing the orchestration layer that sits on top of those open source tools, really unifying them and bringing them together. >> Thomas, what is this whole containerization, your partnership with appLariat mean to your business? How do you expect it to change what you guys are doing? >> There's a couple of things. One of them is modernizing the applications that we talked about a minute ago. But another thing that we wanted to bring on the table and use their solution for was disaster recovery. No one had thought of real time disaster recovery without the efforts of going through a whole bunch of configuration and maintaining, a whole bunch of things. Just to have disaster recovery for a company, no matter what cloud you're in, no matter what infrastructure you use, it doesn't matter. That's when appLariat, we think, is a really good platform that we're going to build on to actually provide what we call real time disaster recovery services for our clients. I think that'll take us, that'll be pretty good for our clients and it's going to help us grow our business as well. >> Yeah, that's another one of those areas where you see a lot of managed service providers providing disaster recovery services but what that means is that they'll provide you a location in the cloud for you to have your application and then services along the lines of people. In bringing those applications to run over there. Then when there is a disaster, have to go through a lot of manual effort to get that site up and running. So what we're talking about, is that if you have your applications already containerized, you can snap shot it anywhere. Once it's snap shotted, it can come up and go down very quickly. Having that ability in terms of being able to provide disaster recovery services on a containerized application is a whole new set of capabilities that now I think it's viable for our organizations. >> Let alone the cost savings as well. Like you were talking about. The cost savings are huge. I only need to speed up the environment when needed. It doesn't have to sit idle, sitting there, costing us money or costing the client money. >> Do you see passing that savings onto your customers? >> Absolutely, absolutely. That's one of the areas that was untapped in the past and with doctoring, containerizing applications technologies, this is the next thing. This is the future of doing disaster recovery. We see it that way. And then we look for-- >> Mazda, oh sorry. >> Yeah, no worries. >> Mazda, want to give you the final word. When people leave DockerCon 2017, what do you want them to know about appLariat and the solutions you're providing. >> What I want them to know is that you don't need to become a scripting ninja to be able to containerize our applications and bring cloud native capabilities to your existing applications. You don't need to become a scripting magician. You can take your existing applications through a very easy process, get them containerized, deploy it on Kubernetes without having to know anything about the underlying infrastructure that it actually takes for those platforms to run. On an ongoing basis, as newer technologies comes along, we'll be the abstraction layer in front of the application for those customers so that they don't need to bother. Do I need to make a bet on something? Do I need to learn new technologies, do I need to upgrade my people? Keep doing what you're doing, your existing CICD process stays as is, your existing developer work levels and skillset remains as is. Everything else should be abstracted and taken away from you. >> Mazda and Thomas, thank you so much for joining us, we'll be back with lots more programming, thanks for watching theCUBE. (electronic music)