>> Narrator: From around the globe, it's theCUBE, covering Fortinet Security Summit brought to you by Fortinet. >> Welcome to theCUBE. I'm Lisa Martin. We are live at the Fortinet Championship, the PGA Tour Kickoff to the 2021-2022 FedEx Regular Season Cup. And this is so exciting to be here with Fortinet, to be at an in-person event, and to be talking about a very important topic of cybersecurity. One of our alumni is back with me, Sandra Wheatley is here, the SVP of Marketing, Threat Intelligence, and Influencer Communications at Fortinet. Sandra, it's great to see you. >> You too, Lisa. Thank you for having me. >> This is a great event. >> Yeah, it's awesome, yeah. >> Great to be outdoors, great to see people again, and great for Fortinet for being one of the first to come back to in-person events. One of the things I would love to understand is here we are at the PGA tour, what's the relationship with Fortinet and the PGA Tour? >> Well, first of all, I think the PGA tour is an amazing brand. You just have to look around here and it's extremely exciting, but beyond the brand, there's a lot of synergies between the PGA tour and Fortinet CSR initiatives, particularly around STEM, diversity inclusion, as well as veterans rescaling. And so some of the proceeds from the Fortinet Championship will go to benefit local nonprofits and the local community. So that's something we're very excited about overall. >> Lisa: Is this a new partnership? >> It is a new partnership and we will be the Fortinet Championship sponsor for about the next five years. So we're looking forward to developing this partnership and this relationship, and benefiting a lot of nonprofits in the future. >> Excellent, that's a great cause. One of the things, when you and I last saw each other by Zoom earlier in the summer, we were talking about the cybersecurity skills gap. And it's in its fifth consecutive year, and you had said some good news on the front was that data show that instead of needing four million professionals to fill that gap, it's down to three, and now there's even better news coming from Fortinet. Talk to me about the pledge that you just announced to train one million people in the next five years. >> Absolutely, we're very excited about this. You know, Fortinet has been focused on reducing the skills gap for many years now. It continues to be one of the biggest issues for cybersecurity leaders if you think about it. You know, we still need about 3.1 million professionals to come into the industry. We have made progress, but the need is growing at about 400,000 a year. So it's something that public and private partnerships need to tackle. So last week we did announce that we are committed to training a million professionals over the next five years. We're very excited about that. We're tackling this problem in many, many ways. And this really helps our customers and our partners. If you really think about it, in addition to the lack of skills, they're really tackling cybersecurity surface that's constantly changing. In our most recent FortiGuard's threat report, we saw that ransomware alone went up 10 times over the last year. So it's something that we all have to focus on going forward. And this is our way of helping the industry overall. >> It's a huge opportunity. I had the opportunity several times to speak with Derek Manky and John Maddison over the summer, and just looking at what happened in the first half, the threat landscape, we spoke last year, looking at the second half, and ransomware as a service, the amount of money that's involved in that. The fact that we are in this, as Fortinet says, this work from anywhere environment, which is probably going to be somewhat persistent with the attack surface expanding, devices on corporate networks out of the home, there's a huge opportunity for people to get educated, trained, and have a great job in cybersecurity. >> Absolutely, I like to say there's no job security like cybersecurity, and it is. I mean, I've only been in this industry about, I'm coming up on six years, and it's definitely the most dynamic industry of all of the IT areas that I've worked in. The opportunities are endless, which is why it's a little bit frustrating to see this big gap in skills, particularly around the area of women and minorities. Women make up about 20%, and minorities are even less, maybe about 3%. And so this is a huge focus of ours. And so through our Training Advancement Agenda, our TAA initiative, we have several different pillars to attack this problem. And at the core of that is our Network Security Expert Training or NSC training and certification program. We made that freely available to everybody at the beginning of COVID. It was so successful, at one point we we're seeing someone register every five minutes. And that was so successful, we extended that indefinitely. And so to date, we've had about almost 700,000 certifications. So it's just an amazing program. The other pillars are Security Academy Program, where we partner with nonprofits and academia to train young students. And we have something like 419 academies in 88 countries. >> Lisa: Wow. >> And then the other area that's very important to us is our Veterans Program. You know, we have about 250,000 veterans every year, transfer out of the service, looking for other jobs in the private sector. And so not only do we provide our training free, but we do resume building, mentoring, all of these types of initiatives. And we've trained about 2,000 veterans and spouses, and about 350 of those have successfully got jobs. So that's something we'll continue to focus on. >> That's such a great effort. As the daughter of a Vietnam combat veteran, that really just hits me right in the heart. But it's something that you guys have been dedicated for. This isn't something new, this isn't something that is coming out of a result of the recent executive order from the Biden administration. Fortinet has been focused on training and helping to close that gap for a while. >> That's exactly true. While we made the commitment to train a million people on the heels of the Biden administration at Cybersecurity Summit about two weeks ago, we have been focused on this for many years. And actually, a lot of the global companies that were part of that summit happened to be partners on this initiative with us. For example, we work with the World Economic Forum, IBM, and Salesforce offer our NSC training on their training platforms. And this is an area that we think it's really important and we'll continue to partner with larger organizations over time. We're also working with a lot of universities, both in the Bay Area, local like Berkeley, and Stanford and others to train more people. So it's definitely a big commitment for us and has been for many years. >> It'll be exciting to see over the next few years, the results of this program, which I'm sure will be successful. Talk to me a little bit about this event here. Fortinet is 100% partner driven company, more than 300 or so partners and customers here. Tell me a little bit about what some of the interesting topics are that are going to be discussed today. >> Sure, yeah, so we're delighted to bring our partners and customers together. They will be discussing some of the latest innovations in cybersecurity, as well as some of the challenges and opportunities. We are seeing, you know, during COVID we saw a lot of change with regards to cybersecurity, especially with remote working. So we'll discuss our partnership with LYNX that we just announced. We'll also be talking about some of the emerging technologies like CTNA, 5G, SASE, cloud, and really understanding how we can best help protect our customers and our partners. So it's very exciting. In addition to our Technology Summit, we have a technology exhibition here with many of our big sponsors and partners. So it's definitely going to be a lot of dynamic conversation over the next few days. >> We've seen so much change in the last year and a half. That's just an understatement. But one of the things that you touched on this a minute ago, and we're all feeling this is is when we all had to shift to work from home. And here we are using corporate devices on home networks. We're using more devices, the edge is expanding, and that became a huge security challenge for enterprises to figure out how do we secure this. Because for some percentage, and I think John Maddison mentioned a few months ago to me, at least 25% will probably stay remote. Enterprises have to figure out how to keep their data secure as people are often the weakest link. Tell me about what you guys announced with LYNX that will help facilitate that. >> Well, we're announcing an enterprise grade security offering for people who are working remotely. And the nice thing about this offering is it's very easy to set up and implement, so consumers and others can easily set this up. It also provides a dashboard for the enterprise, IT organization to, they can see who's on the network, devices, everything else. So this should really help because we did see a big increase in attacks, really targeting remote workers. As cyber criminals try to use their home as a foothold into the enterprise. So we're very excited about this partnership, and definitely see big demand for this going forward. >> Well, can you tell me about the go-to market for that and where can enterprises and people get it? >> Well, we're still working through that. I know you'll talk with John later on, he'll have more details on that. But definitely, we'll be targeting both of our different sets of customers and the channel for this. And I definitely think this is something that will, it's something that enterprises are definitely looking for, and there'll be more to come on this over the next few months. >> It's so needed. The threat landscape just exploded last year, and it's in a- >> Sandra: Yeah, absolutely. >> Suddenly your home. Maybe your kids are home, your spouse is working, you're distracted, ransomware, phishing emails, so legitimate. >> Sandra: They do. >> Lisa: But the need for what you're doing with LYNX is absolutely essential these days. >> Sandra: Yeah, these threats are so sophisticated. They're really difficult. And the other thing we did in addition to LYNX was as we got into COVID, we saw that, or the most successful organizations were really using this as an opportunity to invest for the longterm in cybersecurity. We also saw that, and this continues to be the case that, the insider threat continues to be one of the biggest challenges, where an employee will accidentally hit on a phishing email. So we did roll out an infosec awareness training, and we made that free for all of our customers and partners. So we're trying to do everything we can to really help our customers through this demanding time. >> Lisa: Right, what are some of the feedback that you're hearing from customers? I'm sure they're very appreciative of the education, the training, the focus effort from Fortinet. >> Sandra: Absolutely, it's definitely huge. And more and more we're seeing partners who want to work with us and collaborate with us on these initiatives. We've had a really positive response from some of the companies that I mentioned earlier, some of the big global names. And we're very excited about that. So we feel like we have some key initiatives on pillars, and we'll continue to expand on those and bring more partners to work with us over time. >> Lisa: Expansion as the business is growing amazingly well. Tell me a little bit about that. >> Sandra: Yeah, I think, in our last quarter we announced our largest billings growth for many, many years. And so, Fortinet, we're been very fortunate over the last few years, has continued to grow faster than the market. We now have half a million customers, and I think our platform approach to security is really being adopted heavily. And we continue to see a lot of momentum, especially around our solutions like SD-WAN. I think we're the only vendor who provides security in SD-WAN appliance. And so that's been a key differentiator for us. The other thing that's increasingly important, especially with the rollout of 5G is performance. And, you know, Fortinet, from the very beginning, created its own customized ASX or SPU, which really provides the best performance in security compute ratings in the industry. So all of this is really helping us with our growth, and we're very excited about the opportunities ahead. >> Lisa: And last question, on that front, what are some of the things that you're excited about as we wrap up 2021 calendar year and go into 2022? >> Sandra: Well, this been very exciting year for Fortinet. And I think we're in a great position to take advantage of many of the different growth areas we're seeing in this new and changing space. And, you know, we're all on board and ready to take advantage of those opportunities, and really fire ahead. >> Lisa: Fire ahead, I like that. Sandra, thank you so much for joining me today, talking about the commitment, the long standing commitment that Fortinet has to training everybody from all ages, academia, veterans, to help close that cybersecurity skills gap. And such an interesting time that we've had. There's so much opportunity, and it's great to see how committed you are to helping provide those opportunities to people of all ages, races, you name it. >> Sandra: Thank you, Lisa, I really appreciate it. >> Lisa: Ah, likewise. For Sandra Wheatley, I'm Lisa Martin. You're watching theCube at the Fortinet Championship Security Summit. (soft bright music)

>>Hello, buddy. And welcome back to the cubes. Coverage of Snowflake Data Cloud Summer 2020. We're tracking the rise of the data cloud and fresh off the keynotes. Hear Frank's Luqman, the chairman and CEO of Snowflake, and Anita Lynch, the vice president of data governance at Disney Streaming Services. Folks. Welcome E Need a Disney plus. Awesome. You know, we signed up early. Watched all the Marvel movies. Hamilton, the new Pixar movie Soul. I haven't gotten to the man DeLorean yet. Your favorite, but I really appreciate you guys coming on. Let me start with Frank. I'm glad you're putting forth this vision around the data cloud because I never liked the term Enterprise Data Warehouse. What you're doing is is so different from the sort of that legacy world that I've known all these years. But start with why the data cloud? What problems are you trying to solve? And maybe some of the harder challenges you're seeing? >>Yeah, I know. You know, we have We've come a long way in terms of workload execution, right? In terms of scale and performance and, you know, concurrent execution. We really taking the lid off sort of the physical constraints that that have existed on these types of operations. But there's one problem, uh, that were not yet, uh solving. And that is the silo ing and bunkering of data. Essentially, you know, data is locked in applications. It's locked in data centers that's locked in cloud cloud regions incredibly hard for for data science teams to really, you know, unlocked the true value of data. When you when you can address patterns that that exists across data set. So we're perpetuate, Ah, status we've had for for ever since the beginning off computing. If we don't start Thio, crack that problem now we have that opportunity. But the notion of a data cloud is like basically saying, Look, folks, you know, we we have to start inside, lowing and unlocking the data on bring it into a place where we can access it. Uh, you know, across all these parameters and boundaries that have historically existed, it's It's very much a step level function. Customers have always looked at things won't workload at that time. That mentality really has to go. You really have to have a data cloud mentality as well as a workload orientation towards towards managing data. Yeah, >>Anita is great here in your role at Disney, and you're in your keynote and the work. You're doing the governance work, and you're you're serving a great number of stakeholders, enabling things like data sharing. You got really laser focused on trust, compliance, privacy. This idea of a data clean room is really interesting. You know, maybe you can expand on some of these initiatives here and share what you you're seeing as some of the biggest challenges to success. And, of course, the opportunities that you're unlocking. >>Sure. I mean, in my role leading data to governance, it's really critical to make sure that all of our stakeholders not only know what data is available and accessible to them, they can also understand really easily and quickly whether or not the data that they're using is for the appropriate use case. And so that's a big part of how we scale data governance. And a lot of the work that we would normally have to do manually is actually done for us through the data. Clean rooms. >>Thank you for that. I wonder if you could talk a little bit more about the role of data and how your data strategy has evolved and maybe discuss some of the things that Frank mentioned about data silos. And I mean, obviously you can relate to that having been in the data business for a while, but I wonder if you could elucidate on that. >>Sure, I mean data complexities air going to evolve over time in any traditional data architecture. Er, simply because you often have different teams at different periods in time trying thio, analyze and gather data across Ah, whole lot of different sources. And the complexity that just arises out of that is due to the different needs of specific stakeholders, their time constraints. And quite often, um, it's not always clear how much value they're going to be able to extract from the data at the outset. So what we've tried to do to help break down the silos is allow individuals to see up front how much value they're going to get from the data by knowing that it's trustworthy right away. By knowing that it's something that they can use in their specific use case right away, and by ensuring that essentially, as they're continuing to kind of scale the use cases that they're focused on. They're no longer required. Thio make multiple copies of the data, do multiple steps to reprocess the data. And that makes all the difference in the world, >>for sure. I mean, copy creep, because it be the silent killer. Frank, I followed you for a number of years. You know, your big thinker. You and I have had a lot of conversations about the near term midterm and long term. I wonder if you could talk about you know, when you're Kino. You talk about eliminating silos and connecting across data sources, which really powerful concept. But really only if people are willing and able to connect and collaborate. Where do you see that happening? Maybe What are some of the blockers there? >>Well, there's there's certainly, ah natural friction there. I still remember when we first started to talk to to Salesforce, you know, they had discovered that we were top three destination off sales first data, and they were wondering, you know why that was. And and the reason is, of course, that people take salesforce data, push it to snowflake because they wanna overlay it with what data outside of Salesforce. You know, whether it's adobe or any other marketing data set. And then they want to run very highly skilled processes, you know, on it. But the reflexes in the world of SAS is always like, no, we're an island were planning down to ourselves. Everybody needs to come with us as opposed to we We go, you know, to a different platform to run these type of processes. It's no different for the for the public club. Venter Day didn't mean they have, you know, massive moats around there. Uh, you know, their stories to, you know, really prevent data from from leaving their their orbit. Eso there is natural friction in in terms off for this to happen. But on the other hand, you know, there is an enormous need, you know, we can't deliver on on the power and potential of data unless we allow it to come together. Uh, snowflake is the platform that allows that to happen. You know, we were pleased with our relationship with Salesforce because they did appreciate you know why this was important and why this was necessary. And we think you know, other parts of the industry will gradually come around to it as well. So the the idea of a data cloud has really come, right? People are recognizing, you know, why does this matters now? It's not gonna happen overnight, And there's a step global function of very big change in mentality and orientation. You know, >>it's almost as though the SAS ification of our industries sort of repeated some of the application silos, and you build a hardened top around it. All the processes are hardened around it, and Okay, here we go. And you're really trying to break that, aren't you? Yeah, Exactly. Anita. Again, I wanna come back to this notion of governance. It's so it's so important. It's the first role in your title, and it really underscores the importance of this. Um, you know, Frank was just talking about some of the hurdles, and and this is this is a big one. I mean, we saw this in the early days of big data. Where governance was this after thought it was like, bolted on kind of wild, Wild West. I'm interested in your governance journey, and maybe you can share a little bit about what role Snowflake has played there in terms of supporting that agenda. Bond. Kind of What's next on that journey? >>Sure. Well, you know, I've I've led data teams in a numerous, uh, in numerous ways over my career. This is the first time that I've actually had the opportunity to focus on governance. And what it's done is allowed for my organization to scale much more rapidly. And that's so critically important for our overall strategy as a company. >>Well, I mean a big part of what you were talking about, at least my inference in your your talk was really that the business folks didn't have to care about, you know, wonder about they cared about it. But they're not the wonder about and and about the privacy, the concerns, etcetera. You've taken care of all that. It's sort of transparent to them. Is that >>yeah, right. That's right. Absolutely. So we focus on ensuring compliance across all the different regions where we operate. We also partner very heavily with our legal and information security teams. They're critical to ensuring, you know, that we're able Thio do this. We don't We don't do it alone. But governance includes not just, you know, the compliance and the privacy. It's also about data access, and it's also about ensuring data quality. And so all of that comes together under the governance umbrella. I also lead teams that focus on things like instrumentation, which is how we collect data. We focus on the infrastructure and making sure that we've architected for scale and all of these air really important components of our strategy. >>I got. So I have a question. Maybe each of you can answer. I I sort of see this our industry moving from, you know, products. So then the platforms and platforms even involving into ecosystems. And then there's this ecosystem of of data. You guys both talked a lot about data sharing. But maybe Frank, you could start in Anita. You can add on to Frank's answer. You're obviously both both passionate about the use of of data and trying to do so in a responsible way. That's critical, but it's also gonna have business impact. Frank, where's this passion come from? On your side. And how are you putting in tow action in your own organization? >>Well, you know, I'm really gonna date myself here, but, you know, many, many years ago, you know, I saw the first glimpse off, uh, multidimensional databases that were used for reporting. Really, On IBM mainframes on debt was extraordinarily difficult. We didn't even have the words back then. In terms of data, warehouses and business. All these terms didn't exist. People just knew that they wanted to have, um, or flexible way of reporting and being able Thio pivot data dimensionally and all these kinds of things. And I just whatever this predates, you know, Windows 3.1, which, really, you know, set off the whole sort of graphical in a way of dealing with systems which there's not a whole generations of people that don't know any different. Right? So I I've lived the pain off this problem on sort of been had a front row seat to watching this This transpire over a very long period of time. And that's that's one of the reasons um, you know why I'm here? Because I finally seen, you know, a glimpse off, you know, also as an industry fully fully just unleashing and unlocking the potential were not in a place where the technology is ahead of people's ability to harness it right, which we've We've never been there before, right? It was always like we wanted to do things that technology wouldn't let us. It's different now. I mean, people are just heads are spinning with what's now possible, which is why you see markets evolved very rapidly right now. Way we were talking earlier about how you can't take, you know, past definitions and concepts and apply them to what's going on the world. The world's changing right in front of your eyes right now. >>Sonita. Maybe you could add on to what Frank just said and share some of the business impacts and and outcomes that air notable since you're really applied your your love of data and maybe maybe touch on culture, your data culture. You know any words of wisdom for folks in the audience who might be thinking about embarking on a data cloud journey similar to what you've been on? >>Yeah, sure, I think for me. I fell in love with technology first, and then I fell in love with data, and I fell in love with data because of the impact the data can have on both the business and the technology strategy. And so it's sort of that nexus, you know, between all three and in terms of my career journey and and some of the impacts that I've seen I mean, I think with the advent of the cloud, you know before, Well, how do I say that before the cloud actually became, you know, so prevalent in such a common part of the strategy that's required? It was so difficult, you know, so painful. It took so many hours to actually be able to calculate, you know, the volumes of data that we had. Now we have that accessibility, and then on top of it with the snowflake data cloud, it's much more performance oriented from a cost perspective because you don't have multiple copies of the data, or at least you don't have toe have multiple copies of the data. And I think moving beyond some of the traditional mechanisms for for measuring business impact has has only been possible with the volumes of data that we have available to us today. And it's just it's phenomenal to see the speed at which we can operate and really, truly understand our customers, interests and their preferences, and then tailor the experiences that they really want and deserve for them. Um, it's It's been a great feeling. Thio, get to this point in time. >>That's fantastic. So, Frank, I gotta ask you if you're still in your spare time, you decided to write a book? I'm loving it. Um, I don't have a signed copy, so I'm gonna have to send it back and have you sign it. But you're I love the inside baseball. It's just awesome. Eso really appreciate that. So But why did you decide to write a book? >>Well, there were a couple of reasons. Obviously, we thought it was an interesting tale to tell for anybody you know who is interested in, You know what's going on. How did this come about, You know, where the characters behind the scenes and all this kind of stuff. But, you know, from a business standpoint, because this is such a step function, it's so non incremental. We felt like, you know, we really needed quite a bit of real estate to really lay out what the full narrative and context is on. Do you know we thought books titled The Rise of the Data Cloud. That's exactly what it ISS and We're trying to make the case for that mindset, that mentality, that strategy. Because all of us, you know, I think is an industry or were risk off persisting, perpetuating, You know, where we've been since the beginning off computing. So we're really trying to make a pretty forceful case for Look, you know, there is an enormous opportunity out there, The different choices you have to make along the way. >>Guys, we got to leave it there. Frank. I know you and I are gonna talk again. Anita. I hope we have a chance to meet face to face and and talking the Cube live someday. You're phenomenal, guest. And what a great story. Thank you both for coming on. And thank you for watching. Keep it right there. You're watching the Snowflake Data Cloud Summit on the Cube.

>> Hello everybody. And welcome back to, theCUBE coverage of the Snowflake Data Cloud Summit 2020. We're tracking the rise of the Data Cloud, and fresh off the keynotes here, Frank Slootman, the Chairman and CEO of Snowflake and Anita Lynch, the Vice President of data governance at Disney streaming services. Folks Welcome. >> Thank you >> Thanks for having us Dave. >> Anita Disney plus awesome. You know, we signed up early, watched all the Marvel movies, Hamilton, the new Pixar movie soul. I haven't gotten it to the Mandalorian yet, your favorite. But really appreciate you guys coming on. Let me start with Frank. I'm glad you're putting forth this vision around the Data Cloud, because I never liked the term enterprise data warehouse. What you're doing is so different from the sort of that legacy world that I've known all these years. But start with why the Data Cloud? What problems are you trying to solve? And maybe some of the harder challenges you're seeing. >> Yeah, you know, we have a, we've come a long way in terms of workload execution. Right? In terms of scale and performance, and concurrent execution. We've really taken the lid off, sort of the physical constraints that have existed on these type of operations. But there's one problem that we're not yet solving, and that is the siloing and bunkering of data. And essentially, data is locked in applications, it's locked in data centers, it's locked in cloud, cloud regions. Incredibly hard for data science teams to really unlock the true value of data, when you can't address patterns that exist across data sets. So where we perpetuate a status we've had for forever since the beginning of computing. If we don't start to crack that problem now we have that opportunity. But the notion of a Data Cloud is like basically saying, "Look folks, we have to start on siloing and unlocking the data, and bring it into a place, where we can access it across all these perimeters, and boundaries that have historically existed. It's very much a step level function. Like the customers have always looked at things, one workload at a time, that mentality really has to go. You really have to have a Data Cloud mentality, as well as a workload orientation towards managing data. >> Anita, it was great hearing your role at Disney and in your keynote, and the work you're doing, the governance work. and you're serving a great number of stakeholders, enabling things like data sharing. You got really laser focused on trust, compliance, privacy. This idea of a data clean room is really interesting. Maybe you can expand on some of these initiatives here, and share what you're seeing as some of the biggest challenges to success, and of course, the opportunities that you're unlocking. >> Sure. In my role leading data governance, it's really critical to make sure that all of our stakeholders not only know what data is available and accessible to them. They can also understand really easily and quickly, whether or not the data that they're using is for the appropriate use case. And so that's a big part of how we scale data governance, and a lot of the work that we would normally have to do manually is actually done for us through the data clean rooms. >> Thank you for that. I wonder if you could talk a little bit more about the role of data and how your data strategy has evolved and maybe discuss some of the things that Frank mentioned about data silos. And I mean, obviously you can relate to that having been in the data business for a while, but I wonder if you can elucidate on that. >> Sure. I mean, data complexities are going to evolve over time in any traditional data architecture simply because you often have different teams at different periods and time trying to analyze and gather data across a whole lot of different sources. And the complexity that just arises out of that is due to the different needs of specific stakeholders. There are time constraints and quite often, it's not always clear how much value they're going to be able to extract from the data at the outset. So what we've tried to do to help break down those silos is allow individuals to see upfront how much value they're going to get from the data by knowing that it's trustworthy right away. By knowing that it's something that they can use in their specific use case right away. And by ensuring that essentially as they're continuing to kind of scale the use cases that they're focused on, they're no longer required to make multiple copies of the data, do multiple steps to reprocess the data. And that makes all the difference in the world. >> Yeah, for sure. I'm a copy Creek because it'd be the silent killer. Frank I followed you for a number of years, you're a big thinker, you and I have had a lot of conversations about the near-term, mid-term and long-term, I wonder if you could talk about, in your keynote you're talking about eliminating silos and connecting across data sources. Which is really powerful concept but really only if people are willing and able to connect and collaborate. Where do you see that happening? Maybe what are some of the blockers there? >> Well, there's certainly a natural friction there. I still remember when we first started to talk to, Salesforce, you know, they had discovered that we were a top three destination of Salesforce data and they were wondering why that was, and the reason is of course, that people take Salesforce data push it to snowflake because they want to overlay it with what data outside of Salesforce. Whether it's Adobe or any other marketing dataset. And then they want to run very highly scaled processes on it. But the reflexes in the world of SaaS is always like no, we're an Island, we're a planet down to ourselves. Everybody needs to come with us, as opposed to we go to a different platform to run these types of processes. It's no different for the public cloud vendor. They didn't only, they have massive moats around their storage to really prevent data from leaving their orbit. So there is natural friction in terms for this to happen. But on the other hand there is an enormous need. We can't deliver on the power and potential of data unless we allow it to come together. Snowflake is the platform that allows that to happen. We were pleased with our relationship with Salesforce because they did appreciate why this was important and why this was necessary. And we think, other parts of the industry will gradually come around to it as well. So the idea of a Data Cloud has really come, right. When people are recognizing why this matters now. It's not going to happen overnight. It is a step while will function a very big change in mentality and orientation. >> Yeah. It's almost as though the the SaaS suffocation of our industry sort of repeated some of the application silos and you build a hardened top around it, all the processes are hardened around it and okay, here we go. And you're really trying to break that, aren't you? >> Yep, exactly. >> Anita, again, I want to come back to this notion of governance. It's so it's so important. It's the first role in your title and it really underscores the importance of this. You know, Frank was just talking about some of the hurdles and this is a big one. I mean, we saw this in the early days of big data where governance was just afterthought. It was like bolted on the kind of wild wild West. I'm interested in your governance journey. And maybe you can share a little bit about what role snowflake has played there in terms of supporting that agenda and kind of what's next on that journey. >> Sure. Well, I've led data teams in numerous ways over my career. This is the first time that I've actually had the opportunity to focus on governance and what it's done is allowed for my organization to scale much more rapidly. And that's so critically important for our overall strategy as a company. >> Well, I mean, a big part of what you were talking about at least my inference in your talk was really that the business folks didn't have to care about, you know, wonder about they cared about it, but they don't have to wonder about, and about the privacy concerns, et cetera. You've taken care of all that it's sort of transparent to them. Is that right?| >> Yea That's right absolutely. So we focus on ensuring compliance across all of the different regions where we operate. We also partner very heavily with our legal and information security teams. They're critical to ensuring that we're able to do this. we don't do it alone. But governance includes not just the compliance and the privacy, it's also about data access, and it's also about ensuring data quality. And so all of that comes together under the governance umbrella. I also lead teams that focus on things like instrumentation, which is how we collect data. We focus on the infrastructure and making sure that we've architected for scale and all of these are really important components of our strategy. >> I got a...So I have a question maybe each of you can answer. I sort of see this, our industry moving from products, to then, to platforms and platforms even evolving into ecosystems. And then there's this ecosystem of data. You guys both talked a lot about data sharing but maybe Frank, you can start, Anita you can add on to Frank's answer. You're obviously both passionate about the use of data and trying to do so in a responsible way. That's critical but it's also going to have business impact. Frank, where's this passion come from on your side. And how are you putting into action in your own organization? >> Well, you know I'm really going to date myself here, but many, many years ago, I saw the first glimpse of multidimensional databases that were used for reporting really on IBM mainframes. And it was extraordinarily difficult. We didn't even have the words back then in terms of data warehouses and business. All these terms didn't exist. People just knew that they wanted to have a more flexible in way of reporting and being able to pivot data dimensionally and all these kinds of things. And I just bought whatever this predates windows 3.1, which really, set off the whole sort of graphical, way of dealing with systems which there's now a whole generations of people that don't know any different right? So I've lived the pain of this problem and sort of had a front row seat to watching this transpire over a very long period of time. And that's one of the reasons, why I'm here, because I finally seen, a glimpse of, I also, as an industry fully, fully just unleashing and unlocking to potential. We're now in a place where the technology is ahead of people's ability to harness it. Which we've never been there before. It was always like, we wanted to do things that technology wouldn't let us. It's different now. I mean, people are just, their heads are spinning with what's now possible, which is why you see markets evolve, very rapidly right now we were talking earlier about how you can't take past definitions and concepts and apply them to what's going on in the world. because the world's changing right in front of your eyes right now. >> So Anita maybe you could add on to what Frank just said and share some of the business impacts and outcomes that are notable since you've really applied your your love of data and maybe, maybe touch on, on culture. Data culture, any words of wisdom for folks in the audience who might be thinking about embarking on a Data Cloud journey, similar to what you've been on. >> Yeah sure. I think for me, I fell in love with technology first and then I fell in love with data. And I fell in love with data because of the impact that data can have on both the business and the technology strategy. And so it's sort of that nexus, between all three. And in terms of my career journey and some of the impacts that I've seen. I mean, I think with the advent of the cloud, before, well, how do I say that. Before the cloud actually became so prevalent and such a common part of the strategy that's required it was so difficult, you know, so painful. It took so many hours to actually be able to calculate the volumes of data that we had. Now we have that accessibility, and then on top of it, with the snowflake Data Cloud it's much more performance oriented from a cost perspective because you don't have multiple copies of the data, or at least you don't have to have multiple copies of the data. And I think moving beyond some of the traditional mechanisms for for measuring business impact, has only been possible with the volumes of data that we have available to us today. And it's just, it's phenomenal to see the speed at which we can operate. And really, truly understand our customer's interests and their preferences and then tailor the experiences that they really want and deserve for them. It's, been a great feeling to get to this point in time. >> That's fantastic. So, Frank, I got to ask you this. So in your spare time you decided to write a book, I'm loving it. I don't have a signed copy so I'm going to have to send it back and have you sign it. But, and you're, I love the inside baseball. It's just awesome. So really appreciate that. So, but why did you decide to write a book? >> Well, there were a couple of reasons, obviously we thought of as an interesting tale to tell for anybody, who is interested in what's going on, how did this come about? Who are the characters behind the scenes and all this stuff. But from a business standpoint because this is such a step function it's so non incremental, we felt like, we really needed quite a bit of real estate to really lay out what the full narrative and context is. And, we thought, the books titled the "Rise of the Data Cloud." That's exactly what it is. And we're trying to make the case for that mindset, that mentality, that strategy because all of us, I think as an industry, were at risk of, persisting, perpetuating where we've been since the beginning of computing. So we're really trying to make a pretty forceful case for a look. There's an enormous opportunity out there but there's some choices you have to make along the way. >> Guys, we got to leave it there. Frank, I know you and I are going to talk again Anita, I hope we have a chance to meet face to face and talk in theCUBE live someday. You're phenomenal guests and what a great story. Thank you both for coming on. And thank you for watching. Keep it right there. You're watching the, Snowflake Data Cloud Summit, on theCUBE.

>>Hello, buddy. And welcome back to the cubes. Coverage of Snowflake Data Cloud Summer 2020. We're tracking the rise of the data cloud and fresh off the keynotes. Hear Frank's Luqman, the chairman and CEO of Snowflake, and Anita Lynch, the vice president of data governance at Disney Streaming Services. Folks. Welcome E Need a Disney plus. Awesome. You know, we signed up early. Watched all the Marvel movies. Hamilton, the new Pixar movie Soul. I haven't gotten to the man DeLorean yet. Your favorite, but I really appreciate you guys coming on. Let me start with Frank. I'm glad you're putting forth this vision around the data cloud because I never liked the term Enterprise Data Warehouse. What you're doing is is so different from the sort of that legacy world that I've known all these years. But start with why the data cloud? What problems are you trying to solve? And maybe some of the harder challenges you're seeing? >>Yeah. You know, we have We've come a long way in terms of workload, execution, right? In terms of scale and performance and concurrent execution. We really taking the lid off. Sort of the physical constraints that that have existed on these types of operations. But there's one problem, uh, that were not yet, uh solving. And that is the silo ing and bunkering of data essentially in the data is locked in applications. It's locked in data centers. It's locked in cloud cloud regions incredibly hard for for data science teams to really unlock the true value of data when you when you can address patterns that that exists across data set. So we're perpetuate, uh, status we've had for for ever since the beginning off computing. If we don't start Thio, crack that problem now we have that opportunity. But the notion of a data cloud is like basically saying, Look, folks, you know, we we have to start inside, lowing and unlocking the data on bring it into a place where we can access it. Uh, you know, across all these parameters and boundaries that have historically existed, it's very much a step level function. Customers have always looked at things won't workload at that time. That mentality really has to go. You really have to have a data club mentality as well as a workload orientation towards towards managing data. >>Anita is great here in your role at Disney and you're in your keynote and the work you're doing the governance work and you're you're serving a great number of stakeholders, enabling things like data sharing. You got really laser focused on trust, compliance, privacy. This idea of a data clean room is really interesting. You know, maybe you can expand on some of these initiatives here and share what you're seeing as some of the biggest challenges to success. And, of course, the opportunities that you're unlocking. >>Sure, I mean, in my role leading data to governance, it's really critical to make sure that all of our stakeholders not only know what data is available and accessible to them, they can also understand really easily and quickly whether or not the data that they're using is for the appropriate use case. And so that's a big part of how we scale data governance. And a lot of the work that we would normally have to do manually is actually done for us through the data Clean rooms. >>Thank you for that. I wonder if you could talk a little bit more about the role of data and how your data strategy has evolved and maybe discuss some of the things that Frank mentioned about data silos. And I mean, obviously you can relate to that having been in the data business for a while, but I wonder if you could elucidate on that. >>Sure, I mean data complexities air going to evolve over time in any traditional data architecture. Er, simply because you often have different teams at different periods in time trying thio, analyze and gather data across Ah, whole lot of different sources. And the complexity that just arises out of that is due to the different needs of specific stakeholders, their time constraints. And quite often, um, it's not always clear how much value they're gonna be able to extract from the data at the outset. So what we've tried to do to help break down the silos is allow individuals to see up front how much value they're going to get from the data by knowing that it's trustworthy right away. By knowing that it's something that they can use in their specific use case right away, and by ensuring that essentially, as they're continuing to kind of scale, the use cases that they're focused on their no longer required Thio make multiple copies of the data, do multiple steps to reprocess the data. And that makes all the difference in the world, >>for sure. I mean, copy creep, because it be the silent killer. Frank, I've followed you for a number of years. Your big thinker. You and I have had a lot of conversations about the near term midterm and long term. I wonder if you could talk about you know, when you're Kino. You talk about eliminating silos and connecting across data sources, which really powerful concept. But really only if people are willing and able to connect and collaborate. Where do you see that happening? Maybe What are some of the blockers there? >>Well, there's there's certainly, ah, natural friction there. I still remember when we first started to talk to to Salesforce, you know, they had discovered that we were top three destination off sales first data, and they were wondering why that was. And the reason is, of course, that people take salesforce data, push it to snowflake because they wanna overlay it with what data? Outside of Salesforce, you know, whether it's adobe or any other marketing data set and then they want to run very highly skilled processes, you know, on it. But the reflexes in the world of SAS is always like, No, we're an island were planning down to ourselves. Everybody needs to come with us as opposed to we We go, you know, to a different platform to run these type of processes. It's no different for the for the public club. Better day didn't mean they have, you know, massive moats around there. Uh, you know, their stories to, you know, really prevent data from from leaving their their orbit. Eso there is natural friction in, uh, in terms off for this to happen. But on the other hand, you know, there is an enormous need, you know, we can't deliver on on the power and potential of data unless we allow it to come together. Uh, snowflake is the platform that allows that to happen. Uh, you know, we were pleased with our relationship with Salesforce because they did appreciate you know why this was important and why this was necessary. And we think you know, other parts of the industry will gradually come around to it as well. So the the idea of a data cloud has really come, right? Uh, people are recognizing, you know, why does this matter now? It's not gonna happen overnight. There's a step global function of very big change in mentality and orientation. >>Yeah. It's almost as though the SAS ification of our industry sort of repeated some of the application silos and you build a hardened top around it. All the processes are hard around. OK, here we go. And you're really trying to break that, aren't you? Yeah, Exactly. Anita. Again, I wanna come back to this notion of governance. It's so it's so important. It's the first role in your title, and it really underscores the importance of this. Um, you know, Frank was just talking about some of the hurdles, and this is this is a big one. I mean, we saw this in the early days of big data. Where governance was this after thought it was like, bolted on kind of wild, Wild West. I'm interested in your governance journey. And maybe you could share a little bit about what role snowflake has played there in terms of supporting that agenda. Bond. Kind of What's next on that journey? >>Sure. Well, you know, I've I've led data teams in a numerous, uh, in numerous ways over my career. This is the first time that I've actually had the opportunity to focus on governance. And what it's done is allowed for my organization to scale much more rapidly. And that's so critically important for our overall strategy as a company. >>Well, I mean a big part of what you were talking about. At least my inference in your talk was really that the business folks didn't have to care about, you know, wonder about they cared about it. But they're not the wonder about and and about the privacy, the concerns, etcetera. You've taken care of all that. It's sort of transparent to them. Is that >>yeah, right. That's right. Absolutely So we focus on ensuring compliance across all of the different regions where we operate. We also partner very heavily with our legal and information security teams. They're critical to ensuring, you know, that were ableto do this. We don't we don't do it alone. But governance includes not just, you know, the compliance and the privacy. It's also about data access, and it's also about ensuring data quality. And so all of that comes together under the governance umbrella. I also lead teams that focus on things like instrumentation, which is how we collect data. We focus on the infrastructure and making sure that we've architected for scale and all of these air really important components of our strategy. >>I got. So I have a question. Maybe each of you can answer. I I sort of see this our industry moving from, you know, products toe, then two platforms and platforms, even involving into ecosystems. And then there's this ecosystem of data. You guys both talked a lot about data sharing, But maybe Frank, you could start in Anita. You can add on to Frank's answer. You're obviously both both passionate about the use of data and trying to do so in a responsible way. That's critical, but it's also gonna have business impact. Frank, where's this passion come from? On your side. And how are you putting in tow action in your own organization? >>Well, you know, I'm really gonna date myself here, but, you know, uh, many, many years ago, uh, I saw the first glimpse off, uh, multidimensional databases that were used for reporting really on IBM mainframes on git was extraordinarily difficult. We didn't even have the words back then in terms of data, warehouses and all these terms didn't exist. People just knew that they wanted to have, um, or flexible way of reporting and being able Thio pivot data dimensionally and all these kinds of things. And I just whatever this predates, you know, Windows 3.1, which really set off the whole sort of graphical in a way of dealing with systems which there's not a whole generations of people that don't know any different, Right? So I I've lived the pain off. This problem on sort of had a front row seat to watching this this transpire over a very long period of time. And that's that's one of the reasons you know why I'm here. Because I finally seen a glimpse off. You know, I also as an industry fully fully just unleashing and unlocking the potential were not in a place where the technology is ahead of people's ability to harness it right, which we've never been there before, right? It was always like we wanted to do things that technology wouldn't let us. It's different now. I mean, people are just heads are spinning with what's now possible, which is why you see markets evolved very rapidly right now. We were talking earlier about how you can't take, you know, past definitions and concepts and apply them to what's going on the world. The world's changing right in front of your eyes right now. >>Sonita. Maybe you could add on to what Frank just said and share some of the business impacts and and outcomes that are notable since you're really applied your your love of data and maybe maybe touch on culture, data, culture, any words of wisdom for folks in the audience who might be thinking about embarking on a data cloud journey similar to what you've been on? >>Yeah, sure, I think for me. I fell in love with technology first, and then I fell in love with data, and I fell in love with data because of the impact the data can have on both the business and the technology strategy. And so it's sort of that nexus, you know, between all three and in terms of my career journey and some of the impacts that I've seen. I mean, I think with the advent of the cloud you know before. Well, how do I say that before the cloud actually became, you know, so prevalent and such a common part of the strategy that's required It was so difficult, you know, so painful. It took so many hours to actually be able to calculate, you know, the volumes of data that we had. Now we have that accessibility, and then on top of it with the snowflake data cloud, it's much more performance oriented from a cost perspective because you don't have multiple copies of the data, or at least you don't have toe have multiple copies of the data. And I think moving beyond some of the traditional mechanisms for for measuring business impact has has only been possible with the volumes of data that we have available to us today. And it's just it's phenomenal to see the speed at which we can operate and really, truly understand our customers, interests and their preferences, and then tailor the experiences that they really want and deserve for them. Um, it's it's been a great feeling. Thio, get to this point in time. >>That's fantastic. So, Frank, I gotta ask you if you're still in your spare time. You decided to write a book? I'm loving it. Um, I don't have a signed copy, so I'm gonna have to send it back and have you sign it. But your love, the inside baseball, it's just awesome. Eso really appreciate that. So but why did you decide to write a book? >>Well, there were a couple of reasons. Obviously, uh, we thought it was an interesting tale to tell for anybody who's interested in, you know what's going on. How did this come about, You know, where the characters behind the scenes and all this kind of stuff. But, you know, from a business standpoint, because this is such a step function, it's so non incremental. We felt like, you know, we really needed quite a bit of real estate to really lay out what the full narrative in context is on. Do you know, we thought books titled The Rise of the Data Cloud. That's exactly what it iss. And we're trying to make the case for that mindset, that mentality, that strategy. Uh, because all of us, you know, I think it's an industry were risk off, you know, persisting, perpetuating. Uh, you know, where we've been since the beginning off computing. So we're really trying to make a pretty forceful case for Look, there's an enormous opportunity out there. The different choices you have to make along the way. >>Guys, we got to leave it there. Frank. I know you and I are gonna talk again. Anita. I hope we have a chance to meet face to face and and talking the Cube live someday. You're phenomenal guests. And what a great story. Thank you both for coming on. Thank you. All right, you're welcome. And keep it right there, buddy. We'll be back for the next guest right after this short break and we're clear. All right. Not bad.

>> Hello everybody and welcome back to the cubes coverage of the Snowflake Data Cloud Summit 2020. We're tracking the rise of the Data Cloud, and fresh off the keynotes here, Frank Slootman, the chairman and CEO of Snowflake and Anita Lynch, the vice president of Data Governance at Disney Streaming Services. Folks, welcome. >> Thank you Thanks for having us, Dave, >> I need a Disney plus awesome. You know, we signed up early, watched all the Marvel movies, Hamilton, the new Pixar Movie saw, I haven't gotten into the Mandalorian yet, your favorite, but, (woman laughing) really appreciate you guys coming on. Let me start with Frank. I'm glad you're putting forth this vision around the data cloud, because I never liked the term Enterprise Data Warehouse, what you're doing is so different from the sort of that legacy world that I've known all these years, but start with why the Data Cloud, what problems are you trying to solve? And maybe some of the harder challenges you're seeing. >> Yeah I know, you know we've come a long way in terms of workload execution, right? In terms of scale and performance, you know, concurrent execution, we really taken the lid off sort of the physical constraints that have existed on these types of operations. But there's one problem, that we're not yet solving. And that is the siloing and bunkering of data. And especially in a data is locked in application it is locked data centers, is locked in cloud regions, incredibly hard for data science teams to really, you know, unlock the true value of data. When you can address patterns that exist across a data set. So we're perpetuate, a status we've had forever since the beginning of computing. If we don't start to crack that problem now we have that opportunity. But the notion of a Data Cloud is like basically saying, look folks, you know, we have to start unsiloing and unlocking the data, and bring it into a place, you know, where we can access it, you know, across all these parameters and boundaries that have historically existed. It's very much a step level function. Now the customers have always looked at things one workload at a time, that mentality really has to go. You really have to have a Data Cloud mentality, as well as a workload orientation towards managing data. >> Anita was great hearing your role at Disney, and your keynote, and the work you're doing, the governance work, and you're serving a great number of stakeholders, enabling things like data sharing, you got really laser focused on trust, compliance, privacy. Is this idea of a data clean room is really interesting. You maybe you can expand on some of these initiatives here and share what you're seeing as some of the biggest challenges to success. And of course, the opportunities that you're unlocking. >> Sure. I mean, in my role, leading Data Governance, it's really critical to make sure that all of our stakeholders, not only know what data is available and accessible to them, they can also understand really easily and quickly, whether or not the data that they're using is for the appropriate use case. And so, that's a big part of how we scale data governance, and a lot of the work that we would normally have to do manually, is actually done for us through the data clean rooms. >> Thank you for that. I wonder if you could talk a little bit more about the role of data and how your data strategy has evolved and maybe discuss some of the things that Frank mentioned about data silos, and obviously you can relate to that, having been in the data business for awhile, but wonder if you can elucidate on that. >> Sure. I mean, data complexities are going to evolve over time in any traditional data architecture, simply because you often have different teams at different periods in time, trying to analyze and gather data across a whole lot of different sources. And the complexity that just arises out of that, is, due to the different needs of specific stakeholders. There are time constraints, and quite often it's not always clear, how much value they're going to be able to extract from the data at the outset. So what we've tried to do to help break down those silos, is, allow individuals to see upfront how much value they're going to get from the data, by knowing that it's trustworthy right away . By knowing that it's something that they can use in their specific use case right away. And by ensuring that essentially, as they're continuing to kind of scale the use cases that they're focused on, they're no longer required to make multiple copies of the data, do multiple steps to reprocess the data. And that makes all the difference in the world. >> Yeah, for sure. I mean copy creek, cause it'd be the silent killer. Frank I followed you for a number of years. You're a big thinker. You and I have had a lot of conversations about the near term, mid term and long term. I wonder if you could talk about, you know, when your keynote, you talked about eliminating silos, and connecting across data sources, which really powerful concept, but it really only, if people are willing and able to connect and collaborate, where do you see that happening? Maybe what are some of the blockers there? >> Well, there's certainly a natural friction there. I still remember when we first started to talk to Salesforce, you know, they had, discovered that we were a top three destination of Salesforce data and they were wondering, you know, why that was? And the reason is of course that people take Salesforce data, push it to Snowflake, because they want to overlay it with data outside of Salesforce. You know what it is Adobe or any 6other marketing dataset. And then they want to run very highly skilled processes, you know, on it. But the reflexes in the world of SAS, is always like, no, we're an Island, we're a planet onto ourselves. Everybody needs to come with us as opposed to, we go to a different platform to run these types of processes. It's no different for thee public cloud vendor. They did only, they have, you know, massive moats around, you know, their storage to, you know, to really prevent data from leaving their orbit. So there is natural friction in terms of for this to happen. But on the other hand, you know, there is an enormous need, you know, we can't deliver on the power and potential of data, unless we allow it to come together. Snowflake is the platform that allows that to happen. You know, we were pleased with our relationship with Salesforce because they did appreciate, you know, why this was important and why this was necessary. And we think, you know, other parts of the industry will gradually come around to it as well. So the idea of a Data Cloud has really come. Right, people are recognizing, you know, why does this matters now. It's not going to happen overnight. It is a step what will function a very big change in mentality and orientation. You know? >> Yeah. It's almost as though the sussification of our industry sort of repeated some of the application silos, and build a heart on to and all the processes of(mummers) Okay, here we go. And you're really trying to break that aren't you? >> Yep, exactly. >> Anita, again, I want to come back to this notion of governance. It's so important. It's the first rule in your title, and it really underscores the importance of this. You know, Frank was just talking about some of the hurdles and this is a big one. I mean we saw this in the early days of big data where governance was this afterthought. It was like bolted on kind of wild west. I'm interested in your governance journey. And maybe you can share a little bit about what role Snowflake has played there in terms of supporting that agenda, and kind of what's next on that journey. >> Sure. Well, you know, I've led data teams, in numerous ways over my career, this is the first time, that I've actually had the opportunity to focus on governance. And what it's done, is allowed for my organization to scale much more rapidly. And that's so critically important for our overall strategy as a company. >> Well, I mean, a big part of what you were talking about, at least my inference in your talk, was really that the business folks didn't have to care about, your wonder about they cared about it, but they don't have to wonder about, and about the privacy concerns, et cetera, you've taken care of all that. It's sort of transparent to them. >> Yeah, that's right. Absolutely. So we focus on ensuring compliance across all of the different regions where we operate. We also partner very heavily with our legal and information security teams. They're critical, to ensuring you know, that we're able to do this. We don't do it alone. But governance includes not just, you know, the compliance and the privacy. It's also about data access. And it's also about ensuring data quality. And so all of that comes together under the governance umbrella. I also lead teams that focus on things like instrumentation, which is how we collect data, we focus on the infrastructure, and making sure that we've architected for scale , and all of these are really important components of our strategy. >> So I have a question maybe each of you can answer it. I sort of see this, our industry moving from products to then, to the platforms and platforms even evolving into ecosystems. And then there's this ecosystem of data. You guys both talked a lot about data sharing, but, but maybe Frank, you can start and Anita you can add onto Frank's answer. You obviously both passionate about the use of data and trying to do so in a responsible way, that's critical, but it's also going to have business impact. Frank, where's this passion come from on your side? And how are you putting into action in your own organization? >> Well, you know, I'm really going to date myself here, but you know many years ago, you know, I saw the first glimpse of multidimensional databases that were used for reporting really on IBM mainframes. And it was extraordinarily difficult. We didn't even have the words back then in terms of data, warehouses and business, all these terms didn't exist. People just knew that they want to have a more flexible way of reporting and being able to pivot data, dimensionally, all these kinds of things. And I just by whatever this predates, you know, windows 3.1, which really, you know, set off the whole sort of graphical, you know, way of dealing with systems, which there's not whole generations of people that don't know any different. Right? So I've lived the pain of this problem, and sort of had a front row seat, to watching this transpire over a very long period of time. And that's one of the reasons, you know, why I'm here because I finally seen, you know, a glimpse of, you know, I also, as an industry fully, just unleashing and unlocking the potential. We're not at a place where the technology is ahead of people's ability to harness it. Right. Which we'd never been there before. Right. It was always like we wanted to do things and technology wouldn't let us, it's different now. I mean, people are just, heads are spinning with what's now possible, which is why you see Marcus evolve, you know, very rapidly right now, we were talking earlier about how you can't take, you know, past definitions and concepts and apply them to what's going on in the world. The world's changing right in front of your eyes right now, >> So Anita maybe you could add on to what Frank just said and share some of the business impacts, and outcomes that are notable since you've really applied your love of data and maybe touch culture, data culture. Any words of wisdom for folks in the audience who might be thinking about embarking on a Data Cloud journey, similar to what you've been on. >> Yeah Sure. I think for me, I fell in love with technology first, and then I fell in love with data and I fell in love with data because of the impact that data can have, on both the business, and the technology strategy. And so it's sort of that nexus between all three. And in terms of my career journey and some of the impacts that I've seen. I think with the advent of the Cloud, you know, before, well, how do I say this? Before the cloud actually became so prevalent and such a common part of the strategy that's required, it was so difficult, you know, so painful. It took so many hours to actually, be able to calculate, you know, the volumes of data that we had. Now we have that accessibility. And then on top of it, with the Snowflake Data Cloud, it's much more performance oriented from a cost perspective because you don't have multiple copies of the data, or at least you don't have to have multiple copies of the data. And I think, moving beyond some of the traditional mechanisms for measuring business impact, has only been possible with the volumes of data that we have available to us today. And it's just, it's phenomenal to see the speed at which we can operate and really, truly understand our customer's interests and their preferences, and then tailor the experiences that they really want and deserve for them. It's been a great feeling to get to this point in time. >> That's fantastic. So, Frank, I got to ask you to do so in your spare time you decided to write a book am loving it. I have a signed copy, so I'm going to have to send it back and have you sign it. But, and I love the inside baseball. It's just awesome. So really appreciate that. So, but why did you decide to write a book? >> Well, there were a couple of reasons. Obviously we thought it was an interesting tale to tell for anybody, you know, who is interested in, you know, what's going on? How did this come about? You know, or the characters behind the scenes and all this kind of stuff. But, you know, from a business standpoint, you know, because this is such a step function, it's so non incremental, we felt like we really needed quite a bit of real estate to really lay out, what the full narrative and context is. And, you know, we thought, you know, books titled the rise of the Data Cloud. That's exactly what it is. And we're trying to make the case for that mindset, that mentality, that strategy, because all of us, you know, I think as an industry we're at risk of, you know, persisting, perpetuating, you know, where we've been since the beginning of computing. So we're really trying to make a pretty forceful case for look, you know, there's an enormous opportunity out there, but there's some choices you have to make along the way. >> Guys, we got to leave it there. Frank. I know you and I are going to talk again, Anita, I hope we have a chance to meet face to face and in the cube live someday, your phenomenal guest and what a great story. Thank you both for coming on. Thanks Dave, >> Thank you >> You're welcome to keep it right there, buddy. We'll be back with the next guest right after this short break. (upbeat music)

>>Welcome everyone. Good morning. Good evening to all of you around the world. I am so excited to welcome you to launch bad our annual conference for customers, for partners, for our own colleagues here at Mirandes. This is meant to be a forum for learning, for sharing for discovery. One of openness. We're incredibly excited. Do you have you here with us? I want to take a few minutes this morning and opened the conference and share with you first and foremost where we're going as a company. What is our vision then? I also want to share with you on update on what we have been up to you for the past year. Especially with two important acquisitions, Doc Enterprise and then container and lens. And what are some of the latest developments at Mirandes? And then I'll close also with an exciting announcement that we have today, which we hope is going to be interesting and valuable for all of you. But let me start with our mission. What are we here to Dio? It's very simple. We want to help you the ship code faster. This is something that we're very excited about, something that we have achieved for many of you around the world. And we just want thio double down on. We feel this is a mission that's very much worthwhile and relevant and important to you. Now, how do we do that? How do we help you ship code faster? There are three things we believe in. We believe in this world of cloud. Um, choice is incredibly important. We all know that developers want to use the latest tools. We all know that cloud technology is evolving very quickly and new innovations appear, um, very, very quickly, and we want to make them available to you. So choice is very important. At the same time, consuming choice can be difficult. So our mission is to make choice simple for you to give developers and operators simplicity and then finally underpinning everything that we dio is security. These are the three big things that we invest in and that we believe that choice, simplicity and security and the foundation technology that we're betting on to make that happen for you is kubernetes many of you, many of our customers use kubernetes from your aunties today and they use it at scale. And this is something we want to double down on the fundamental benefit. The our key promise we want to deliver for you is Speed. And we feel this is very relevant and important and and valuable in the world that we are in today. So you might also be interested in what have been our priorities since we acquired Doc Enterprise. What has happened for the past year at Miranda's And there are three very important things we focused on as a company. The first one is customer success. Um, when we acquired Doc Enterprise, the first thing we did is listen to you connect with the most important customers and find out what was your sentiment. What did you like? What were you concerned about? What needed to improve? How can we create more value and a better experience for you? So, customers success has been a top of our list of priorities ever since. And here is what we've heard here is what you've told us. You've told us that you very much appreciated the technology that you got a lot of value out of the technology, but that at the same time, there are some things that we can do better. Specifically, you wanted better. Sele's better support experience. You also wanted more clarity on the road map. You also wanted to have a deeper alignment and a deeper relationship between your needs and your requirements and our our technical development that keep people in our development organization are most important engineers. So those three things are were very, very important to you and they were very important to us here. So we've taken that to heart and over the past 12 months, we believe, as a team, we have dramatically improved the customer support experience. We introduced new SLS with prod care. We've rolled out a roadmap to many many of our customers. We've taken your requirements of the consideration and we've built better and deeper relationships with so many of you. And the evidence for that that we've actually made some progress is in a significant increase off the work clothes and in usage of all platforms. I was so fortunate that we were able to build better and stronger relationships and take you to the next level of growth for companies like Visa like soc T general, like nationwide, like Bosch, like Axa X l like GlaxoSmithKline, like standard and Poor's, like Apple A TNT. So many, many off you, Many of all customers around the world, I believe over the past 12 months have experienced better, better, better support strong s L. A s a deeper relationship and a lot more clarity on our roadmap and our vision forward. The second very big priority for us over the last year has been product innovation. This is something that we are very excited about that we've invested. Most of our resource is in, and we've delivered some strong proof points. Doc Enterprise 3.1 has been the first release that we have shipped. Um, as Mirant is as the unified company, Um, it's had some big innovative features or Windows support or a I and machine learning use cases and a significant number off improvements in stability and scalability earlier this year. We're very excited to have a quiet lens and container team, which is by far the most popular kubernetes. I'd, um, in the world today and every day, 600 new users are starting to use lens to manage the community's clusters to deploy applications on top of communities and to dramatically simplify the experience for communities for operators and developers alike. That is a very big step forward for us as a company. And then finally, this week at this conference, we announcing our latest product, which we believe is a huge step forward for Doc Enterprise and which we call Doc Enterprise, Container Cloud, and you will hear a lot more about that during this conference. The third vector of development, the third priority for us as a company over the past year was to become mawr and Mawr developer centric. As we've seen over the past 10 years, developers really move the world forward. They create innovation, they create new software. And while our platform is often managed and run and maybe even purchased by RT architects and operators and I T departments, the actual end users are developers. And we made it our mission a za company, to become closer and closer to developers to better understand their needs and to make our technology as easy and fast to consume as possible for developers. So as a company, we're becoming more and more developers centric, really. The two core products which fit together extremely well to make that happen, or lens, which is targeted squarely at a new breed off kubernetes developers sitting on the desktop and managing communities, environments and the applications on top on any cloud platform anywhere and then DACA enterprise contain a cloud which is a new and radically innovative, contain a platform which we're bringing to market this week. So with this a za background, what is the fundamental problem which we solve for you, for our customers? What is it that we feel are are your pain points that can help you resolve? We see too very, very big trends in the world today, which you are experiencing. On one side, we see the power of cloud emerging with more features mawr innovation, more capabilities coming to market every day. But with those new features and new innovations, there is also an exponential growth in cloud complexity and that cloud complexity is becoming increasingly difficult to navigate for developers and operators alike. And at the same time, we see the pace of change in the economy continuing to accelerate on bits in the economy and in the technology as well. So when you put these two things together on one hand, you have MAWR and Mawr complexity. On the other hand, you have fast and faster change. This makes for a very, very daunting task for enterprises, developers and operators to actually keep up and move with speed. And this is exactly the central problem that we want to solve for you. We want to empower you to move with speed in the middle off rising complexity and change and do it successfully and with confidence. So with that in mind, we are announcing this week at LAUNCHPAD a big and new concept to take the company forward and take you with us to create value for you. And we call this your cloud everywhere, which empowers you to ship code faster. Dr. Enterprise Container Cloud is a lynch bit off your cloud everywhere. It's a radical and new container platform, which gives you our customers a consistent experience on public clouds and private clouds alike, which enables you to ship code faster on any infrastructure, anywhere with a cohesive cloud fabric that meets your security standards that offers a choice or private and public clouds and offer you a offers you a simple, an extremely easy and powerful to use experience. for developers. All of this is, um, underpinned by kubernetes as the foundation technology we're betting on forward to help you achieve your goals at the same time. Lens kubernetes e. It's also very, very well into the real cloud. Every concept, and it's a second very strong linchpin to take us forward because it creates the developing experience. It supports developers directly on their desktop, enabling them Thio manage communities workloads to test, develop and run communities applications on any infrastructure anywhere. So Doc, Enterprise, Container, Cloud and Lens complement each other perfectly. So I'm very, very excited to share this with you today and opened the conference for you. And with this I want to turn it over to my colleague Adam Parker, who runs product development at Mirandes to share a lot more detail about Doc Enterprise Container Cloud. Why we're excited about it. Why we feel is a radical step forward to you and why we feel it can add so much value to your developers and operators who want to embrace the latest kubernetes technology and the latest container technology on any platform anywhere. I look forward to connecting with you during the conference and we should all the best. Bye bye. >>Thanks, Adrian. My name is Adam Parco, and I am vice president of engineering and product development at Mirant ISS. I'm extremely excited to be here today And to present to you Dr Enterprise Container Cloud Doc Enterprise Container Cloud is a major leap forward. It Turpal charges are platform. It is your cloud everywhere. It has been completely designed and built around helping you to ship code faster. The world is moving incredibly quick. We have seen unpredictable and rapid changes. It is the goal of Docker Enterprise Container Cloud to help navigate this insanity by focusing on speed and efficiency. To do this requires three major pillars choice, simplicity and security. The less time between a line of code being written and that line of code running in production the better. When you decrease that cycle, time developers are more productive, efficient and happy. The code is higher, quality contains less defects, and when bugs are found are fixed quicker and more easily. And in turn, your customers get more value sooner and more often. Increasing speed and improving developer efficiency is paramount. To do this, you need to be able to cycle through coding, running, testing, releasing and monitoring all without friction. We enabled us by offering containers as a service through a consistent, cloudlike experience. Developers can log into Dr Enterprise Container Cloud and, through self service, create a cluster No I T. Tickets. No industry specific experience required. Need a place to run. A workload simply created nothing quicker than that. The clusters air presented consistently no matter where they're created, integrate your pipelines and start deploying secure images everywhere. Instantly. You can't have cloud speed if you start to get bogged down by managing, so we offer fully automated lifecycle management. Let's jump into the details of how we achieve cloud speed. The first is cloud choice developers. Operators add mons users they all want. In fact, mandate choice choice is extremely important in efficiency, speed and ultimately the value created. You have cloud choice throughout the full stack. Choice allows developers and operators to use the tooling and services their most familiar with most efficient with or perhaps simply allows them to integrate with any existing tools and services already in use, allowing them to integrate and move on. Doc Enterprise Container Cloud isn't constructive. It's open and flexible. The next important choice we offer is an orchestration. We hear time and time again from our customers that they love swarm. That's simply enough for the majority of their applications. And that just works that they have skills and knowledge to effectively use it. They don't need to be or find coop experts to get immediate value, so we will absolutely continue to offer this choice and orchestration. Our existing customers could rest assure their workloads will continue to run. Great as always. On the other hand, we can't ignore the popularity that growth, the enthusiasm and community ecosystem that has exploded with communities. So we will also be including a fully conforming, tested and certified kubernetes going down the stock. You can't have choice or speed without your choice and operating system. This ties back to developer efficiency. We want developers to be able to leverage their operating system of choice, were initially supporting full stack lifecycle management for a bun, too, with other operating systems like red hat to follow shortly. Lastly, all the way down at the bottom of stack is your choice in infrastructure choice and infrastructure is in our DNA. We have always promoted no locking and flexibility to run where needed initially were supporting open stock AWS and full life cycle management of bare metal. We also have a road map for VM Ware and other public cloud providers. We know there's no single solution for the unique and complex requirements our customers have. This is why we're doubling down on being the most open platform. We want you to truly make this your cloud. If done wrong, all this choice at speed could have been extremely complex. This is where cloud simplification comes in. We offer a simple and consistent as a service cloud experience, from installation to day to ops clusters Air created using a single pane of glass no matter where they're created, giving a simple and consistent interface. Clusters can be created on bare metal and private data centers and, of course, on public cloud applications will always have specific operating requirements. For example, data protection, security, cost efficiency edge or leveraging specific services on public infrastructure. Being able to create a cluster on the infrastructure that makes the most sense while maintaining a consistent experience is incredibly powerful to developers and operators. This helps developers move quick by being able to leverage the infra and services of their choice and operators by leveraging, available, compute with the most efficient and for available. Now that we have users self creating clusters, we need centralized management to support this increase in scale. Doc Enterprise Container cloud use is the single pane of glass for observe ability and management of all your clusters. We have day to ops covered to keep things simple and new. Moving fast from this single pane of glass, you can manage the full stack lifecycle of your clusters from the infra up, including Dr Enterprise, as well as the fully automated deployment and management of all components deployed through it. What I'm most excited about is Doc Enterprise Container Cloud as a service. What do I mean by as a service doctor? Enterprise continue. Cloud is fully self managed and continuously delivered. It is always up to date, always security patched, always available new features and capabilities pushed often and directly to you truly as a service experience anywhere you want, it run. Security is of utmost importance to Miranda's and our customers. Security can't be an afterthought, and it can't be added later with Doctor and a price continued cloud, we're maintaining our leadership and security. We're doing this by leveraging the proven security and Dr Enterprise. Dr. Enterprise has the best and the most complete security certifications and compliance, such as Stig Oscar, How and Phipps 1 $40 to thes security certifications allows us to run in the world's most secure locations. We are proud and honored to have some of the most security conscious customers in the world from all industries into. She's like insurance, finance, health care as well as public, federal and government agencies. With Dr Enterprise Container Cloud. We put security as our top concern, but importantly, we do it with speed. You can't move fast with security in the way so they solve this. We've added what we're calling invisible security security enabled by default and configured for you as part of the platform. Dr Price Container Cloud is multi tenant with granular are back throughout. In conjunction with Doc Enterprise, Docker Trusted Registry and Dr Content Trust. We have a complete end to end secured software supply chain Onley run the images that have gone through the appropriate channels that you have authorized to run on the most secure container engine in the >>industry. >>Lastly, I want to quickly touch on scale. Today. Cluster sprawl is a very real thing. There are test clusters, staging clusters and, of course, production clusters. There's also different availability zones, different business units and so on. There's clusters everywhere. These clusters are also running all over the place. We have customers running Doc Enterprise on premise there, embracing public cloud and not just one cloud that might also have some bare metal. So cloud sprawl is also a very real thing. All these clusters on all these clouds is a maintenance and observe ability. Nightmare. This is a huge friction point to scaling Dr Price. Container Cloud solves these issues, lets you scale quicker and more easily. Little recap. What's new. We've added multi cluster management. Deploy and attach all your clusters wherever they are. Multi cloud, including public private and bare metal. Deploy your clusters to any infra self service cluster creation. No more I T. Tickets to get resources. Incredible speed. Automated Full stack Lifecycle management, including Dr Enterprise Container, cloud itself as a service from the in for up centralized observe ability with a single pane of glass for your clusters, their health, your APs and most importantly to our existing doc enterprise customers. You can, of course, add your existing D clusters to Dr Enterprise Container Cloud and start leveraging the many benefits it offers immediately. So that's it. Thank you so much for attending today's keynote. This was very much just a high level introduction to our exciting release. There is so much more to learn about and try out. I hope you are as excited as I am to get started today with Doc Enterprise. Continue, Cloud, please attend the tutorial tracks up Next is Miska, with the world's most popular Kubernetes E Lens. Thanks again, and I hope you enjoy the rest of our conference.

>> (upbeat music) >> production: From around the globe, it's the Cube covering Google cloud Next on-Air 20. (Upbeat music) >> Welcome back. I'm Stu Miniman and this is the CUBE coverage of Google cloud Next on Air 20. Of course, the nine week distributed all online program that Google cloud is doing and going to be talking about, of course, multi-cloud, Google of course had a big piece in multi-cloud. When they took what was originally Borg, They built Kubernetes. They made that open source and gave that to the CNCF and one of Google's partners and a leader in that space is of course, Red Hat. Happy to welcome to the program Sathish Balakrishnan, he is the Vice President of hosted platforms at Red Hat. Sathish, thanks so much for joining us. >> Thank you. It's great to be here with you on Google Cloud Native insights. >> Alright. So I, I tied it up, of course, you know, we talk about, you know, the hybrid multicloud and open, you know, two companies. I probably think of the most and that I've probably said the most about the open cloud are Google and Red Hat. So maybe if we could start just, uh, you hosted platforms, help us understand what that is. And, uh, what was the relationship between Red Hat and the Open Shift team and Google cloud? >> Absolutely. Great question. And I think Google has been an amazing partner for us. I think we have a lot of things going on with them upstream in the community. I think, you know, we've been with Google and the Kubernetes project since the beginning and you know, like the second biggest contributor to Kubernetes. So we have great relationships upstream. We also made Red Hat Enterprise Linux as well as Open Shift available on Google. So we have customers using both our offerings as well as our other offerings on Google cloud as well. And more recently with the hosted our offerings. You know, we actually manage Open Shift on multiple clouds. We relaunched our Open Shift dedicated offering on Google cloud back at Red Hat Summit. There's a lot of interest for the offering. We had back offered the offering in 2017 with Open Shift Three and we just relaunched this with Open Shift Four and we received considerable interest for the Google cloud Open Shift dedicated offering. >> Yeah, Sathish maybe it makes sense if we talk about kind of the maturation of open source solutions, managed services has seen really tremendous growth, something we've seen, especially if we were talking about in the cloud space. Maybe if you could just walk us through a little bit out that, you know, what are you hearing from customers? How does Red Hat think about managed solutions? >> Absolutely. Stu, I think it was a good question, right? I think, uh, as we say, the customers are looking at, you know, multiple infrastructure footprints, Be iteither the public cloud or on-prem. They'll start looking at, you know, if I go to the cloud, you know, there's this concept of, I want something to be managed. So what Open Shift is doing is in Open Shift, as you know it's Red Hat's hybrid cloud platform and with Open Shift, all the things that we strive to do is to enable the vision of the Open Hybrid Cloud. Uh, so, but Open Hybrid Cloud, it's all about choice, So we want to make sure the customers have both the managed as well as the self managed option. Uh, so if you really look at it, you know, Red Hat has multiple offerings from a managed standpoint. One as you know, we have Open Shift dedicated, which runs from AWS and Google. And, you know, we just have, as I mentioned earlier. We relaunched our Google service at Red Hat Summit back in May. So that's actually getting a lot of traction. We also have joint offerings with Azure that we announced a couple of years back and, there's a lot of interest for that offering as well as the new offering that we announced post-summit, the Amazon-Red Hat Open Shift, which basically is another native offering that we have on Amazon. If you really look at, having, having spoken about these offerings, if you really look at Red Hat's evolution as a managed service provider in the public cloud, we've been doing this since 2011. You know, that's kind of surprising for a lot of people, but you know, we've been doing Open Shift online, which is kind of a multi-tenant parcel multi-talent CaaS solution 2011. And we are one of the earliest providers of managed kubernetes, you know, along with Google Kubernetes engine GKE, we are our Open Shift dedicated offering back in 2015. So we've been doing Kubernetes managed since, Open Shift 3.1. So that's actually, you know, we have a lot of experience with management of Kubernetes and, you know, the devolution of Open Shift we've now made it available and pretty much all the clouds. So that customers have that exact same experience that they can get any one cloud across all clouds, as well as on-prem. Managed service customers now have a choice of a self managed Open Shift or completely managed Open Shift. >> Yeah. You mentioned the choice and one of the challenges we have right now is there's really the paradox of choice. If you look in the Kubernetes space, you know, there are dozens of offerings. Of course, every cloud provider has their offerings. You know, Google's got GKE, they have Anthos, uh, they, they have management tools around there. You, you talked a bit about the, you know, the experience and all the customers you have, the, you know, there's one of the fighters talks about, there's no compression algorithm for experience. So, you know, what is Red Hat Open Shift? What really differentiates in the market place from, you know, so many of the other offerings, either from the public high providers, some of the new startups, that we should know. >> Yeah. I think that's an interesting question, right? I think all Google traders start with it's complete open source and, you know, we are a complete open source company. So there is no proprietary software that we put into Open Shift. Open Shift, basically, even though it has, you know, OC command, it basically has CPR. So you can actually use native Google networks as you choose on any Google network offering that you have be it GKE, EKS or any of the other things that are out there. So that's why I think there are such things with google networks and providers and Red Hat does not believe in open provider. It completely believes in open source. We have everything that we is open source. From an it standpoint, the value prop for Red Hat has always been the value of the subscription, but we actually make sure that, you know, Google network is taken from an upstream product. It's basically completed productized and available for the enterprise to consume. But that right, when we have the managed offering, we provide a lot more benefits to it, right? The benefits are right. We actually have customer zero for Open Shift. So what does that mean? Right. We will not release Open Shift if we can't run open Shift dedicated or any of their (indistinct) out Open Shift for them is under that Open Shift. Really really well. So you won't get a software version out there. The second thing is we actually run a lot of workloads, but then Red Hat that are dependent on our managed or open shift off. So for example, our billing systems, all of those internal things that are important for Red Hat run on managed Open Shift, for example, managed Open Shift. So those are the important services for Red Hat and we have to make sure that those things are running really, really well. So we provide that second layer of enterprise today. Then having put Open Shift online, out that in public. We have 4 million applications and a million developers that use them. So that means, I've been putting it out there in the internet and, you know, there's security hosts that are constantly being booked that are being plugged in. So that's another benefit that you get from having a product that's a managed service, but it also is something that enterprises can now use it. From an Open Shift standpoint, the real difference is we add a lot of other things on top of google network without compromising the google network safety. That basically helps customers not have to worry about how they're going to get the CIC pipeline or how they have to do a bunch of in Cobra Net as an outside as the inside. Then you have technologies like Store Street Metrics kind of really help customers not to obstruct the way the containerization led from that. So those are some of the benefits that we provide with Open Shift. >> Yeah. So, so, so Sathish, as it's said, there's lots of options when it comes to Kubernetes, even from a Red Hat offering, you've got different competing models there. If I look inside your portfolio, if it's something that I want to put on my infrastructure, if I haven't read the Open Shift container platform, is that significantly different from the managed platform. Maybe give us a little compare contrast, you know. What do I have to do as a customer? Is the code base the same? Can I do, you know, hybrid environments between them and you know, what does that mean? >> It's a smart questions. It's a really, really good question that you asked. So we actually, you know, as I've said, we add a lot of things on top of google network to make it really fast, but do you want to use the cast, you can use the desktop. So one of the things we've found, but you know, what we've done with our managed offering is we actually take Open Shift container platform and we manage that. So we make sure that you get like a completely managed source, you know. They'll be managed, the patching of the worker nodes and other things, which is, again, another difference that we have with the native Cobra Net of services. We actually give plush that admin functionality to customers that basically allows them to choose all the options that they need from an Open Shift container platform. So from a core base, it's exactly the same thing. The only thing is, it's a little bit opinionated. It to start off when we deploy the cluster for the customer and then the customer, if they want, they can choose how to customize it. So what this really does is it takes away any of the challenges the customer may have with like how to install and provision a cluster, which we've already simplified a lot of the open shift, but with the managed the Open Shift, it's actually just a click of it. >> Great. Sathish Well, I've got the trillion dollar question for you. One of the things we've been looking at for years of course, is, you know, what do I keep in my data center? What do I move to the cloud? How do I modernize it? We understand it's a complex and nuanced solution, but you talk to a lot of customers. So I, you know, here in 2020, what's the trends? What are some of the pieces that you're seeing some change and movement that, you know, might not have been the case a year ago? >> I think, you know, this is an interesting question and it's an evolving question, right? And it's something that if you ask like 10 people you'll get real answers, but I'm trying to generalize what I've seen just from all the customer conversations I've been involved. I think one thing is very clear, right? I think that the world is right as much as anybody may want to say that I'm going to go to a single cloud or I'm going to just be on prem. It is inevitable that you're going to basically end up with multiple infrastructure footprint. It's either multicloud or it's on Prem versus a single cloud or on prem versus multiple cloud. So the main thing is that, we've been noticing as, what customers are saying in a whole. How do I make sure that my developers are not confused by all these difference than one? How do I give them a consistent way to develop and build their applications? Not really worry about, what is the infrastructure. What is the footprint that they're actually servicing? So that's kind of really, really important. And in terms of, you know, things that, you know, we've seen customers, you know, I think you always start with compliance requirements and data regulations. Back there you got to figure it out. What compliance do I need? And as the infrastructure or the platform that I'm going to go to meet the compliance requirements that I have, and what are the data regulations? You know, what is the data I'm going to be setting? Is it going to meet the data submitted rules that my country or my geo has? I got to make sure I worry about that. And then I got to figure out if I'm going to basically more to the cloud from the data center or from one cloud to another cloud. I might just be doing a lift or shift. Am I doing a transformation? What is it that I really worry about? In addition to the transformation, they got to figure it out, or I need to do that. Do I not need to do that? And then, you know, we've got to figure out what your data going to set? What your database going to look in? And do you need to connect to some legacy system that you have on prem? Or how do you go? How do you have to figure that out and give them all of these complexities? This is really, really common for any large enterprise that has like an enterprise ID for that multi-cloud. That's basically in multiple geographies, servicing millions of customers. So that has a lot of experience doing all these things. We have open innovation labs, which are really, really awesome experience for customers. Whether they take a small project, they figured out how to change things. Not only learn how to change things from a technology standpoint, but also learn how to culturally change things, because a lot of these things. So it's not just moving from one infrastructure to another, but also learning how to do things differently. Then we have things like the container adoption programmer, which is like, how do you take a big legacy monolith application? How do you containerize it? How do you make it micro services? How do you make sure that you're leveraging the real benefits that you're going to get out of moving to the cloud or moving to a container platform? And then we have a bunch of other things like, how do you get started with Open Shift and all of that? So we've had a lot of experience with like our 2,400 plus customers doing this kind of really heavy workload migration and lifting. So the customers really get the benefits that they see out of Open Shift. >> Yeah. So Sathish, if I think about Google, specifically talking about Google cloud, one of the main reasons we hear customers using Google is to have access to the data services. They have the AI services they have. So how does that tie into what we were just talking about? If I, if I use Open Shift and you know. I'm living in Google cloud, can, can I access all of those cloud native services? Are there any nuances things I need to think about to be able to really unleash that innovation of the platform that I'm tying into? >> Yeah, absolutely not. Right. I think it's a great question. And I think customers are always wondering about. Hey, if I use Open Shift, am I going to be locked out of using the cloud services? And if anything run out as antilock. We want to make sure that you can use the best services that you need for your enterprise, like the strategy as well as for applications. So with that, right. And we've developed the operator framework, which I think Google has been a very early supporter of. They've built a lot of operators around their services. So you can develop those operators to monitor the life cycle of these services, right from Open Shift. So you can actually connect to an AI service if you want. That's absolutely fine. You can connect the database services as well. And you can leverage all of those things while your application runs on Open Shift from Google cloud. Also I think that done us right. We recognize that, when you're talking about the open hybrid cloud, you got to make sure that customers can actually leverage services that are the same across different clouds. So when you can actually leverage the Google services from On Prem as well, if you choose to have localized services. We have a large catalog of operators that we have in our operator hub, as well as in the Red Hat marketplace that you can actually go and leverage from third party, third party ISV, so that you're basically having the same consistent experience if you choose to. But based on the consistent experience, that's not tied to a cloud. You can do that as well. But we would like for customers to use any service that they want, right from Open Shift without any restrictions. >> Yeah. One of the other things we've heard a lot from Google over the last year or so has been, you know, just helping customers, especially for those mission, critical business, critical applications, things like SAP. You talked a bit about databases. What advice would you give customers these days? They're, they're looking at, you know, increasing or moving forward in their cloud journeys. >> I think it sounds as an interesting question because I think customers really have to look at, you know, what is the ID and technology strategy? What are the different initiatives to have? Is it digital transformation? Is it cloud native development? Is it just containerization or they have an overarching theme over? They've got to really figure that out and I'm sure they're looking at it. They know which one is the higher priority when all of them are interrelated and in some ways. They also got to figure out how they going to expand to new business. Because I think as we said, right, ID is basically what is driving personal software is eating the load. Software services are editing them. So you got to figure out, what are your business needs? Do you need to be more agile? Do you need to enter new businesses? You know, those are kind of important things. For example, BMW is a great example, they use Open Shift container platform as well as they use Open Shift dedicated, you know. They are like a hundred hundred plus year old car, guess, you know what they're trying to do. They're actually now becoming connected car infrastructure. That's the main thing that they're trying to build so that they can actually service the cars in any job. So in one shoe, they came from a car manufacturing company to now focus on being a SAS, an Edge and IOT company. If you really look at the cars as like the internet of things on an edge computer and what does that use case require? That use case cannot anymore have just one data center in Munich, they have to basically build a global platform of data centers or they can really easily go to the cloud. And then they need to make sure that that application double close when they're starting to run on multiple clouds, multiple geographies, they have the same abstraction layer so that they can actually apply things fast. Develop fast. They don't have to worry about the infrastructure frequently. And that's basically why they started using Open Shift. And don't know why they're big supporters of Open Shift. And then I think it's the right mission for their use. So I think it really depends on, you know, what the customer is looking for, but irrespective of what they're looking for, I think Open Shift nicely fits in because what it does, is it provides you that commonality across all infrastructure footprints. It gives you all the productivity gains and it allows you to connect to any service that you want anywhere because we are agnostic to that and as well as we bring a whole lot of services from Red Hat marketplace so you can actually leverage your status. >> Well, Sathish Balakrishnan, thank you so much for the updates. Great to hear about the progress you've got with your customers. And thank you for joining us on the Google cloud Next On Air Event. >> Thank you Stu. It's been great talking to you and look forward to seeing you in person one day. >> Alright. I'm Stu Miniman. And thank you as always for watching the Cube. (upbeat music) (upbeat music)

>>long from Las Vegas. It's the Q covering a ws re invent 2019. Brought to you by Amazon Web service is and in along with its ecosystem partners. >>Welcome back here in the Cube, we continue our coverage here Day one, a day Ws re invent 2019 were on the show floor You could probably see behind the city's packed is exciting. Great exhibits, great keynotes this morning, Dan. A lot from Andy Jassy, Justin Warren. John Walls were joined by Jasper Singh, who is the founder and CEO of DRUVA. Good to have you here on the Cube. Thank you very much. And I say a whiner whose principal technologist at a. W s and I say it Good to see you this morning. Thanks very much. Thanks for being here. First off, tell me a little bit about drove up for folks at home. Might not be familiar. And then we're gonna get into your relationship with a W s. And why the two of you are sitting in first. Just a little thumbnail about druva. >>Sure, as we all know, data is growing by leaps and bounds on dhe. Data management prediction has been a big challenge for all enterprises driven the SAS platform very long. AWS, which helps him manage to get up and do it from the center to deal in the cloud toe at the educations, simply console to manage protection governance management on a single pane of glass. All >>right, so the two of you together we were talking before the interview a little bit about maybe some of these common attributes or shared values which make your partnership. I wouldn't say unique, but certainly make it work. So go over that a little bit about maybe we're that synergy exists where you see that overlap in your mission and why you think it's working so well for you to reveal your partnership. Once you're Jeffrey, why don't you jump on that? Isaiah? I >>think we saw a big chain in the enterprise landscape Hunter team and I made personally met Fiona Vogel back then and understood that big change and enterprise buying when it comes to a public cloud, data belongs to public cloud, the weeds growing and eventually manage on rebuild the entire rocket picture around the whole notion off a centralized sort of a data lake to predict it manageable on Arab us. We thought about eight of us in public cloud of completely different operating system. It's not just not about our technology team kicked out of the business changes with people want to buy an S L. A. Across the global consistent price point so delivered already have toe, understand how they built differently, operate differently security point of view cost part of you and also sell differently. You're gonna market partnerships you're setting motion procurement. All changes to be redesigned, reactivated entire drove our experience around Public Cloud And Amazon is in a great partner all throughout to build a story on top of the platform not just to based technology on, but are breeding a printing model on selling motion on and course introduced to customer benefits on. >>So one of the things that customers tell us is that when they come to the cloud, they want less stuff to manage. And it can be difficult sometimes to deal the new set of primitives. You know, the way things worked in your data center understanding locality, these sorts of things. A lot of this stuff gets abstracted in the cloud, and so druva help sort of take away all of that and create a simple solution for customers. They've been doing this for a long time, actually, you know, offering full SAS solution to customers not only who want to protect data in the cloud, but also on Prem to the cloud. And the way that eight of us goes about an Amazon in general goes about creating things for customers is way. Have what we call a working backwards process. And it all ties back to our first of 14 leaders, principles, customer obsession. And so one of the things that's really nice about working with druva is that they also have a working backwards process. And so we get to do a lot of that stuff together there, also a customer. So, you know, it's not just a partnership there. Also a customer, because they operate this SAS platform. And so, for quite a long time, for example, they've been one of the larger dynamodb customers. They've developed tight relationships with our service teams way our field knows them, you know, if you ask the field, you know, name a backup provider, you know chances are pretty good. They're gonna know Drew right, so and because they're all in on eight of us, it gives us an opportunity to launch things together. So when we have new storage classes in the past and new devices, new offerings Drew has been a launch partner on multiple occasions. I >>was gonna ask about that. A lien on AWS, like as a customer if I'm buying some clouds. So it's like I want to buy an S l A a cz you mentioned. Just do it. Do it. Really care which cloud you you picked as a customer >>customer. You really cared about an SL for for data recovery, which you need a guarantee across the group. That's a simplest part. So in that context, they don't care. But it goes beyond that. Data and infrastructure is very connected to shoot for the enterprise they wanted, you know, just to be recovered. But integrated with other service is, for example, Panis is are they have other value. Our service is you want to be part of the whole story from that perspective because there is so integral to their lesson strategy. They do care about where we're building this new every center from my data management, but they are getting more and more fragmented in both centralized way to manage. The more centralized way happens to be on the best known of embroidery, which happens to have all the service is to surround it of it. You do start to care about you know how they're holding me may transform the journey of data for the customer >>Ueno from the Kino this morning that I think it's only about 3% of total spend is on clouds, and there is room for a cloud to grow here. But that also means that there's a lot of data that sitting out there that isn't actually in the cloud. So a cloud based backup service like how the customers who already have existing onsite data, How should they think about this? You mentioned that they need to think about it in a different way and change the way that you experienced backup. So how how the customers start to understand what they should be doing differently and how they should think about their data in a different way. To start looking at something like the river >>Absolutely reversal. Ashley's got people, plus one that typically customers have 3.1 bucket solutions in their in their environment. They don't accept it, but they do have multiple softness. They always are the new one to replace an old one, but it still keep their legacy on what they need to do. What I do when I was to look for meditators before driven were tons and tons of legacy being managing very cars. And then I was always very, very hard. You have to spend a lot of time to manage all throughout, withdrew. Our philosophy is that your next generation of workloads, your next edition of evolution towards loud used to happen in river for a legacy. You could still keep the legacy software's IBM better cars. Let's keep on doing what you do with them. You're next. Attrition off architecture refresh, Refresh should happen in >>a zone old back of admin Who's gone through that process multiple times. Managing tape is a nightmare. Yes, I can. I can absolutely attest that that is the process. That enterprise tends to go through it like you want to pick something that you want to put all the new stuff on. Do you? Do you see anyone actually bringing data from their old system that they migrated across. So they just go, You know what? We'll just wait for it to die. >>I think a lot of people do a mix of both right today. They may have a cold data with a more humanity move toe deep archive a glacier from active data management part if you want to see how do it, how do they change processes to impact date evolution From now on 1st 1st 1st and foremost before they started, Look at old arcade media could be born on a CZ. Well, I think with evolution of deep archive, evolution off other service is much cheaper than tapes. It's about time that people start now, look at older technology that how do you know Maybe encompasses? Well, >>yeah, To me, this stuff is kind of hard. All right, on down might be oversimplifying, but you've got your warm data. You got stuff, it's cold. That might sit there for years. And we're gonna work, you know, we're never gonna worry about it again. But I have to decide what's warmer. What's cold. If I've got legacy and I've got new, I've got to decide what I want to bring over what I don't and then I've got the edge. I've got a i ot I've got all this stuff. No exponential growth data scale. So to me, it's it's It's a confounding problem of I'm in enterprise. It's already got my stuff going, as opposed to. If I'm totally born on the cloud, right, that's a how do you deal with? It's easy to do it from scratch. It's a lot harder to do it when I've got I'm bringing all his baggage with me and why do I want to bring on that headache? >>So I want you to think about it, says that you know, where would you want to innovate and start their first like a zombie? This is said that this morning in Kenya, or that whenever someone tells you you have one tool for it all, they probably wrong about it. Right? You. It's all for the best tool for the best problems. So you look at the way you really wouldn't want it any way you start there first to bring in the cloud first, then it slowly insanity. Start to lower your workload by getting rid of legacy or by re factoring in overtime. >>You've been doing this for a little while, So I assume that this isn't This isn't something that only just a couple of people of dipping their toe in the water and trying out. You told us before they actually had quite a bit of success with this. >>I think whenever there's an interesting problem, this competition. So we do have some new age companies coming to tow. What we do for a living drama is heading scale we announced this morning. We're $100 revenue run rate of business. So you just thought about building it right? But as I mentioned, it's about operating unit scale will be run about six million back after a week, with more than with better than 0.1% efficiency. It successfully the amount of paranoia going into security cost optimization Dev Ops Mount Off Hardware goes into building a good market motion to buy from marketplace by consumption models is very different from from legacy. Technology for side is only the first body, but Amazon has done for industry, which we're leading with cheerleading and we're falling. Example off is how you transform the buying baby of customer was something radically simple than ever before. >>You know, as a that's been been really a topic, and he's talked about it a lot. This transformation versus transition. It's kind of like being a little bit pregnant, you know, you have to transform yourself right and maybe it's not dipping the toe, but it's diving in that deep end. So from the AWS perspective and from what we've been hearing, just free talk about put it in that in that context, if you will, about people who are, I guess, willing to make a full fledged commitment and jump in and go is supposed to dabble in a little bit and maybe being a little bit pregnant, >>I mean something you mentioned earlier about two people. Just let let stuff rot. Yes, there is some of that like, don't get me wrong. I talked with customers all the time and they have three different backup providers. But the fact is, is that when they go to the cloud they look at okay, where can I cut and run, you know, And when they look at their the things that not only matter in order for them to transition their operations into the cloud. But then they look at, like, the new rate of data creation that they've got going on in the cloud. They sort of a lot of customers. They look at the old models of of enterprise, back of sweets and they say, Okay, I know how to operate this, But do I want to? Or they look at it, You know, some of the finer things. Like, you know, am I doing all the right things from a security perspective? In all of the right connection points across all of the right pieces of software, the answer may not be yes. Or maybe the answer is yes. And they look at other things, like, you know, what is my r p o gonna be? What is my rto gonna be? Can I abandon my eight of us account because of about actor scenario and go to another account and do a restore without having to have infrastructure in there? First you can if it's in somebody else's infrastructure in this case druva right. So, like there's there's a hard way to do things in an easy way to do things and drew has done things. Arguably, I would say they've done things the hard way so that customers can do things the easy way. It's probably a good way to characterize it. Early on, Druva decided that they didn't want to be in the infrastructure business, so they built something on top of a platform that would allow them to stop having to worry about that stuff. And if you're trying to on board a lot of customers concurrently than that, something that you want to scale automatically right, you know these kinds of things. When we talk to customers and customers ask us questions like You know what? Our customers using toe back up in eight of us. They often ask qualifying questions like I'm in a certain region or I'm in govcloud or I have too much data on prim for my bandwidth capabilities. And I don't really want to get into a new three year contract because I want to shut down this data center in October and it's, you know, maybe it's September, you know, maybe I don't have a lot of runway on, so they're looking for things like support for Snowball Edge. They're looking for things like not having Thio worry about. Do I have to modify all of my traditional applications to take advantage of other storage tears or my cold data? How do I get it into something like Amazon has three glacier deep archives without having to really know how that works on DSO. When these folks look at the clouds, they think aws because of all of the things that AWS enables them to do without them having to have, ah, a massive learning curve. When it comes to data protection in the cloud, Dhruv is doing the same thing. >>Well, the good news for Justin and me and Isaiah's, Jasper said. You hit 100 million. So dinner's on you tonight. This is great. I look, congratulations. Thank you. That is a big number and congratulate great success. Wish you all the best down the road and thank you both for being with us here on the Q. We appreciate that. Thanks very much. Back with more live here in Las Vegas. You're watching the Cuban eight of us. Raven 2019

>> Announcer: Live from Orlando, Florida it's theCUBE! Covering Microsoft Ignite, brought to you by Cohesity. >> Hello, and happy taco Tuesday CUBE viewers! You are watching theCUBE's live coverage of Microsoft's Ignite here in Orlando, Florida. I'm your host Rebecca Knight, along with Stu Miniman. We're joined by Scott Hanselman, he is the partner program manager at Microsoft. Thank you so much for coming on theCUBE! >> Absolutely, my pleasure! >> Rebecca: And happy taco Tuesday to you! Will code for tacos. >> Will code for tacos. >> I'm digging it, I'm digging it >> I'm a very inexpensive coder. >> So you are the partner program manager, but you're really the people's programmer at Microsoft. Satya Nadella up on the main stage yesterday, talking about programming for everyone, empowering ordinary citizen developers, and you yourself were on the main stage this morning, "App Development for All", why is this such a priority for Microsoft at this point in time? >> Well there's the priority for Microsoft, and then I'll also speak selfishly as a priority for me, because when we talk about inclusion, what does that really mean? Well it is the opposite of exclusion. So when we mean inclusion, we need to mean everyone, we need to include everyone. So what can we do to make technology, to make programming possible, to make everyone enabled, whether that be something like drag and drop, and PowerApps, and the Power platform, all the way down to doing things like we did in the keynote this morning with C# on a tiny micro-controller, and the entire spectrum in between, whether it be citizen programmers in Excel using Power BI to go and do machine learning, or the silly things that we did in the keynote with rock, paper scissors that we might be able to talk about. All of that means including everyone and if the site isn't accessible, if Visual Studio as a tool isn't accessible, if you're training your AI in a non-ethical way, you are consciously excluding people. So back to what Satya thinks is why can't everyone do this? SatyaSacha thinks is why can't everyone do this? Why are we as programmers having any gate keeping, or you know, "You can't do that you're not a programmer, "you know, I'm a programmer, you can't have that." >> So what does the future look like, >> Rebecca: So what does the future look like, if everyone knows how to do it? I mean, do some imagining, visioning right now about if everyone does know how to do this, or at least can learn the building blocks for it, what does technology look like? >> Well hopefully it will be ethical, and it'll be democratized so that everyone can do it. I think that the things that are interesting, or innovative today will become commoditized tomorrow, like, something as simple as a webcam detecting your face, and putting a square around it and then you move around, and the square, we were like, "Oh my God, that was amazing!" And now it's just a library that you can download. What is amazing and interesting today, like AR and VR, where it's like, "Oh wow, I've never seen augmented reality work like that!" My eight-year-old will be able to do it in five years, and they'll be older than eight. >> So Scott, one of the big takeaways I had from the app dev keynote that you did this morning was in the past it was trying to get everybody on the same page, let's move them to our stack, let's move them to our cloud, let's move them on this programming language, and you really talked about how the example of Chipotle is different parts of the organization will write in a different language, and there needs to be, it's almost, you know, that service bus that you have between all of these environments, because we've spent, a lot of us, I know in my career I've spent decades trying to help break down those silos, and get everybody to work together, but we're never going to have everybody doing the same jobs, so we need to meet them where they are, they need to allow them to use the tools, the languages, the platforms that they want, but they need to all be able to work together, and this is not the Microsoft that I grew up with that is now an enabler of that environment. The word we keep coming back to is trust at the keynote. I know there's some awesome, cool new stuff about .net which is a piece of it, but it's all of the things together. >> Right, you know I was teaching a class at Mesa Community College down in San Diego a couple of days ago and they were trying, they were all people who wanted jobs, just community college people, I went to community college and it's like, I just want to know how to get a job, what is the thing that I can do? What language should I learn? And that's a tough question. They wonder, do I learn Java, do I learn C#? And someone had a really funny analogy, and I'll share it with you. They said, well you know English is the language, right? Why don't the other languages just give up? They said, you know, Finland, they're not going to win, right? Their language didn't win, so they should just give up, and they should all speak English, and I said, What an awful thing! They like their language! I'm not going to go to people who do Haskell, or Rust, or Scala, or F#, and say, you should give up! You're not going to win because C won, or Java won, or C# won. So instead, why don't we focus on standards where we can inter-operate, where we can accept that the reality is a hybrid cloud things like Azure Arc that allows us to connect multiple clouds, multi-vendor clouds together. That is all encompassing the concept of inclusion, including everyone means including every language, and as many standards as you can. So it might sound a little bit like a Tower of Babel, but we do have standards and the standards are HTTP, REST, JSON, JavaScript. It may not be the web we deserve, but it's the web that we have, so we'll use those building block technologies, and then let people do their own thing. >> So speaking of the keynote this morning, one of the cool things you were doing was talking about the rock, paper, scissors game, and how it's expanding. Tell our viewers a little bit more about the new elements to rock, paper, scissors. >> So folks named Sam Kass, a gentleman named Sam Kass many, many years ago on the internet, when the internet was much simpler web pages, created a game called Rock, Paper, Scissors, Lizard, Spock, and a lot of people will know that from a popular TV show on CBS, and they'll give credit to that show, in fact it was Sam Kass and Karen Bryla who created that, and we sent them a note and said, "Hey can I write a game about this?" And we basically built a Rock, Paper, Scissors, Lizard, Spock game in the cloud containerized at scale with multiple languages, and then we also put it on a tiny device, and what's fun about the game from a complexity perspective is that rock, paper, scissors is easy. There's only three rules, right? Paper covers rock, which makes no sense, but when you have five, it's hard! Spock shoots the Rock with his phaser, and then the lizard poisons Spock, and the paper disproves, and it gets really hard and complicated, but it's also super fun and nerdy. So we went and created a containerized app where we had all different bots, we had node, Python, Java, C#, and PHP, and then you can say, I'm going to pick Spock and .net, or node and paper, and have them fight, and then we added in some AI, and some machine learning, and some custom vision such that if you sign in with Twitter in this game, it will learn your patterns, and try to defeat you using your patterns and then, clicking on your choices and fun, snd then, clicking on your choices and fun, because we all want to go, "Rock, Paper, Scissors shoot!" So we made a custom vision model that would go, and detect your hand or whatever that is saying, this is Spock and then it would select it and play the game. So it was just great fun, and it was a lot more fun than a lot of the corporate demos that you see these days. >> All right Scott, you're doing a lot of different things at the show here. We said there's just a barrage of different announcements that were made. Love if you could share some of the things that might have flown under the radar. You know, Arc, everyone's talking about, but some cool things or things that you're geeking out on that you'd want to share with others? >> Two of the things that I'm most excited, one is an announcement that's specific to Ignite, and one's a community thing, the announcement is that .net Core 3.1 is coming. .net Core 3 has been a long time coming as we have began to mature, and create a cross platform open source .net runtime, but .net Core 3.1 LTS Long Term Support means that that's a version of .net core that you can put on a system for three years and be supported. Because a lot of people are saying, "All this open source is moving so fast! "I just upgraded to this, "and I don't want to upgrade to that". LTS releases are going to happen every November in the odd numbered years. So that means 2019, 2021, 2023, there's going to be a version of .net you can count on for three years, and then if you want to follow that train, the safe train, you can do that. In the even numbered years we're going to come out with a version of .net that will push the envelope, maybe introduce a new version of C#, it'll do something interesting and new, then we tighten the screws and then the following year that becomes a long term support version of .net. >> A question for you on that. One of the challenges I hear from customers is, when you talk about hybrid cloud, they're starting to get pulled apart a little bit, because in the public cloud, if I'm running Azure, I'm always on the latest version, but in my data center, often as you said, I want longer term support, I'm not ready to be able to take that CICD push all of the time, so it feels like I live, maybe call it bimodal if you want, but I'm being pulled with the am I always on the latest, getting the latest security, and it's all tested by them? Or am I on my own there? How do you help customers with that, when Microsoft's developing things, how do you live in both of those worlds or pull them together? >> Well, we're really just working on this idea of side-by-side, whether it be different versions of Visual Studio that are side-by-side, the stable one that your company is paying for, and then the preview version that you can go have side-by-side, or whether you could have .net Core 3, 3.1, or the next version, a preview version, and a safe version side-by-side. We want to enable people to experiment without fear of us messing up their machine, which is really, really important. >> One of the other things you were talking about is a cool community announcement. Can you tell us a little bit more about that? >> So this is a really cool product from a very, very small company out of Oregon, from a company called Wilderness Labs, and Wilderness Labs makes a micro-controller, not a micro-processor, not a raspberry pie, it doesn't run Linux, what it runs is .net, so we're actually playing Rock, Paper, Scissors, Lizard, Spock on this device. We've wired it all up, this is a screen from our friends at Adafruit, and I can write .net, so somehow if someone is working at, I don't know, the IT department at Little Debbie Snack Cakes, and they're making WinForms applications, they're suddenly now an IOT developer, 'cause they can go and write C# code, and control a device like this. And when you have a micro-controller, this will run for weeks on a battery, not hours. You go and 3D print a case, make this really tiny, it could become a sensor, it could become an IOT device, or one of thousands of devices that could check crops, check humidity, moisture wetness, whatever you want, and we're going to enable all kinds of things. This is just a commodity device here, this screen, it's not special. The actual device, this is the development version, size of my finger, it could be even smaller if we wanted to make it that way, and these are our friends at Wilderness Labs. and they had a successful Kickstarter, and I just wanted to give them a shout out, and I just wanted to give them a shoutout, I don't have any relationship with them, I just think they're great. >> Very cool, very cool. So you are a busy guy, and as Stu said, you're in a lot of different things within Microsoft, and yet you still have time to teach at community college. I'm interested in your perspective of why you do that? Why do you think it's so important to democratize learning about how to do this stuff? >> I am very fortunate and I think that we people, who have achieved some amount of success in our space, need to recognize that luck played a factor in that. That privilege played a factor in that. But, why can't we be the luck for somebody else, the luck can be as simple as a warm introduction. I believe very strongly in what I call the transitive value of friendship, so if we're friends, and you're friends, then the hypotenuse can be friends as well. A warm intro, a LinkedIn, a note that like, "Hey, I met this person, you should talk to them!" Non-transactional networking is really important. So I can go to a community college, and talk to a person that maybe wanted to quit, and give a speech and give them, I don't know, a week, three months, six months, more whatever, chutzpah, moxie, something that will keep them to finish their degree and then succeed, then I'm going to put good karma out into the world. >> Paying it forward. >> Exactly. >> So Scott, you mentioned that when people ask for advice, it's not about what language they do, is to, you know, is to,q you know, we talk in general about intellectual curiosity of course is good, being part of a community is a great way to participate, and Microsoft has a phenomenal one, any other tips you'd give for our listeners out there today? >> The fundamentals will never go out of style, and rather than thinking about learning how to code, why not think about learning how to think, and learning about systems thinking. One of my friends, Kishau Rogers, talked about systems thinking, I've hade her on my podcast a number of times, and we were giving a presentation at Black Girls Code, and I was talking to a fifteen-year-old young woman, and we were giving a presentation. It was clear that her mom wanted her to be there, and she's like, "Why are we here?" And I said, "All right, let's talk about programming "everybody, we're talking about programming. "My toaster is broken and the toast is not working. "What do you think is wrong?" Big, long, awkward pause and someone says, "Well is the power on?" I was like, "Well, I plugged a light in, "and nothing came on" and they were like, "Well is the fuse blown?" and then one little girl said "Well did the neighbors have power?", And I said, "You're debugging, we are debugging right?" This is the thing, you're a systems thinker, I don't know what's going on with the computer when my dad calls, I'm just figuring it out like, "Oh, I'm so happy, you work for Microsoft, "you're able to figure it out." >> Rebecca: He has his own IT guy now in you! >> Yeah, I don't know, I unplug the router, right? But that ability to think about things in the context of a larger system. I want toast, power is out in the neighborhood, drawing that line, that makes you a programmer, the language is secondary. >> Finally, the YouTube videos. Tell our viewers a little bit about those. you can go to D-O-T.net, so dot.net, the word dot, you can go to d-o-t.net, so dot.net, the word dot, slash videos and we went, and we made a 100 YouTube videos on everything from C# 101, .net, all the way up to database access, and putting things in the cloud. A very gentle, "Mr. Rodgers' Neighborhood" on-ramp. A lot of things, if you've ever seen that cartoon that says, "Want to draw an owl? "Well draw two circles, "and then draw the rest of the fricking owl." A lot of tutorials feel like that, and we don't want to do that, you know. We've got to have an on-ramp before we get on the freeway. So we've made those at dot.net/videos. >> Excellent, well that's a great plug! Thank you so much for coming on the show, Scott. >> Absolutely my pleasure! >> I'm Rebecca Knight, for Stu Miniman., stay tuned for more of theCUBE's live coverage of Microsoft Ignite. (upbeat music)

>> Announcer: Live from Boston, Massachusetts. It's theCUBE, covering IFS World Conference 2019. Brought to you by IFS. >> We're back at IFS World 2019 from the Hynes Convention Center in Boston. I'm Dave Volonte, with my co-host, Paul Gillen. You're watching theCUBE, the leader in live tech coverage. We go out to the events, we extract the signal from the noise, get the best guest, Christian Peterson is here. He's the chief product officer at IFS. Christian, great to see you. >> All right, thank you very much. Happy to be here. >> Your first IFS World Conference, so ... >> It is mine ... >> Mine too, so ... >> Yeah, I'm happy to be here. It's just like getting an injection of customer input and feedback in a very short amount of time So, that's uh, that's awesome. I really love it. >> Yeah, these events are great to connect with customers its one to many conversations. But, give us a sense of your background and why you were attracted to IFS. Why did you join? >> Well from a background perspective, I've always been in the effects of business and technology and uh, you know my passion has always been what we can actually do with technology for businesses to innovate, to differentiate, to do new things to automate things. Really, really a strong believer in the promise of software. Because that's what software is all about. Um, so, um, I have a past with Starbucks, I've started ELP companies, I've been with Microsoft. Uh, for fifteen, sixteen years. Um, have been with SAP for a number of years. So I joined, I joined IFS last year, um, really because of the transformation and the uh, the journey I just was on and the passion that IFS has always had for the customers. And the outcomes we've created for customers. It's just a perfect environment to, to uh to realize the dream of providing value to customers, outcomes for customers, and leveraging technology in the process. >> Yeah, so see you're a challenger, hashtag for the challenger. A hashtag is started. >> Really, really I mean you were at the giant uh, SAP and going to a smaller, not much smaller, but a smaller company, What were they doing that you thought that excited you so much? >> Well the exciting thing again is the focus on the customer and the close proximity to customers in everything I.. >> Wouldn't SAP, sorry to interrupt, wouldn't SAP be the same thing though? >> Let me just, let me put it this way, I went to IFS because I (intelligible) really, really brilliantly. So, is that a, is that a nice way of saying it. (laughter) >> (laughing) Okay. >> So were here for your keynote today you sort of laid out a roadmap, a little vision uh, talked a little bit about digital transformation. But, I wanted to talk about, the, you made a big big emphasis on your API platform. Open API's, embracing that, uh its been somewhat a criticism of you guys in the past. And so, maybe it's a response to that or a response to customers, but why the platform, why, to explain it, its importance and how it fits into your roadmap going forward. >> Well the API enablement is important for many different perspectives. First of all, we use API's ourselves. To create user experiences and drive a lot of the innovation where they are merging technology and so forth. That's one aspect of it. So just for our own, our own level of innovation and the pace at which we can innovate with, going forward on the API platform, is, is, is is dramatic. The second area is really again back to the digital transformation that customers are really driving out there um, a lot of that involves, um, really most companies becoming software companies themselves. So now we have a lot of our customers that actually have developers, they're writing software they're driving new offerings to their customers. And to get value out of these offerings for their customers They really need to get access to a a lot of the capabilites that lives inside of the IFS models. They need to get access to data, to get access to processes because, on of the keys in digital transformation regardless in what shape or form it comes is, you need data, you need massive amounts of data. And you need data from within your firewall you need data from third party, and you need structure data all structure data. And participating in that world is absolutely essential that you have that open API philosophy where you expose yourself and your own data and API's. But, also so we can turn the other way and we can consume data and API's from others so we can create similar scenarios. So it's really about being apart of the ecosystem of, uh, of technologies and solutions that customers rely on. And that's why we joined also, the open API foundation. >> You also demonstrated this morning, uh Orena, your new customer experience platform. Talk about what that is and why it's important. >> Well, so it's, it's important of course again because we, um, um, we have this generational shift in people that are coming into the workforce that expect and want to work differently. And, um, if you think about how people actually work, to do and get things done today, or think about ourselves. Now, we're no spring chickens anymore, right, we've been around... >> Speak for yourself. >> We've seen DOS, we've seen DOS systems. >> Yeah my hand went up in the 3.1 question. >> When the three point, did you put the mouse on the screen as well? (laughing) I've literally seen that. So we've been through that, but the people we are getting into the workforce now they have a different mentality. They are not thinking about what they do. Like, we are thinking about, "how does the system work?" "Where do I click? Where do I go next?" The intuition that people now apply to the system when they start working with them, the systems just have to reflect that intuition. It has to be intuitive, it has to be immersive as well. And the immersive part is really based on what the users see, what they do. The contextual information, the contextual intelligence they get in the context of what they do should want them to do more. Because they can, so they get dragged in and the new type of users, they just have that natural intuition, because that's how you browse the web. You go to one place on the web, go to the next thing, You get inspired by this, you go there. And there's no reason why the systems that you get your work done, why they shouldn't be the exact same thing. Orena is a huge step in that direction, together with our mobile enablement on multiple form factors and devices. >> So you, you mentioned you know saw everybody's becoming a software company, every company is becoming, you've been in the software business for awhile you work for a software company now. You're talking about Orena, you're talking about API integration, I showed you our software. My point is, software is hard. (laughs) There's a talent war for employees, we talked about that off camera. Um, so, as you see these companies digitally transforming, becoming software companies, Mark Endrese's, "software is eating the world", Mark Beneoff, "Everybody is becoming a software company", How are they doing? And what role can you play, IFS, in terms of helping them become a software company. Because it's, it's so damn difficult. >> Yeah, I think that the role of being a software company I think the absolute differentiation they want to create through software and differentiate the offerings or other things that they really want to do, We can't really help them there, because they're differentiated. Like if you're differentiated, you can't find something standard and use for that. But we can enable it and um, as we're looking at it, a lot of the emerging technologies that we can enable them with to achieve it, that's a number of things we can do. And, we are introducing a notion of an application, of application services here, where we really, enable these emerging technologies in the context of what we do. So, while you hear about technologies or augmented realities, mixed realities, artificial intelligence and robotics and IOT and artificial intelligence, all the stuff that you have, we take that and put into context of the focus industries that we focus on and the solution categories that we focus on. So EAP, enterprise asset management, service management. And in that way our customers can focus on what they actually need to do with it, versus focus on the, on the technologies. >> And the API platform allows those customers to, whatever the build to integrate to their ERP system if in fact... >> That's correct, that's correct. And as I mentioned, we also use API's not only on the front end of what we provide and expose all we have, but we also consume on the back end. So the way we actually consume the application services and drag them in and embed them is through API, these application services. >> I understand you're working on an entirely new architecture that you will be debuting in the spring of 2020. How is that going to change the game? >> We don't really think about it as a new architecture. We think about it as a natural evolution that includes some of these things. Uh, so for instance, the introducing, uh the introduction of the application services layer that I mentioned, is more a new layer in our architecture that we introduced. So we don't think about it as a new architecture, we're just evolving what we have. And because of that evolution, that is something that our entire product portfolio will benefit from. Um, and, I already mentioned today how we are aligning the product portfolio from an experience perspective. We are bringing the arena experience through our FSM product to our um, PSO product, to our customer engagement product and so forth. So we are aligning that front end experience on the same design patterns, so forth, because you know, a good experience is a good user experience. >> You talk about Orena bot and this, this gentleman here, who's given us this talk, just through out a gardner status. That, that by, I don't know, by whatever year 2023, uh, more money will be spent on bots than mobile integration. Which is, you know, quite a prediction. Your thoughts. >> Well, I, you know, there's, there's always all kinds of interesting predictions. I think actually, um, I actually think, um, there, amount of money may go down but I think the number of bots will go up dramatically. And, I think we will actually get to a situation where, bots will be creating bots. (laughs) Right? So, That's when you get, when we talk about intelligent and autonomous systems, I really believe it. Because there is no reason why we should not begin to see autonomy in software. >> Dave: Right. >> Um, we see it, uh, I use the example this morning, that we put our lives in the hands of technology everyday, when you go in your car and you use adaptor to cruise to control, you're trusting technology. Like, when you are driving your Tesla. I mean there was an example in San Francisco, uh, I think, uh, in December last year, where the police had been following a driver for 17 miles. And the car wouldn't stop because it was driving itself, and the driver was sleeping. So, they had to, they had to, you know, call up Tesla and say like how can we manipulate this technology so the car actually stops, so the police gradually got the car to stop. And, uh, you know, finally the guy woke up and uh, he'd probably had one too many. But he claimed he wasn't driving, so they shouldn't charge him, but, they did. (laughter) >> Of course, yes. Well bots are getting better, but I still, I still often know when I'm talking to a bot, but it's getting better, wouldn't you say? >> Christian: Yeah, it's getting reallly good. >> Paul: I know, last year I was completely fooled by a fundraising bot. But, I got a phone call from a bot that I spoke to for ninety seconds before realizing it was a bot. (laughter) So it's, its getting pretty good. As you look at, at the technology that excites you, about what you're bringing with your product, you talked a lot this morning about different kinds of technology and how you want to be a leader. What technologies excite you the most about the markets you are serving? >> I tell you what excites me the most is to work through the different levels of, of, uh, digital transformation that I talked about. I'm excited about the reflection between businesses and technology. I'm excited about the reflections between people and experiences, and I'm excited about the reflections between automation and efficiency. We have a lot of technology at our hands, That can help us achieve these different things. But, at the end of the day, it's the outcomes that matter. The technologies are exciting and you know, I can get super geeky about a lot of different technologies. But if it doesn't relate to any, any, not technical vision of product, but any business vision you have on what you actually want to do with it as a business, then I think it becomes dangerous. But, of course we have our geek sessions, where we geek out on all these different things. But, we try to separate that from when we actually, uh, you know, designing and building things directly into the product. But we need the geek sessions to get inspired. And understand what is available, so we can put it in the context of what our customers need today and also what they'll be needing in the future. >> Since you have some decent observation space and digital transformation, I want to ask a question. Uh, uh, our partner ETR, they have a data platform. And I was down in New York last week just talking to them and, one of the theories is, is so spending is starting to slow down a little bit overall on the macro. One of the theories is that digital transformation in the last two years, there's been a lot of experimentation. So a lot of try and, you know, everything. And now they're going into the production with, with what they, what they feel will delivery business value. And two things are happening is their premise. One is, they're narrowing down the focus on new technologies and make, making bets for all the disruptive technologies. The other is, a lot of the legacy stuff, they are pulling out. Saying, "okay, we're moving on." Um, are you seeing that, are you seeing this sort of... That, the bell weathers anyway going heavy now into production with digital transformation. What are you seeing? >> I think its a progression. >> Dave: Uh huh. >> I think it's scenario based. I don't see, I don't see companies making like, an all out bet from one day to another. >> Dave: Just mixed. >> It's mixed and I think you need to take a cautious approach because, you know, you don't, you... When you're in the technology world, you don't always get it right in the first go, we certainly don't get it right, the first time all the time, right? So, often times its important to get something out there. Learn from it, innovate, fail fast sometimes. Um, the worst thing you can do is not acknowledge when you have mad a mistake, And I think that is a risk that some companies also, bear with digital transformation is... If you need to adjust what you, what you thought was the right thing to do, make the adjustment as quickly as possible. >> Dave: You talked in your keynote about tailoring solutions and I want to understand your philosophy. How dogmatic are you, uh, uh, about, uh, not making customizations versus allowing your customers to make those, those tailored? And, and how do you manage that from a, you know cloud and SaaS delivery, evergreen, I think you call it stand point? >> Christian: We, we, absolutely believe that customers should have solutions that match exactly what they need and so forth. We also heard from stage today that, a good philosophy, I really subscribe to that philosophy, that if you're doing things that, you know, is not really differentiating you as a company or something just use a standard process. Why do something custom if it doesn't mean anything. Then you can adjust your processes to that. But if you have things that really differentiate you as a company, you obviously want to have the technology that supports that. And since that is differentiated, you're not likely to have a standard package file. So in that process, what we need to enable is, we need to enable these scenarios where you can extend, uh, we call it extend on the inside, extend on the outside, but you can achieve what you want but, do it in a way where, you do it in a declarative way. Not by creating or modifying code. So instead we want to make sure that our, the code that we have, that is part of the standard product, can actually interpret declarative code. And that means when we have upgrades and all that stuff, we upgrade the core but the declarative code that the customer has that is, specific to them, remains there and stays there. >> Dave: And that's why the API platform is critical. >> Paul: Right. >> You said no product will be announced or shipped without API enablement, period the end. >> That's correct, We can not because, we can not create a use of front end to anything that doesn't, that isn't API enabled. So, it's very simple. >> Paul: That's a modern architecture. I am curious about you said that one of the reasons that you're at IFS is because it's so customer focused. What is it that this company does differently from companies you've worked at in the past, that exemplifies that customer focus? >> Christian: I think it goes deep um, not only into the culture but also how we actually have people in, all the way in to the individual development teams. Um, I've been in other software companies and the development teams you have developers, you have QA's, you have, you know...testers, you have, you know... Programming just to write the specifications, so forth. We actually have industry solution specialists embedded into the development teams. So, we are, we are, probably our own, you know, worst critic um, and of course then working hand and hand with customers in their processes is essential. But again, if we don't provide the out...if we don't provide the value and the output from what we create for our customers, then it's worth nothing. And that's really the philosophy. If we do not provide value, technology means nothing. >> Dave: So the intersection of domain expertise and software development. Uh Chris, the last question is sort of, what do you hope to get out of this event? Things that you hope to, to take away, or learn or convey to your customers? >> Well I always, I always, look to get feedback. I'm a sucker for feedback and input and learning. Uh, so first of all, I can't wait to walk the expo floor here and really see what all our partners are bringing to the table of innovation. Because they're doing amazing things, so I always enjoy spending a few hours on the, on the expo floor. In the process, get to meet a lot of people, uh and then during the sessions if we can or I'll always end any presentation with an email address. Any, anybody, any customer, any partner will always be able to email me, uh directly, and I, you know... Sometimes a little hard to keep up, but I will respond to every single request. >> Dave: Feedback is a gift. Christian, thanks so much for coming on theCUBE, it was great to see ya. >> Thank you. >> Alright, thank you very much. >> Alright, thank you for watching everybody. Keep it right there, we'll be back with our next guest. We're at IFS World, Boston. You're watching theCUBE. (upbeat music)

>> From Tavern On The Green, in Central Park, New York, it's theCUBE. Covering Veritas Vision Solution Day. Brought to you by Veritas. >> Hello everybody welcome back to the Tavern On The Green. We're here in the heart of Central Park in New York City you're watching theCUBE the leader in live tech coverage. We go out to the events, we extract the signal from the noise, big events, small events. We're here at the Veritas Solution Days, #VtasVision. Veritas Vision used to be a very large, big tent conference. They've changed the format now and they go out, they're going out to 20 cities this year belly to belly with the customers and we've got one here. Vishal Kadakia who is the data protection manager at NBC Universal. Vishal thanks so much for coming on theCUBE. >> No problem thank you for having me. >> So as I say we love to get the customer perspectives, but let me start with this event. Why, you're a busy person, you're managing a lot of data, why do you take time out to come to event like this? What do you learn? >> You always get to learn new stuff, new products that you don't necessarily get to learn, 'cause you're always just zoned into your day-to-day work that you're doing so you don't always get to see what the new features may be or you miss it. These type of events are generally good to come see that. >> So what's the day in the life like these days for data protection manager and really I'm interested in how it's changed over the last five or six years, as you see things like, the buzzwords, digital transformation, big data, cloud, multi cloud, all the vendor buzzwords, but you actually have to live that. So how has that changed the role of data protection and data protection managers specifically? >> It's definitely a lot more complicated. Before you were just backing up om prem, you had tape, pretty much made it simple. Now you have all these different workloads, you're sending out to clouds, multi tenant as they keep calling it, the hybrid, which is another buzzword. Trying to manage the different workloads is a lot more complex than it was five years ago. You have various cloud vendors, you have various storage vendors, so managing all of that, obviously the data growth from the smaller backups to now, big data which could be terabytes, petabytes, to try to back that up has been a bit of a challenge. >> But that's a challenge for someone like you who's, you know, RPO and RTO is not getting relaxed. >> Right. >> Right. And you know people always talk about getting my weekends back so, but now you have to keep up with all of these other technologies so what is it? Is it a lot of reading, is it just going to sessions like this, having vendors come in, how do you keep up with it all? >> I think it's a big mix of both. It's going out to these events, but also having vendors come to you. Doing your own research, so it's a combination of just constantly keeping up. So, I would say it's a combination of all. >> One of the things that I would be concerned about in your roll is to have just more stove pipes. Are you able to just conceptually, not technical, deep technical anyway, I love tech, but are you to create, let's call it a abstraction layer for your data protection. Is that kind of your vision or where you're headed, so that you don't have to have 10 different formats and methodologies and processes around data protection? >> Yeah, I think that's the goal that I think every company's trying to go to, is consolidate, simplify. Whether that's vendor, whether that's hardware. I think that's really the goal of any organization now. And that's kind of where we're headed also. >> So if it's a baseball game analogy, and you're nine inning game, where are you in terms of that journey? Is it early days, kind of first inning, are you kind of warmin' up in the bullpen, are you sort of well into the game? >> I think we're well into the game. We're probably into the middle innings I would say. >> Okay. So you can see sort of that vision becoming a reality. And what are the priorities then in terms of getting to that point? Is it skill sets, is it technology, is it people? >> I would say it's technology. I would say that consolidation is probably the big word. We're all trying to consolidate while trying back up the large data sets. And I think that's where we are right now. That's where we're starting to get to, and see the plan forming, seeing where our methodologies, our strategies on how we're going to go forward. >> As you move toward the cloud, Vishal, whether or not it's even pushing data to the cloud, a lot of times you just can't. But it seems like that cloud operating model is something that's alluring to folks. Simplifying, agility, self service, are those initiatives that you guys have enacted? >> In terms of that, yeah we're I think in that phase, I think we're in our beginning to form that plan, because once you get to a cloud, you have to really have a good plan. Otherwise, your data is going to be all over the place. You're not going to know where it is, and managing that's just going to become that much harder. So I think in terms of that, we're trying to really come out with a good plan of how you migrate to the cloud. 'Cause once you get to the cloud, there's a whole different set of complexities that you have in managing it. >> Like what? Maybe tick off a few, so we can paint a picture. >> So once you get to the cloud, migrating, so you've formulated your plan how to get to, what cloud to use, what vendor you're using. How do you migrate from your on prem to the cloud is I think one of the big complexities, which I think kind of stumps a lot of people. You know you want to go to the cloud, just don't know how to get there. >> Is that just because the volume of data and you got to move data and it just takes so long? I mean to back up your iPhone takes forever and it fails left and right. >> Yeah, absolutely. >> So okay. It's the amount of data and the time it takes? >> Right, and you also have legacy applications, which may not be cloud ready and how do you deal with that? So you have that hybrid model you still want to keep some stuff om prem but you want to go the cloud. What goes to the cloud, which cloud do you go to? All of that is where I think we're really at and I don't think it's any different than any other organization, so that's kind of where. >> And how about this notion of multi cloud? I mean is that something that is real in your business? >> Yeah, I think it definitely is. I think our end users are trying to take advantage of where to go best? Some places Azure might work best. Some places AWS might work. There's also Google now that's coming up, so I think you have to kind of consider where the workload would be best to go to. >> Is Shadow sort of IT and cloud creep problematic for you and in other words, you know, lines of businesses saying, it's easy, I can swipe a credit card and I'm up and running in minutes. And then, oh I got to protect this data, it's got to be compliant. Has that been a challenge for you, do you feel like you have that under control? >> No, that has definitely been a challenge area. Different groups that have kind of tried to do their own thing and then found out, oh wait, this is way harder than we thought. Let us go back to our central team. But by then it's kind of all over the place, right so that's definitely been interesting. >> Yeah it's hard, because thinking about that you probably might have done it differently. You might have put in processes and procedures in place and now you've got to clean up the mess so to speak. But okay, so I want to get into Veritas, and you're a Veritas customer? >> I am. >> So how does Veritas help you with all these solutions? I mean a lot of the things I've just asked you, I think are part of either their road map or they're making claims that they can currently help solve some of these problems. Can they, what do you do with Veritas, and how legitimate is their ability in terms of being able to solve some of these problems? >> So we've been able to use Veritas to kind of, as a central location, management of everything. One of their tools as such is CloudPoint. So our biggest thing is if you don't have a central management tool like CloudPoint, which can manage your various cloud backups, then you're left with managing each cloud on its own. So as an operations standpoint, that's like a nightmare. So having a tool such as CloudPoint, right, and then that getting integrated back into NetBackup, which now gives us a central location for all my backups, for reporting, for audit purposes, any of that has been great. And I've been using Veritas since 3.1 so I've been a Veritas customer for a long time. I've seen the evolution of when it was 3.1, a lot of it was manually operated, a lot of scripts, where now a lot of it is automated. So that's helped a lot. We're automating VM policies, we're automating SQL backup policies, all of that has been great. >> Where are you today in terms of these. >> I'm sorry? >> Where are you at today in terms of the release? >> We're, I know they just released eight one two, we're on eight one one. >> Okay so close to current. Yeah I've seen some videos on eight one two. It looks like they've really put a lot of time and effort in to refreshing it. It looks like a microservices architecture, they're talking about containers and certainly you know, saying all the right things. From your perspective have you dug into it yet or is it still early? >> It's still early. I did deploy it on a test environment. Haven't fully played around with it but some of the cool concepts obviously are, you're going away from that Java console eventually, getting to that web based, able to access it from anywhere, the manageability, like a central tool to manage all of that. That I think they're finally gearing towards that and. >> And you guys are a VMware shop? >> We are a VMware shop. >> So when we were at VM World last August, this past year, and even the year before. Data protection was one of the hottest topics, you know, on the show floor. Were you there, I don't know if you were there. >> I was not there. >> I mean it was really a lot of buzz there, sort of a lot of new entrance in that space, and would I imagine a lot of people coming after you for your business, because that's a very large install base. So when you look at the vendor landscape, how do you look at it? Where do you position Veritas, relative to some of the other upstarts? Your thoughts on the competitive landscape, why Veritas? >> Well, my point of view has always been, if it's not broke you don't fix it. There may be other that may be doing something better, but at the end of the day if it's not drastically different, it's a lot of work to move away from one product to another. They'll always come to you and say, hey, we do this better, we do this better. But then when you compare it, to me, Veritas is that all encompassing. It doesn't only do virtual, it does physical well also. It doesn't only do big data, it does all the traditional databases as well. They're always constantly evolving and adding new workloads that it can also be compatible with. >> Yeah so, I would imagine it would be a little difficult to go to your CFO and try to justify a huge migration project given the other priorities that you have. Give me some insight there. I mean what kinds of things do you want to focus on, I mean obviously nobody wants to migrate anything, it's like moving a house. >> Yeah. >> You really don't want to do it, I mean sometimes you get a bigger house or a nicer house or a smaller house, but it's, moving is always a pain. So you'd rather put your effort in your shop somewhere else. Where are you putting that effort? What are some of the priorities that you have either personally or professionally? >> I would say in this sense I think it's I don't want to work the weekends, right. So how do we automate? How do we make operations easier for everybody, the engineering, the solution, the operations. I want to make it simple. I think Veritas allows us to do that 'cause they're an open source, they work with many vendors which makes it nice. So you can, such as VMware, it works with vRealize. All those plugins with VMware and you can eventually just automate and make it simple. >> And kind of get rid of a lot of the scripts which tend to be fragile, they take a lot of maintenance, they tend to be error prone, so if you can through a set of APIs automate programmatically move towards sort of infrastructurous code or a DevOps environment. I'm sure you guys do that internally. And what a difference it makes, from the sort of classic waterfall in terms of speed, agility, quality. I presume that you're seeing that in your shop? >> Yeah, we definitely are and something like a flex appliance would allow us to move towards that. It simplifies, gets us to where we are, but also helps us with our goals of simplifying, reducing our footprint, but still being able to be agile enough to go to cloud, to keep a hybrid model. So something like that is I think where we're seeing. >> Well Vishal, we love the customer perspective, Thank you for coming on. We like to hear the truth, Vertias, truth in Latin, of course. And really appreciate your time. >> Thank you very much. >> You're welcome. All right keep it right there everybody. We're here at Vtas Vision, #VtasVision, Veritas Vision Days in New York City, Central Park, Tavern on the Green, beautiful location. My name's Dave Vallante. We'll be right back, right after this short break. (upbeat music)

from San Francisco it's the queue covering Red Hat summit 2018 brought to you by Red Hat hey welcome back everyone here live in San Francisco at Moscone West of cubes exclusive coverage of Red Hat summit 2018 I'm John four with mykos John Troy a founder of tech reckoning advisory and on community services firm our next guest is Jason O'Connell openshift platform owner of mark mcquarrie group welcome to the cubes let's get it right that's right well the retail bank of Macquarie so thank you and financial services thanks for coming on so bossy begging is pretty hot big time early adopter of all things tech yes and you doing a lot of work at kubernetes tell us about what you're doing take a minute to explain your job what your focus is some of the some of the environment DevOps things you're doing it's a basically I'm head of the container platform team at Macquarie Bank so basically my team manages open shifts on AWS we do the architecture on there but we also focus a lot on the value add on top so we don't just give our our customers for my team are the developers and the development teams we don't just give them a blank platform we do a lot of automation a lot of work on top of that basically because we want to make sure that the idea of a platform as a service is that we do as much as possible to make developers lives easy talk about the journey when did you start on this effort Asli Amazon's great cloud we use it as well other clouds are coming on you had Google and Microsoft and others but when did the open shift conversations start happening where were you what year was it how long have you been using it it's gone through some great changes I want to get your experience on that open shifter journey I mean somewhat of an early adopter I mean we started looking at this two years ago so that was openshift 3.1 a lot of the basic features weren't even there and it took us a year to both build it out as well as migrate about 40 applications to production so it was only a year ago that we've been in production so it's evolved like so rapidly during that time so 40 applications migrating right that enough in and of itself in a year is is a pretty heavy lift can you talk a little bit about are you just re platforming the applications obviously probably not rewriting at this point the open shift has been a good home for the applications that you started out with it sounds like I mean one of the reasons to choose open shift was docker and it was about that migration path I mean part of the migration was ensuring that developers could get everything running locally get these legacy systems we did a lot of micro services running locally on docker containers on their laptop then the migration was was easy from there but we deliberately didn't want to do like a lift and shift we wanted to rethink how we delivered software as part of this project okay what's the biggest challenges you had in doing this I mean as you can open ships got some great movement Houston Cooper native good bet and kubernetes is looking like a really awesome way to move workloads around and manage containers and clusters so you know what's what are some of the things we've learned what are some of the complexities that you overcame can you share a little bit about some of the specifics I think I think the newness is is probably the biggest challenge I mean going back to two years ago there was some very basic components that weren't there at the time and we knew were coming and even now there are pieces of work which we just don't tackle and we do a very quick fix because we know it's coming later I mean it's just moving and evolving so quickly you know we're waiting a lot for sto which is coming in the future so we're holding back on investing in certain areas because of that so it's always a constant challenge yeah I still looking good and the service mesh is hot as well how has OpenShift helped you but what's the list if you had to kind of boil it down what's the bin the the impact to you guys where's the where's that coming from I mean before we even selected OpenShift we had we're looking at our objectives from a business perspective not a technology perspective I'm the biggest objective we had was speed to delivery you know how could you get a business idea a product idea into production as fast as possible or even if you look at a minor fix to something something that should be easier develop it takes a data ride why does it take a month to release the production so speed of delivery was one of the key objectives and I can tell you more about how we we delivered that in detail but just going back to the objectives we also looked at developer experience you know sometimes the developers are not spending enough time coding and doing it they want they get bogged down in a lot of other pieces of work that I I'm really delivering business value yeah so again we wanted the platform to handle that for them they could focus more on their work this is the promise of DevOps and the whole idea of DevOps is to automate away the hassles and I mean my partner Dave a lot that calls a rock fetches no one likes to do all that work it's like can someone else just handle it and then when you got now automation that frees it up but this brings up the thing that I would love to get your reaction to because one things we've been covering and talking a lot about in the cube is this isn't happening around us it's not just what we're doing but this new modern way to deploy software you'll get like some of the big things that are happening in with cloud native and you mission is do is to do this awesome dynamic things on the fly that are automated away so it changes the how software is being built how are you guys embracing that what's the thought obviously you've got a team that's got the mindset of dev yeah I'll see embracing this vision and if everything else is probably substandard she'll you look at you know waterfall or any kind of non agile what is the your view of this modern era of writing code and building applications what I mean for people who don't aren't getting it how are you how do you explain it you know I think it's I mean it's an unbelievable time that we're in at the moment I mean the amount of automation that we're doing is huge and part of our openshift is that it's an automated bull platform so I've got a few junior guys in my team they're like two graduates and in turn they do a lot of the automation yeah it's that easy if you look at interestingly in like security and risk teams and governance teams where we're finding look they can improve security risk and all this by automating you know they're the one set and now we've got SEC offs movements and things like that so speed of production is is does not prohibit better security and in fact with Sec ups the amount of automation we do you got a far greater amount of security because we now know everything that's deployed we can continually scanning for vulnerabilities yeah so Jason you talked about it being new we've talked a little bit about culture how much of this has been a training exercise how much is that it's been a cultural shift within your organization as one of the leaders of it how are you approaching I mean we're lucky there within Macquarie Bank there was a large scale culture shift towards agile where the whole bank runs in that gel manner so that's helped us then fill in our technology and automation it complements that way of delivering so we've got some very unique ways where we've done automation and delivery which completely rethinks how we used to deliver before so right example yeah for instance now if you think why were people scared of delivering something into production why was a small change scary change and a big part of it is the blast radius if something went wrong you know connecting through to our API is we've got our own channels mobile apps a website you've got a lot of partners there are the companies connecting through as well and so even if you did a small change if it costs an issue everyone's affected at once so a big piece of what we did to deliver faster is allowed targeted releases you know I could target a release and a change just to you we could target it to a percentage of customers monitor rolled out quickly if there's a problem dial it up if it's looking good good target to any channel it seems like there's a business benefit to that too right that's massive here because you also can promise stability on certain channels if you want you can have faster channels that are moving quickly and in an API driven world we've got external companies connecting through to these api's you want to be able to say that we've given you a stable offering and you can upgrade when you want and then our channels we cannot move more fast so we've got a minister no-brainer I mean really the old way is completely dead because of that because I think what the blast radius you're pointing about blast radius the risk is massive so everyone's kind of on edge all these tests have to go in redundancies as if the planning is ridiculous all for the risk all that energy you're optimizing for a potential non-event or event here with micro services and you an out can go down to the granular level the granularity is really amazing so when you go forward first of all it's a recruiting opportunity to get better engineers wait this is a way we work I'm going forward I want you to comment on your opinion as an industry participant and can clarify this because a lot of people get confused here Automation they think jobs are going away administration is getting automated system admin type roles where junior people can now do more operating things but the operating roles not going away so talk about that that ops side because now the ops are more efficient the right things are audited maybe but talk about that dynamic between the right things being automated and the right things that are gonna roll to operational service messages or whatnot yeah I mean basically it's about getting people to do these higher-order functions so the people who are doing things manually and operating things manually you look at our Ops teams now morphing into like the classic SRE team you know the side reliability engineering teams where they're spending a significant amount of that time automating things you know looking at alerting and monitoring and then Auto healing I mean it's actually more work to automate everything but with a far greater amount of quality and reliability and what we get and the benefits are long it's worth it basically you do the work upfront and you reap the benefits and then variety away it's like writing rolling out software managing workloads talk about multi class here on Amazon multi cloud is a big focus to your hybrid cloud multi-cloud obviously we're seeing that trend how do you look at multi cloud as a practitioner what are some of the things that check our check boxes for you in terms of okay as we start looking to the next level there might be a multiple cloud scenario how do you think about that and how do you put that into perspective that's worth noting even two years ago and we selected openshift it was with the idea that we could go multi cloud you know that for the users for the developers they're not going to know the difference where we run it on so we're not locked into any provider final question for you if you can boil down openshift into kind of like a soundbite for you what does it mean to you guys what's been the benefit what's been it it's been that what's been the role what's the benefit of OpenShift as you pour the cloud journey you know I could say speed I could say automation I mean that's huge but but really open shift and read how to pick the winner which is docker and kubernetes and a colleague of mine is in coop con in Copenhagen last week he's constantly messaging me saying there's new tooling you guys can use this you can use that and it means that rather than us doing the work we're just getting tooling from the community so it's the de facto standards so that's that's probably the biggest benefit all the goodness is just coming right to your front door luckily and I got to do my homework every night playing around with this technology so yeah gates success story and again the great community open-source projects out there you guys can bring that in and productize it for the retail bank congratulations love open-source stories like this tier one citizen and again continues to power the world open source softens the cube do our part bring and use all the data from Red Hat summit 2018 I'm John fryer with John Tory we'll be back with more after this short break

from San Francisco it's the queue covering Red Hat summit 2018 brought to you by Red Hat hey welcome back everyone here live in San Francisco at Moscone West of cubes exclusive coverage of Red Hat summit 2018 I'm John four with mykos John Shroyer founder of tech reckoning advisory and on community services firm our next guest is Jason O'Connell openshift platform owner of mark McQuarrie group welcome to the Cuse let's get it right that's right well the retail bank of Macquarie so thank you and financial services thanks for coming on so bas lead banking is pretty hot big-time early adopter of all things tech yes and you doing a lot of work at kubernetes tell us about what you're doing take a minute to explain your job what your focus is some of the some of the environment DevOps things you're doing that's the basic I'm head of the container platforms team at Macquarie Bank so basically my team manages open shifts on AWS we do the architecture on there but we also focus a lot on the value add on top so we don't just give our our customers for my team are the developers and the development teams we don't just give them a blank platform we do a lot of automation a lot of work on top of that basically because we want to make sure that the idea of a platform as a service is that we do as much as possible to make developers lives easy tell about the journey when did you start on this effort Asli Amazon's great cloud we use it as well other clouds are coming on you got Google and Microsoft and others but when did the open shift conversations start happening where were you what year was it how long have you been using it it's gone through some great changes I want to get your experience on that opened she have to journey I mean somewhat of an early adopter I mean we started looking at this two years ago so that was openshift 3.1 a lot of the basic features weren't even there but it took us a year to both build it out as well as migrate about 40 applications to production so there's only a year ago that we've been in production so it's evolved like so rapidly during that time so 40 applications migrating right that enough in and of itself in a year is is a pretty heavy lift can you talk a little bit about are you just replied forming the applications obviously probably not rewriting at this point the open shift has been a good home for the applications that you started out with it sounds like I mean one of the reasons to choose openshift was docker and it was about that migration path I mean part of the migration was ensuring that developers could get everything running locally get these legacy systems we did a lot of micro services running locally on docker containers on their laptop then the migration was was easy from there but we deliberately didn't want to do like a lift and shift we wanted to rethink how we delivered software as part of this project okay what's the biggest challenges you had in doing this I mean as you go but she has got some great movements you could burn aces a good bet and kubernetes is looking like a really awesome way to move workloads around and manage containers and clusters so you know what's what are some of the things we've learned what are some of the complexities that you overcame can you share a little bit about some of the specifics I think I think the newness is is probably the biggest challenge I mean going back to two years ago there were some very basic components that weren't there at the time when we knew were coming and even now there are pieces of work which we just don't tackle and we do a very quick fix because we know it's coming later I mean it's just moving and evolving so quickly you know we're waiting a lot for sto which is coming in the future so we're holding back on investing in certain areas because of that so it's always a constant challenge yeah I still looking good and the service mesh is hot as well how has OpenShift helped you but what's the what's the if you had to kind of boil it down what's the been the the impact to you guys where's the where's that coming from I mean before we even selected OpenShift we had we're looking at our objectives from a business perspective not a technology perspective I'm the biggest objective we had with speed to delivery you know how could you get a business idea a product idea into production as fast as possible or even if you look at a minor fix to something something that should be easier develop it takes a data ride why does it take a month to release the production so speed of delivery was one of the key objectives and I can tell you more about how we we delivered that in detail but just going back to the objectives we also looked at developer experience you know sometimes the developers are not spending enough time coding and doing if they want they get bogged down in a lot of other pieces of work dinner I'm really delivering business value yeah so again we wanted the platform to handle that for them they could focus more on their work and this is the promise of DevOps and the whole idea of DevOps is to automate away the hassles and I mean my part to Dave a lot that calls a rock fetches no one likes to do all that work it's like can someone else just handle it and then when you got now automation that frees it up but this brings up the thing I would love to get your reaction to because one things we've been covering and talking a lot about in the cube is this is been happening around us it's not just what we're doing but this new modern way to deploy software you look at like some of the big things that are happening in with cloud native and you mention SEO is to do this awesome dynamic things on the fly that are automated away so it changes the how software is being built how are you guys embracing that what's the thought oh so you've got a team that's got the mindset of DevOps yeah I'll see embracing this vision and if everything else is probably substandard she'll you look at you know waterfall or any kind of non agile what is the your view of this modern era of writing code and building applications what I mean for people who don't aren't getting it how are you how do you explain it you know I think it's I mean it's an unbelievable time that we're in at the moment I mean the amount of automation that we're doing is huge and part of our openshift is that it's an automated bull platform so I've got a few junior guys in my team they're like two graduates and in turn they do a lot of the automation yeah it's that easy now everything's got API so we can connect everything so I do find when we interface with some of the older school teams in different parts of the bank that aren't doing this level of automation they used to manual processes and manual ways of doing things and now we look at everything where everything can be automated that's thing you really truly feel now opened up that you could automate absolutely everything I mean the developer productivity one is key you know state of mind is another I mean the mood is better okay people are in a better mood more productive yeah and I think if you look at interestingly in like security and risk teams and governments teams where we're finding look they can improve security risk and all this by automating you know they're the one set and now we've got SEC offs movements and things like that so speed of production is is does not prohibit better security and in fact with Sec ups the amount of automation we do you got a far greater amount of security because we now know everything that's deployed we can continually scanning for vulnerabilities yeah what so Jason you talked about it being new we've talked a little bit about culture how much of this has been a training exercise how much is that it's a cultural shift within your organization as one of the leaders of it how are you approaching I mean we're lucky there within Macquarie Bank there was a large scale culture shift towards agile where the whole thing runs in that gel manner so that's helped us then feel in our technology and automation it complements that way of delivering so we've got some very unique ways where we've done automation and delivery which completely rethinks how we used to deliver before so example yeah for instance now if you think why were people scared of delivering something into production why was a small change scary change and a big part of it is the blast radius if something went wrong you know connecting through to our API is we've got our own channels we've got mobile apps got a website you've got a lot of partners there are the companies connecting through as well and so even if you did a small change if it costs an issue everyone's affected at once so a big piece of what we did to deliver faster is allowed targeted releases you know I could target a release and a change just to you we could target it to a percentage of customers monitor rolled out quickly if there's a problem dial it up if it's looking good good target to any channel it seems like there's a business benefit to that too oh it's massive here because you also can promise stability on certain channels if you want you can have faster channels that are moving quickly and in an API driven world we've got external companies connecting through to these api's you want to be able to say that we've given you a stable offering and you can upgrade when you want and then our channels we cannot move more fast so we've got mr. no-brainer I mean really the old way is completely dead because of that because you think about the blast radius you're pointing about blast radius the risk is massive so everyone's kind of on edge all these tests have to go in redundancies as if the planning is ridiculous all for the risk well that energy you're optimizing for a potential non-event or event here with micro-services and you and app can go down to the granular level the granularity is really amazing so when you go forward first of all it's a recruiting opportunity to get better engineers wait this is a way we work I'm going forward I want you to comment on your opinion as an industry participant and can clarify this because a lot of you'll get confused here automation they think jobs are going away administration is getting automated system admin type roles where junior people can now do more operating things but the operating roles not going away so talk about that that ops side because now the ops are more efficient the right things are audited me you but talk about that dynamic between the right things being automated and the right things that are gonna roll to operational service meshes or whatnot yeah I mean basically it's about getting people to do these higher-order functions so the people who are doing things manually and operating things manually you look at our Ops teams now morphing into like the classic SRE team you know the side reliability engineering teams where they're spending a significant amount of that time automating things you know looking at alerting and monitoring then Auto healing I mean it's actually more work to automate everything but with a far greater amount of quality and reliability when we go and the benefits are long it's worth it basically you do the work upfront and you reap the benefits and then variety of ways like writing rolling out software managing workloads talk about multi class here on Amazon multi cloud is a big focus to your hybrid cloud multi-cloud obviously we're seeing that trend how do you look at multi cloud as a practitioner what are some of the things that check our check boxes for you in terms of ok as we start looking for the next level there might be a multiple cloud scenario how do you think about that and how do you put that into perspective that's worth noting even two years ago and we selected open shifty it was with the idea that we could go multi-cloud you know that for the users for the developers they're not going to know the difference where we run it on so we're not locked into any provider I mean at the moment we're kind of just exploring Google cloud and we're looking at what it would look like so even we don't know yet some people have spoken about stretching your cluster across to clouds that means one cluster across two seems very difficult to me that a lot of latency issues potentially there's also cloud arbitrage you know can we get certain workloads on a card that's cheaper can we use spot instances can we spin things up and down we're on Google it's cheaper and then it also raises questions around okay do we need Federation and we know Federation has been talked about a lot with kubernetes how do we manage so many clusters and even on AWS now we have three production clusters you had multi clouds how am I gonna manage that what about the services layer of clouds right obviously the Red Hat platform gives you a services layer that could run anywhere but underneath that right AWS has its own services layer Google you know a lot of AI ml you know it could you be able to are you thinking about taking advantage or how are you thinking about those different offerings on different different places I mean this is the challenge I face and what we're exploring is that do some teams have the differentiating services the unique services that they want on Google especially for managing data machine learning we know those services are key for them some teams will have that but yet then can we call them over from AWS even oh do we have to deploy in in Google and have that in one data center can we go across with services so it's really like not just cloud AWS cloud Google but it's actually criss-crossing that's another thing we're exploring Jason thanks for coming on the cube really appreciate your commentary I've seen multiple red hats you guys have won awards you've been here before great job final question for you if you could boil down OpenShift into kind of like a sound byte for you what does it mean to you guys what's been the benefit what's been it it's been that what's been the role what's the benefit of openshift as you explore the cloud journey you know I could say speed I could say automation I mean that's huge but but really OpenShift and read how to pick the winner which is docker and kubernetes and a colleague of mine is in pucon in copenhagen last week he's constantly messaging me saying there's new tooling you guys can use this you can use that and a means that rather than us doing the work we're just getting tooling from the community so it's the de facto standards so that's that's probably the biggest benefit all the goodness is just coming right to your front door likely and I got to do my homework every night playing around with this technology so yeah great success story and again the great community open-source projects out there you guys can bring that in and productize it for the retail bank congratulations love open-source stories like this tier one citizen and again continues to power the world open-source softens the cube doing our part bring and use all the data from Red Hat summit 2018 I'm John fryer with John Tory we'll be back with more after this short break

>> Narrator: From Berlin, Germany, it's theCUBE. Covering Dataworks Summit Europe 2018. Brought to you by Hortonworks. >> Hello, welcome to theCUBE. We're here at Dataworks Summit 2018 in Berlin, Germany. I'm James Kobielus. I'm the lead analyst for Big Data Analytics, within the Wikibon team of SiliconAngle Media. Our guest is John Kreisa. He's the VP for Marketing at Hortonworks, of course, the host company of Dataworks Summit. John, it's great to have you. >> Thank you Jim, it's great to be here. >> We go long back, so you know it's always great to reconnect with you guys at Hortonworks. You guys are on a roll, it's been seven years I think since you guys were founded. I remember the founding of Hortonworks. I remember when it splashed in the Wall Street Journal. It was like oh wow, this big data thing, this Hadoop thing is actually, it's a market, it's a segment and you guys have built it. You know, you and your competitors, your partners, your ecosystem continues to grow. You guys went IPO a few years ago. Your latest numbers are pretty good. You're continuing to grow in revenues, in customer acquisitions, your deal sizes are growing. So Hortonworks remains on a roll. So, I'd like you to talk right now, John, and give us a sense of where Hortonworks is at in terms of engaging with the marketplace, in terms of trends that you're seeing, in terms of how you're addressing them. But talk about first of all the Dataworks Summit. How many attendees do you have from how many countries? Just give us sort of the layout of this show. >> I don't have all of the final counts yet. >> This is year six of the show? >> This is year six in Europe, absolutely, thank you. So it's great, we've moved it around different locations. Great venue, great host city here in Berlin. Super excited about it, I know we have representatives from more than 51 countries. If you think about that, drawing from a really broad set of countries, well beyond, as you know, because you've interviewed some of the folks beyond just Europe. We've had them from South America, U.S., Africa, and Asia as well, so really a broad swath of the open-source and big data community, which is great. The final attendance is going to be 1,250 to 1,300 range. The final numbers, but a great sized conference. The energy level's been really great, the sessions have been, you know, oversubscribed, standing room only in many of the popular sessions. So the community's strong, I think that's the thing that we really see here and that we're really continuing to invest in. It's something that Hortonworks was founded around. You referenced the founding, and driving the community forward and investing is something that has been part of our mantra since we started and it remains that way today. >> Right. So first of all what is Hortonworks? Now how does Hortonworks position itself? Clearly Hadoop is your foundation, but you, just like Cloudera, MapR, you guys have all continued to evolve to address a broader range of use-cases with a deeper stack of technology with fairly extensive partner ecosystems. So what kind of a beast is Hortonworks? It's an elephant, but what kind of an elephant is it? >> We're an elephant or riding on the elephant I'd say, so we're a global data management company. That's what we're helping organizations do. Really the end-to-end lifecycle of their data, helping them manage it regardless of where it is, whether it's on-premise or in the cloud, really through hybrid data architectures. That's really how we've seen the market evolve is, we started off in terms of our strategy with the platform based on Hadoop, as you said, to store, process, and analyze data at scale. The kind of fundamental use-case for Hadoop. Then as the company emerged, as the market kind of continued to evolve, we moved to and saw the opportunity really, capturing data from the edge. As IOT and kind of edge-use cases emerged it made sense for us to add to the platform and create the Hortonworks DataFlow. >> James: Apache NiFi >> Apache NiFi, exactly, HDF underneath, with associated additional open-source projects in there. Kafka and some streaming and things like that. So that was now move data, capture data in motion, move it back and put it into the platform for those large data applications that organizations are building on the core platform. It's also the next evolution, seeing great attach rates with that, the really strong interest in the Apache NiFi, you know, the meetup here for NiFi was oversubscribed, so really really strong interest in that. And then, the markets continued to evolve with cloud and cloud architectures, customers wanting to deploy in the cloud. You know, you saw we had that poll yesterday in the general session about cloud with really interesting results, but we saw that there was really companies wanting to deploy in a hybrid way. Some of them wanted to move specific workloads to the cloud. >> Multi-cloud, public, private. >> Exactly right, and multi-data center. >> The majority of your customer deployments are on prem. >> They are. >> Rob Bearden, your CEO, I think he said in a recent article on SiliconAngle that two-thirds of your deployments are on prem. Is that percentage going down over time? Are more of your customers shifting toward a public cloud orientation? Does Hortonworks worry about that? You've got partnerships, clearly, with the likes of IBM, AWS, and Microsoft Dasher and so forth, so do you guys see that as an opportunity, as a worrisome trend? >> No, we see it very much as an opportunity. And that's because we do have customers who are wanting to put more workloads and run things in the cloud, however, there's still almost always a component that's going to be on premise. And that creates a challenge for organizations. How do they manage the security and governance and really the overall operations of those deployments as they're in the cloud and on premise. And, to your point, multi-cloud. And so you get some complexity in there around that deployment and particularly with the regulations, we talked about GDPR earlier today. >> Oh, by the way, the Data Steward Studio demo today was really, really good. It showed that, first of all, you cover the entire range of core requirements for compliance. So that was actually the primary announcement at this show; Scott Gnau announced that. You demoed it today, I think you guys are off on a good start, yeah. We've gotten really, and thank you for that, we've gotten really good feedback on our DataPlane Services strategy, right, it provides that single pane of glass. >> I should say to our viewers that Data Steward Studio is the second of the services under the DataPlane, the Hortonworks DataPlane Services Portfolio. >> That's right, that's exactly right. >> Go ahead, keep going. >> So, you know, we see that as an opportunity. We think we're very strongly positioned in the market, being the first to bring that kind of solution to the customers and our large customers that we've been talking about and who have been starting to use DataPlane have been very, very positive. I mean they see it as something that is going to help them really kind of maintain control over these deployments as they start to spread around, as they grow their uses of the thing. >> And it's built to operate across the multi-cloud, I know this as well in terms of executing the consent or withdrawal of consent that the data subject makes through what is essentially a consent portal. >> That's right, that's right. >> That was actually a very compelling demonstration in that regard. >> It was good, and they worked very hard on it. And I was speaking to an analyst yesterday, and they were saying that they're seeing an increasing number of the customers, enterprises, wanting to have a multi-cloud strategy. They don't want to get locked into any one public cloud vendor, so, what they want is somebody who can help them maintain that common security and governance across their different deployments, and they see DataPlane Services is the way that's going to help them do that. >> So John, how is Hortonworks, what's your road map, how do you see the company in your go to market evolving over the coming years in terms of geographies, in terms of your focuses? Focus, in terms of the use-cases and workloads that the Hortonworks portfolio addresses. How is that shifting? You mentioned the Edge. AI, machine learning, deep learning. You are a reseller of IBM Data Science Experience. >> DSX, that's right. >> So, let's just focus on that. Do you see more customers turning to Hortonworks and IBM for a complete end-to-end pipeline for the ingest, for the preparation, modeling, training and so forth? And deployment of operationalized AI? Is that something you see going forward as an evolution path for your capabilities? >> I'd say yes, long-term, or even in the short-term. So, they have to get their data house in order, if you will, before they get to some of those other things, so we're still, Hortonworks strategy has always been focused on the platform aspect, right? The data-at-rest platform, data-in-motion platform, and now a platform for managing common security and governance across those different deployments. Building on that is the data science, machine learning, and AI opportunity, but our strategy there, as opposed to trying to trying to do it ourselves, is to partner, so we've got the strong partnership with IBM, resell their DSX product. And also other partnerships around to deliver those other capabilities, like machine learning and AI, from our partner ecosystem, which you referenced. We have over 2,300 partners, so a very, very strong ecosystem. And so, we're going to stick to our strategy of the platforms enabling that, which will subsequently enable data science, machine learning, and AI on top. And then, if you want me to talk about our strategy in terms of growth, so we already operate globally. We've got offices in I think 19 different countries. So we're really covering the globe in terms of the demand for Hortonworks products and beginning implements. >> Where's the fastest growing market in terms of regions for Hortonworks? >> Yeah, I mean, international generally is our fastest growing region, faster than the U.S. But we're seeing very strong growth in APAC, actually, so India, Asian countries, Singapore, and then up and through to Japan. There's a lot of growth out in the Asian region. And, you know, they're sort of moving directly to digital transformation projects at really large scale. Big banks, telcos, from a workload standpoint I'd say the patterns are very similar to what we've seen. I've been at Hortonworks for six and a half years, as it turns out, and the patterns we saw initially in terms of adoption in the U.S. became the patterns we saw in terms of adoption in Europe and now those patterns of adoption are the same in Asia. So, once a company realizes they need to either drive out operational costs or build new data applications, the patterns tend to be the same whether it's retail, financial services, telco, manufacturing. You can sort of replicate those as they move forward. >> So going forward, how is Hortonworks evolving as a company in terms of, for example with GDPR, Data Steward, data governance as a strong focus going forward, are you shifting your model in terms of your target customer away from the data engineers, the Hadoop cluster managers who are still very much the center of it, towards more data governance, towards more business analyst level of focus. Do you see Hortonworks shifting in that direction in terms of your focus, go to market, your message and everything? >> I would say it's not a shifting as much as an expansion, so we definitely are continuing to invest in the core platform, in Hadoop, and you would have heard of some of the changes that are coming in the core Hadoop 3.0 and 3.1 platform here. Alan and others can talk about those details, and in Apache NiFi. But, to your point, as we bring and have brought Data Steward Studio and DataPlane Services online, that allows us to address a different user within the organization, so it's really an expansion. We're not de-investing in any other things. It's really here's another way in a natural evolution of the way that we're helping organizations solve data problems. >> That's great, well thank you. This has been John Kreisa, he's the VP for marketing at Hortonworks. I'm James Kobielus of Wikibon SiliconAngle Media here at Dataworks Summit 2018 in Berlin. And it's been great, John, and thank you very much for coming on theCUBE. >> Great, thanks for your time. (techno music)

Section 1 of 13 [00:00:00 - 00:10:04] (NOTE: speaker names may be different in each section) Speaker 1: Ladies and gentlemen our program will begin momentarily. Thank you. (singing) This presentation and the accompanying oral commentary may include forward looking statements that are subject to risks uncertainties and other factors beyond our control. Our actual results, performance or achievements may differ materially and adversely from those anticipated or implied by such statements because of various risk factors. Including those detailed in our annual report on form 10-K for the fiscal year ended July 31, 2017 filed with the SEC. Any future product or roadmap information presented is intended to outline general product direction and is not a commitment to deliver any functionality and should not be used when making any purchasing decision. (singing) Ladies and gentlemen please welcome Vice President Corporate Marketing Nutanix, Julie O'Brien. Julie O'Brien: All right. How about those Nutanix .NEXT dancers, were they amazing or what? Did you see how I blended right in, you didn't even notice I was there. [French 00:07:23] to .NEXT 2017 Europe. We're so glad that you could make it today. We have such a great agenda for you. First off do not miss tomorrow morning. We're going to share the outtakes video of the handclap video you just saw. Where are the customers, the partners, the Nutanix employee who starred in our handclap video? Please stand up take a bow. You are not going to want to miss tomorrow morning, let me tell you. That is going to be truly entertaining just like the next two days we have in store for you. A content rich highly interactive, number of sessions throughout our agenda. Wow! Look around, it is amazing to see how many cloud builders we have with us today. Side by side you're either more than 2,200 people who have traveled from all corners of the globe to be here. That's double the attendance from last year at our first .NEXT Conference in Europe. Now perhaps some of you are here to learn the basics of hyperconverged infrastructure. Others of you might be here to build your enterprise cloud strategy. And maybe some of you are here to just network with the best and brightest in the industry, in this beautiful French Riviera setting. Well wherever you are in your journey, you'll find customers just like you throughout all our sessions here with the next two days. From Sligro to Schroders to Societe Generale. You'll hear from cloud builders sharing their best practices and their lessons learned and how they're going all in with Nutanix, for all of their workloads and applications. Whether it's SAP or Splunk, Microsoft Exchange, unified communications, Cloud Foundry or Oracle. You'll also hear how customers just like you are saving millions of Euros by moving from legacy hypervisors to Nutanix AHV. And you'll have a chance to post some of your most challenging technical questions to the Nutanix experts that we have on hand. Our Nutanix technology champions, our MPXs, our MPSs. Where are all the people out there with an N in front of their certification and an X an R an S an E or a C at the end. Can you wave hello? You might be surprised to know that in Europe and the Middle East alone, we have more than 2,600 >> Julie: In Europe and the Middle East alone, we have more than 2,600 certified Nutanix experts. Those are customers, partners, and also employees. I'd also like to say thank you to our growing ecosystem of partners and sponsors who are here with us over the next two days. The companies that you meet here are the ones who are committed to driving innovation in the enterprise cloud. Over the next few days you can look forward to hearing from them and seeing some fantastic technology integration that you can take home to your data center come Monday morning. Together, with our partners, and you our customers, Nutanix has had such an exciting year since we were gathered this time last year. We were named a leader in the Gartner Magic Quadrant for integrated systems two years in a row. Just recently Gartner named us the revenue market share leader in their recent market analysis report on hyper-converged systems. We know enjoy more than 35% revenue share. Thanks to you, our customers, we received a net promoter score of more than 90 points. Not one, not two, not three, but four years in a row. A feat, I'm sure you'll agree, is not so easy to accomplish, so thank you for your trust and your partnership in us. We went public on NASDAQ last September. We've grown to more than 2,800 employees, more than 7,000 customers and 125 countries and in Europe and the Middle East alone, in our Q4 results, we added more than 250 customers just in [Amea 00:11:38] alone. That's about a third of all of our new customer additions. Today, we're at a pivotal point in our journey. We're just barely scratching the surface of something big and Goldman Sachs thinks so too. What you'll hear from us over the next two days is this: Nutanix is on it's way to building and becoming an iconic enterprise software company. By helping you transform your data center and your business with Enterprise Cloud Software that gives you the power of freedom of choice and flexibility in the hardware, the hypervisor and the cloud. The power of one click, one OS, any cloud. And now, to tell you more about the digital transformation that's possible in your business and your industry and share a little bit around the disruption that Nutanix has undergone and how we've continued to reinvent ourselves and maybe, if we're lucky, share a few hand clap dance moves, please welcome to stage Nutanix Founder, CEO and Chairman, Dheeraj Pandey. Ready? Alright, take it away [inaudible 00:13:06]. >> Dheeraj P: Thank you. Thank you, Julie and thank you every one. It looks like people are still trickling. Welcome to Acropolis. I just hope that we can move your applications to Acropolis faster than we've been able to move people into this room, actually. (laughs) But thank you, ladies and gentlemen. Thank you to our customers, to our partners, to our employees, to our sponsors, to our board members, to our performers, to everybody for their precious time. 'Cause that's the most precious thing you actually have, is time. I want to spend a little bit of time today, not a whole lot of time, but a little bit of time talking about the why of Nutanix. Like why do we exist? Why have we survived? Why will we continue to survive and thrive? And it's simpler than an NQ or category name, the word hyper-convergence, I think we are all complicated. Just thinking about what is it that we need to talk about today that really makes it relevant, that makes you take back something from this conference. That Nutanix is an obvious innovation, it's very obvious what we do is not very complicated. Because the more things change, the more they remain the same, so can we draw some parallels from life, from what's going on around us in our own personal lives that makes this whole thing very natural as opposed to "Oh, it's hyper-converged, it's a category, it's analysts and pundits and media." I actually think it's something new. It's not that different, so I want to start with some of that today. And if you look at our personal lives, everything that we had, has been digitized. If anything, a lot of these gadgets became apps, they got digitized into a phone itself, you know. What's Nutanix? What have we done in the last seven, eight years, is we digitized a lot of hardware. We made everything that used to be single purpose hardware look like pure software. We digitized storage, we digitized the systems manager role, an operations manager role. We are digitizing scriptures, people don't need to write scripts anymore when they automate because we can visually design automation with [com 00:15:36]. And we're also trying to make a case that the cloud itself is not just a physical destination. That it can be digitized and must be digitized as well. So we learn that from our personal lives too, but it goes on. Look at music. Used to be tons of things, if you used to go to [inaudible 00:15:55] Records, I'm sure there were European versions of [inaudible 00:15:57] Records as well, the physical things around us that then got digitized as well. And it goes on and on. We look at entertainment, it's very similar. The idea that if you go to a movie hall, the idea that you buy these tickets, the idea that we'd have these DVD players and DVDs, they all got digitized. Or as [inaudible 00:16:20] want to call it, virtualized, actually. That is basically happening in pretty much new things that we never thought would look this different. One of the most exciting things happening around us is the car industry. It's getting digitized faster than we know. And in many ways that we'd not even imagined 10 years ago. The driver will get digitized. Autonomous cars. The engine is definitely gone, it's a different kind of an engine. In fact, we'll re-skill a lot of automotive engineers who actually used to work in mechanical things to look at real chemical things like battery technologies and so on. A lot of those things that used to be physical are now in software in the car itself. Media itself got digitized. Think about a physical newspaper, or physical ads in newspapers. Now we talk about virtual ads, the digital ads, they're all over on websites and so on is our digital experience now. Education is no different, you know, we look back at the kind of things we used to do physically with physical things. Their now all digital. The experience has become that digital. And I can go on and on. You look at retail, you look at healthcare, look at a lot of these industries, they all are at the cusp of a digital disruption. And in fact, if you look at the data, everybody wants it. We all want a digital transformation for industries, for companies around us. In fact, the whole idea of a cloud is a highly digitized data center, basically. It's not just about digitizing servers and storage and networks and security, it's about virtualizing, digitizing the entire data center itself. That's what cloud is all about. So we all know that it's a very natural phenomenon, because it's happening around us and that's the obviousness of Nutanix, actually. Why is it actually a good thing? Because obviously it makes anything that we digitize and we work in the digital world, bring 10X more productivity and decision making efficiencies as well. And there are challenges, obviously there are challenges, but before I talk about the challenges of digitization, think about why are things moving this fast? Why are things becoming digitally disrupted quicker than we ever imagined? There are some reasons for it. One of the big reasons is obviously we all know about Moore's Law. The fact that a lot of hardware's been commoditized, and we have really miniaturized hardware. Nutanix today runs on a palm-sized server. Obviously it runs on the other end of the spectrum with high-end IBM power systems, but it also runs on palm-sized servers. Moore's Law has made a tremendous difference in the way we actually think about consuming software itself. Of course, the internet is also a big part of this. The fact that there's a bandwidth glut, there's Trans-Pacific cables and Trans-Atlantic cables and so on, has really connected us a lot faster than we ever imagined, actually, and a lot of this was also the telecom revolution of the '90s where we really produced a ton of glut for the internet itself. There's obviously a more subtle reason as well, because software development is democratizing. There's consumer-grade programming languages that we never imagined 10, 15, 20 years ago, that's making it so much faster to write- >> Speaker 1: 15-20 years ago that's making it so much faster to write code, with this crowdsourcing that never existed before with Githubs and things like that, open source. There's a lot more stuff that's happening that's outside the boundary of a corporation itself, which is making things so much faster in terms of going getting disrupted and writing things at 10x the speed it used to be 20 years ago. There is obviously this technology at the tip of our fingers, and we all want it in our mobile experience while we're driving, while we're in a coffee shop, and so on; and there's a tremendous focus on design on consumer-grade simplicity, that's making digital disruption that much more compressed in some of sense of this whole cycle of creative disruption that we talk about, is compressed because of mobility, because of design, because of API, the fact that machines are talking to machines, developers are talking to developers. We are going and miniaturizing the experience of organizations because we talk about micro-services and small two-pizza teams, and they all want to talk about each other using APIs and so on. Massive influence on this digital disruption itself. Of course, one of the reasons why this is also happening is because we want it faster, we want to consume it faster than ever before. And our attention spans are reducing. I like the fact that not many people are watching their cell phones right now, but you can imagine the multi-tasking mode that we are all in today in our lives, makes us want to consume things at a faster pace, which is one of the big drivers of digital disruption. But most importantly, and this is a very dear slide to me, a lot of this is happening because of infrastructure. And I can't overemphasize the importance of infrastructure. If you look at why did Google succeed, it was the ninth search engine, after eight of them before, and if you take a step back at why Facebook succeeded over MySpace and so on, a big reason was infrastructure. They believed in scale, they believed in low latency, they believed in being able to crunch information, at 10x, 100x, bigger scale than anyone else before. Even in our geopolitical lives, look at why is China succeeding? Because they've made infrastructure seamless. They've basically said look, governance is about making infrastructure seamless and invisible, and then let the businesses flourish. So for all you CIOs out there who actually believe in governance, you have to think about what's my first role? What's my primary responsibility? It's to provide such a seamless infrastructure, that lines of business can flourish with their applications, with their developers that can write code 10x faster than ever before. And a lot of these tenets of infrastructure, the fact of the matter is you need to have this always-on philosophy. The fact that it's breach-safe culture. Or the fact that operating systems are hardware agnostic. A lot of these tenets basically embody what Nutanix really stands for. And that's the core of what we really have achieved in the last eight years and want to achieve in the coming five to ten years as well. There's a nuance, and obviously we talk about digital, we talk about cloud, we talk about everything actually going to the cloud and so on. What are the things that could slow us down? What are the things that challenge us today? Which is the reason for Nutanix? Again, I go back to this very important point that the reason why we think enterprise cloud is a nuanced term, because the word "cloud" itself doesn't solve for a lot of the problems. The public cloud itself doesn't solve for a lot of the problems. One of the big ones, and obviously we face it here in Europe as well, is laws of the land. We have bureaucracy, which we need to deal with and respect; we have data sovereignty and computing sovereignty needs that we need to actually fulfill as well, while we think about going at breakneck speed in terms of disrupting our competitors and so on. So there's laws of the land, there's laws of physics. This is probably one of the big ones for what the architecture of cloud will look like itself, over the coming five to ten years. Our take is that cloud will need to be more dispersed than they have ever imagined, because computing has to be local to business operations. Computing has to be in hospitals and factories and shop floors and power plants and on and on and on... That's where you really can have operations and computing really co-exist together, cause speed is important there as well. Data locality is one of our favorite things; the fact that computing and data have to be local, at least the most relevant data has to be local as well. And the fact that electrons travel way faster when it's actually local, versus when you have to have them go over a Wide Area Network itself; it's one of the big reasons why we think that the cloud will actually be more nuanced than just some large data centers. You need to disperse them, you need to actually think about software (cloud is about software). Whether data plane itself could be dispersed and even miniaturized in small factories and shop floors and hospitals. But the control plane of the cloud is centralized. And that's the way you can have the best of both worlds; the control plane is centralized. You think as if you're managing one massive data center, but it's not because you're really managing hundreds or thousands of these sites. Especially if you think about edge-based computing and IoT where you really have your tentacles in tens of thousands of smaller devices and so on. We've talked about laws of the land, which is going to really make this digital transformation nuanced; laws of physics; and the third one, which is really laws of entropy. These are hackers that do this for adrenaline. These are parochial rogue states. These are parochial geo-politicians, you know, good thing I actually left the torture sign there, because apparently for our creative designer, geo-politics is equal to torture as well. So imagine one bad tweet can actually result in big changes to the way we actually live in this world today. And it's important. Geo-politics itself is digitized to a point where you don't need a ton of media people to go and talk about your principles and what you stand for and what you strategy for, for running a country itself is, and so on. And these are all human reasons, political reasons, bureaucratic reasons, compliance and regulations reasons, that, and of course, laws of physics is yet another one. So laws of physics, laws of the land, and laws of entropy really make us take a step back and say, "What does cloud really mean, then?" Cause obviously we want to digitize everything, and it all should appear like it's invisible, but then you have to nuance it for the Global 5000, the Global 10000. There's lots of companies out there that need to really think about GDPR and Brexit and a lot of the things that you all deal with on an everyday basis, actually. And that's what Nutanix is all about. Balancing what we think is all about technology and balancing that with things that are more real and practical. To deal with, grapple with these laws of the land and laws of physics and laws of entropy. And that's where we believe we need to go and balance the private and the public. That's the architecture, that's the why of Nutanix. To be able to really think about frictionless control. You want things to be frictionless, but you also realize that you are a responsible citizen of this continent, of your countries, and you need to actually do governance of things around you, which is computing governance, and data governance, and so on. So this idea of melding the public and the private is really about melding control and frictionless together. I know these are paradoxical things to talk about like how do you really have frictionless control, but that's the life you all lead, and as leaders we have to think about this series of paradoxes itself. And that's what Nutanix strategy, the roadmap, the definition of enterprise cloud is really thinking about frictionless control. And in fact, if anything, it's one of the things is also very interesting; think about what's disrupting Nutanix as a company? We will be getting disrupted along the way as well. It's this idea of true invisibility, the public cloud itself. I'd like to actually bring on board somebody who I have a ton of respect for, this leader of a massive company; which itself is undergoing disruption. Which is helping a lot of its customers undergo disruption as well, and which is thinking about how the life of a business analyst is getting digitized. And what about the laws of the land, the laws of physics, and laws of entropy, and so on. And we're learning a lot from this partner, massively giant company, called IBM. So without further ado, Bob Picciano. >> Bob Picciano: Thanks, >> Speaker 1: Thank you so much, Bob, for being here. I really appreciate your presence here- >> Bob Picciano: My pleasure! >> Speaker 1: And for those of you who actually don't know Bob, Bob is a Senior VP and General Manager at IBM, and is all things cognitive and obviously- >> Speaker 1: IBM is all things cognitive. Obviously, I learn a lot from a lot of leaders that have spent decades really looking at digital disruption. >> Bob: Did you just call me old? >> Speaker 1: No. (laughing) I want to talk about experience and talking about the meaning of history, because I love history, actually, you know, and I don't want to make you look old actually, you're too young right now. When you talk about digital disruption, we look at ourselves and say, "Look we are not extremely invisible, we are invisible, but we have not made something as invisible as the public clouds itself." And hence as I. But what's digital disruption mean for IBM itself? Now, obviously a lot of hardware is being digitized into software and cloud services. >> Bob: Yep. >> Speaker 1: What does it mean for IBM itself? >> Bob: Yeah, if you allow me to take a step back for a moment, I think there is some good foundational understanding that'll come from a particular point of view. And, you talked about it with the number of these dimensions that are affecting the way businesses need to consider their competitiveness. How they offer their capabilities into the market place. And as you reflected upon IBM, you know, we've had decades of involvement in information technology. And there's a big disruption going on in the information technology space. But it's what I call an accretive disruption. It's a disruption that can add value. If you were to take a step back and look at that digital trajectory at IBM you'd see our involvement with information technology in a space where it was all oriented around adding value and capability to how organizations managed inscale processes. Thinking about the way they were going to represent their businesses in a digital form. We came to call them applications. But it was how do you open an account, how do you process a claim, how do you transfer money, how do you hire an employee? All the policies of a company, the way the people used to do it mechanically, became digital representations. And that foundation of the digital business process is something that IBM helped define. We invented the role of the CIO to help really sponsor and enter in this notion that businesses could re represent themselves in a digital way and that allowed them to scale predictably with the qualities of their brand, from local operations, to regional operations, to international operations, and show up the same way. And, that added a lot of value to business for many decades. And we thrived. Many companies, SAP all thrived during that span. But now we're in a new space where the value of information technology is hitting a new inflection point. Which is not about how you scale process, but how you scale insight, and how you scale wisdom, and how you scale knowledge and learning from those operational systems and the data that's in those operational systems. >> Speaker 1: How's it different from 1993? We're talking about disruption. There was a time when IBM reinvented itself, 20-25 years ago. >> Bob: Right. >> Speaker 1: And you said it's bigger than 25 years ago. Tell us more. >> Bob: You know, it gets down. Everything we know about that process space right down to the very foundation, the very architecture of the CPU itself and the computer architecture, the von Neumann architecture, was all optimized on those relatively static scaled business processes. When you move into the notion where you're going to scale insight, scale knowledge, you enter the era that we call the cognitive era, or the era of intelligence. The algorithms are very different. You know the data semantically doesn't integrate well across those traditional process based pools and reformation. So, new capabilities like deep learning, machine learning, the whole field of artificial intelligence, allows us to reach into that data. Much of it unstructured, much of it dark, because it hasn't been indexed and brought into the space where it is directly affecting decision making processes in a business. And you have to be able to apply that capability to those business processes. You have to rethink the computer, the circuitry itself. You have to think about how the infrastructure is designed and organized, the network that is required to do that, the experience of the applications as you talked about have to be very natural, very engaging. So IBM does all of those things. So as a function of our transformation that we're on now, is that we've had to reach back, all the way back from rethinking the CPU, and what we dedicate our time and attention to. To our services organization, which is over 130,000 people on the consulting side helping organizations add digital intelligence to this notion of a digital business. Because, the two things are really a confluence of what will make this vision successful. >> Speaker 1: It looks like massive amounts of change for half a million people who work with the company. >> Bob: That's right. >> Speaker 1: I'm sure there are a lot of large customers out here, who will also read into this and say, "If IBM feels disrupted ... >> Bob: Uh hm >> Speaker 1: How can we actually stay not vulnerable? Actually there is massive amounts of change around their own competitive landscape as well. >> Bob: Look, I think every company should feel vulnerable right. If you're at this age, this cognitive era, the age of digital intelligence, and you're not making a move into being able to exploit the capabilities of cognition into the business process. You are vulnerable. If you're at that intersection, and your competitor is passing through it, and you're not taking action to be able to deploy cognitive infrastructure in conjunction with the business processes. You're going to have a hard time keeping up, because it's about using the machines to do the training to augment the intelligence of our employees of our professionals. Whether that's a lawyer, or a doctor, an educator or whether that's somebody in a business function, who's trying to make a critical business decision about risk or about opportunity. >> Speaker 1: Interesting, very interesting. You used the word cognitive infrastructure. >> Bob: Uh hm >> Speaker 1: There's obviously computer infrastructure, data infrastructure, storage infrastructure, network infrastructure, security infrastructure, and the core of cognition has to be infrastructure as well. >> Bob: Right >> Speaker 1: Which is one of the two things that the two companies are working together on. Tell us more about the collaboration that we are actually doing. >> Bob: We are so excited about our opportunity to add value in this space, so we do think very differently about the cognitive infrastructure that's required for this next generation of computing. You know I mentioned the original CPU was built for very deterministic, very finite operations; large precision floating point capabilities to be able to accurately calculate the exact balance, the exact amount of transfer. When you're working in the field of AI in cognition. You actually want variable precision. Right. The data is very sparse, as opposed to the way that deterministic or scorecastic operations work, which is very dense or very structured. So the algorithms are redefining the processes that the circuitry actually has to run. About five years ago, we dedicated a huge effort to rethink everything about the chip and what we made to facilitate an orchestra of participation to solve that problem. We all know the GPU has a great benefit for deep learning. But the GPU in many cases, in many architectures, specifically intel architectures, it's dramatically confined by a very small amount of IO bandwidth that intel allows to go on and off the chip. At IBM, we looked at all 686 roughly square millimeters of our chip and said how do we reuse that square area to open up that IO bandwidth? So the innovation of a GPU or a FPGA could really be utilized to it's maximum extent. And we could be an orchestrator of all of the diverse compute that's going to be necessary for AI to really compel these new capabilities. >> Speaker 1: It's interesting that you mentioned the fact that you know power chips have been redefined for the cognitive era. >> Bob: Right, for Lennox for the cognitive era. >> Speaker 1: Exactly, and now the question is how do you make it simple to use as well? How do you bring simplicity which is where ... >> Bob: That's why we're so thrilled with our partnership. Because you talked about the why of Nutanix. And it really is about that empowerment. Doing what's natural. You talked about the benefits of calm and being able to really create that liberation of an information technology professional, whether it's in operations or in development. Having the freedom of action to make good decisions about defining the infrastructure and deploying that infrastructure and not having to second guess the physical limitations of what they're going to have to be dealing with. >> Speaker 1: That's why I feel really excited about the fact that you have the power of software, to really meld the two forms together. The intel form and the power form comes together. And we have some interesting use cases that our CIO Randy Phiffer is also really exploring, is how can a power form serve as a storage form for our intel form. >> Bob: Sure. >> Speaker 1: It can serve files and mocks and things like that. >> Bob: Any data intensive application where we have seen massive growth in our Lennox business, now for our business, Lennox is 20% of the revenue of our power systems. You know, we started enabling native Lennox distributions on top of little Indian ones, on top of the power capabilities just a few years ago, and it's rocketed. And the reason for that if for any data intensive application like a data base, a no sequel database or a structured data base, a dupe in the unstructured space, they typically run about three to four times better price performance on top of Lennox on power, than they will on top of an intel alternative. >> Speaker 1: Fascinating. >> Bob: So all of these applications that we're talking about either create or consume a lot of data, have to manage a lot of flexibility in that space, and power is a tremendous architecture for that. And you mentioned also the cohabitation, if you will, between intel and power. What we want is that optionality, for you to utilize those benefits of the 3X better price performance where they apply and utilize the commodity base where it applies. So you get the cost benefits in that space and the depth and capability in the space for power. >> Speaker 1: Your tongue in cheek remark about commodity intel is not lost on people actually. But tell us about... >> Speaker 1: Intel is not lost on people actually. Tell us about ... Obviously we digitized Linux 10, 15 years ago with [inaudible 00:40:07]. Have you tried to talk about digitizing AIX? That is the core of IBM's business for the last 20, 25, 30 years. >> Bob: Again, it's about this ability to compliment and extend the investments that businesses have made during their previous generations of decision making. This industry loves to talk about shifts. We talked about this earlier. That was old, this is new. That was hard, this is easy. It's not about shift, it's about using the inflection point, the new capability to extend what you already have to make it better. And that's one thing that I must compliment you, and the entire Nutanix organization. It's really empowering those applications as a catalog to be deployed, managed, and integrated in a new way, and to have seamless interoperability into the cloud. We see the AIX workload just having that same benefit for those businesses. And there are many, many 10's of thousands around the world that are critically dependent on every element of their daily operations and productivity of that operating platform. But to introduce that into that network effect as well. >> Speaker 1: Yeah. I think we're looking forward to how we bring the same cloud experience on AIX as well because as a company it keeps us honest when we don't scoff at legacy. We look at these applications the last 10, 15, 20 years and say, "Can we bring them into the new world as well?" >> Bob: Right. >> Speaker 1: That's what design is all about. >> Bob: Right. >> Speaker 1: That's what Apple did with musics. We'll take an old world thing and make it really new world. >> Bob: Right. >> Speaker 1: The way we consume things. >> Bob: That governance. The capability to help protect against the bad actors, the nefarious entropy players, as you will. That's what it's all about. That's really what it takes to do this for the enterprise. It's okay, and possibly easier to do it in smaller islands of containment, but when you think about bringing these class of capabilities into an enterprise, and really helping an organization drive both the flexibility and empowerment benefits of that, but really be able to depend upon it for international operations. You need that level of support. You need that level of capability. >> Speaker 1: Awesome. Thank you so much Bob. Really appreciate you coming. [crosstalk 00:42:14] Look forward to your [crosstalk 00:42:14]. >> Bob: Cheers. Thank you. >> Speaker 1: Thanks again for all of you. I know that people are sitting all the way up there as well, which is remarkable. I hope you can actually see some of the things that Sunil and the team will actually bring about, talk about live demos. We do real stuff here, which is truly live. I think one of the requests that I have is help us help you navigate the digital disruption that's upon you and your competitive landscape that's around you that's really creating that disruption. Thank you again for being here, and welcome again to Acropolis. >> Speaker 3: Ladies and gentlemen, please welcome Chief Product and Development Officer, Nutanix Sunil Potti. >> Sunil Potti: Okay, so I'm going to just jump right in because I know a bunch of you guys are here to see the product as well. We are a lot of demos lined up for you guys, and we'll try to mix in the slides, and the demos as well. Here's just an example of the things I always bring up in these conferences to look around, and say in the last few months, are we making progress in simplifying infrastructure? You guys have heard this again and again, this has been our mantra from the beginning, that the hotter things get, the more differentiated a company like Nutanix can be if we can make things simple, or keep things simple. Even though I like this a lot, we found something a little bit more interesting, I thought, by our European marketing team. If you guys need these tea bags, which you will need pretty soon. It's a new tagline for the company, not really. I thought it was apropos. But before I get into the product and the demos, to give you an idea. Every time I go to an event you find ways to memorialize the event. You meet people, you build relationships, you see something new. Last night, nothing to do with the product, I sat beside someone. It was a customer event. I had no idea who I was sitting beside. He was a speaker. How many of you guys know him, by the way? Sir Ranulph Fiennes. Few hands. Good for you. I had no idea who I was sitting beside. I said, "Oh, somebody called Sir. I should be respectful." It's kind of hard for me to be respectful, but I tried. He says, "No, I didn't do anything in the sense. My grandfather was knighted about 100 years ago because he was the governor of Antigua. And when he dies, his son becomes." And apparently Sir Ranulph's dad also died in the war, and so that's how he is a sir. But then I started looking it up because he's obviously getting ready to present. And the background for him is, in my opinion, even though the term goes he's the World's Greatest Living Explorer. I would have actually called it the World's Number One Stag, and I'll tell you why. Really, you should go look it up. So this guy, at the age of 21, gets admitted to Special Forces. If you're from the UK, this is as good as it gets, SAS. Six, seven years into it, he rebels, helps out his local partner because he doesn't like a movie who's building a dam inside this pretty village. And he goes and blows up a dam, and he's thrown out of that Special Forces. Obviously he's in demolitions. Goes all the way. This is the '60's, by the way. Remember he's 74 right now. The '60's he goes to Oman, all by himself, as the only guy, only white guy there. And then around the '70's, he starts truly exploring, truly exploring. And this is where he becomes really, really famous. You have to go see this in real life, when he sees these videos to really appreciate the impact of this guy. All by himself, he's gone across the world. He's actually gone across Antarctica. Now he tells me that Antarctica is the size of China and India put together, and he was prepared for -50 to 60 degrees, and obviously he got -130 degrees. Again, you have to see the videos, see his frostbite. Two of his fingers are cut off, by the way. He hacksawed them himself. True story. And then as he, obviously, aged, his body couldn't keep up with him, but his will kept up with him. So after a recent heart attack, he actually ran seven marathons. But most importantly, he was telling me this story, at 65 he wanted to do something different because his body was letting him down. He said, "Let me do something easy." So he climbed Mount Everest. My point being, what is this related to Nutanix? Is that if Nutanix is a company, without technology, allows to spend more time on life, then we've accomplished a piece of our vision. So keep that in mind. Keep that in mind. Now comes the boring part, which is the product. The why, what, how of Nutanix. Neeris talked about this. We have two acts in this company. Invisible Infrastructure was what we started off. You heard us talk about it. How did we do it? Using one-click technologies by converging infrastructure, computer storage, virtualization, et cetera, et cetera. What we are now about is about changing the game. Saying that just like we'd applicated what powers Google and Amazon inside the data center, could we now make them all invisible? Whether it be inside or outside, could we now make clouds invisible? Clouds could be made invisible by a new level of convergence, not about computer storage, but converging public and private, converging CAPEX and OPEX, converging consumption models. And there, beyond our core products, Acropolis and Prism, are these new products. As you know, we have this core thesis, right? The core thesis says what? Predictable workloads will stay inside the data center, elastic workloads will go outside, as long as the experience on both sides is the same. So if you can genuinely have a cloud-like experience delivered inside a data center, then that's the right a- >> Speaker 1: Genuinely have a cloud like experience developed inside the data center. And that's the right answer of predictable workloads. Absolutely the answer of elastic workloads, doesn't matter whether security or compliance. Eventually a public cloud will have a data center right beside your region, whether through local partner or a top three cloud partner. And you should use it as your public cloud of choice. And so, our goal is to ensure that those two worlds are converged. And that's what Calm does, and we'll talk about that. But at the same time, what we found in late 2015, we had a bunch of customers come to us and said "Look, I love this, I love the fact that you're going to converge public and private and all that good stuff. But I have these environments and these apps that I want to be delivered as a service but I want the same operational tooling. I don't want to have two different environments but I don't want to manage my data centers. Especially my secondary data centers, DR data centers." And that's why we created Xi, right? And you'll hear a lot more about this, obviously it's going to start off in the U.S but very rapidly launch in Europe, APJ globally in the next 9-12 months. And so we'll spend some quality time on those products as well today. So, from the journey that we're at, we're starting with the score cloud that essentially says "Look, your public and private needs to be the same" We call that the first instantiation of your cloud architectures and we're essentially as a company, want to build this enterprise cloud operating system as a fabric across public and private. But that's just the starting point. The starting point evolves to the score architecture that we believe that the cloud is being dispersed. Just like you have a public and a private cloud in the core data centers and so forth, you'll need a similar experience inside your remote office branch office, inside your DR data centers, inside your branches, and it won't stop there. It'll go all the way to the edge. All we're already seeing this right? Not just in the army where your forward operating bases in Afghanistan having a three note cluster sitting inside a tent. But we're seeing this in a variety of enterprise scenarios. And here's an example. So, here's a customer, global oil and gas company, has couple of primary data centers running Nutanix, uses GCP as a core public cloud platform, has a whole bunch of remote offices, but it also has this interesting new edge locations in the form of these small, medium, large size rigs. And today, they're in the process of building a next generation cloud architecture that's completely dispersed. They're using one node, coming out on version 5.5 with Nutanix. They're going to use two nodes, they're going to throw us three nods, multicultural architectures. Day one, they're going to centrally manage it using Prism, with one click upgrades, right? And then on top of that, they're also now provisioning using Calm, purpose built apps for the various locations. So, for example, there will be a re control app at the edge, there's an exploration data lag in Google and so forth. My point being that increasingly this architecture that we're talking about is happening in real time. It's no longer just an existing cellular civilization data center that's being replatformed to look like a private cloud and so forth, or a hybrid cloud. But the fact that you're going into this multi cloud era is getting excel bated, the more someone consumes AWL's GCP or any public cloud, the more they're excel bating their internal transformation to this multi cloud architecture. And so that's what we're going to talk about today, is this construct of ONE OS and ONE Click, and when you think about it, every company has a standard stack. So, this is the only slide you're going to see from me today that's a stack, okay? And if you look at the new release coming out, version 5.5, it's coming out imminently, easiest way to say it is that it's got a ton of functionality. We've jammed as much as we can onto one slide and then build a product basically, okay? But I would encourage you guys to check out the release, it's coming out shortly. And we can go into each and every feature here, we'd be spending a lot of time but the way that we look at building Nutanix products as many of you know, it is not feature at a time. It's experience at a time. And so, when you really look at Nutanix using a lateral view, and that's how we approach problems with our customers and partners. We think about it as a life cycle, all the way from learning to using, operating, and then getting support and experiences. And today, we're going to go through each of these stages with you. And who better to talk about it than our local version of an architect, Steven Poitras please come up on stage. I don't know where you are, Steven come on up. You tucked your shirt in? >> Speaker 2: Just for you guys today. >> Speaker 1: Okay. Alright. He's sort of putting on his weight. I know you used a couple of tight buckles there. But, okay so Steven so I know we're looking for the demo here. So, what we're going to do is, the first step most of you guys know this, is we've been quite successful with CE, it's been a great product. How many of you guys like CE? Come on. Alright. I know you had a hard time downloading it yesterday apparently, there's a bunch of guys had a hard time downloading it. But it's been a great way for us not just to get you guys to experience it, there's more than 25,000 downloads and so forth. But it's also a great way for us to see new features like IEME and so forth. So, keep an eye on CE because we're going to if anything, explode the way that we actually use as a way to get new features out in the next 12 months. Now, one thing beyond CE that we did, and this was something that we did about ... It took us about 12 months to get it out. While people were using CE to learn a lot, a lot of customers were actually getting into full blown competitive evals, right? Especially with hit CI being so popular and so forth. So, we came up with our own version called X-Ray. >> Speaker 2: Yup. >> Speaker 1: What does X-Ray do before we show it? >> Speaker 2: Yeah. Absolutely. So, if we think about back in the day we were really the only ACI platform out there on the market. Now there are a few others. So, to basically enable the customer to objectively test these, we came out with X-Ray. And rather than talking about the slide let's go ahead and take a look. Okay, I think it's ready. Perfect. So, here's our X-Ray user interface. And essentially what you do is you specify your targets. So, in this case we have a Nutanix 80150 as well as some of our competitors products which we've actually tested. Now we can see on the left hand side here we see a series of tests. So, what we do is we go through and specify certain workloads like OLTP workloads, database colocation, and while we do that we actually inject certain test cases or scenarios. So, this can be snapshot or component failures. Now one of the key things is having the ability to test these against each other. So, what we see here is we're actually taking a OLTP workload where we're running two virtual machines, and then we can see the IOPS OLTP VM's are actually performing here on the left hand side. Now as we're actually go through this test we perform a series of snapshots, which are identified by these red lines here. Now as you can see, the Nutanix platform, which is shown by this blue line, is purely consistent as we go through this test. However, our competitor's product actually degrades performance overtime as these snapshots are taken. >> Speaker 1: Gotcha. And some of these tests by the way are just not about failure or benchmarking, right? It's a variety of tests that we have that makes real life production workloads. So, every couple of months we actually look at our production workloads out there, subset those two cases and put it into X-Ray. So, X-Ray's one of those that has been more recently announced into the public. But it's already gotten a lot of update. I would strongly encourage you, even if you an existing Nutanix customer. It's a great way to keep us honest, it's a great way for you to actually expand your usage of Nutanix by putting a lot of these real life tests into production, and as and when you look at new alternatives as well, there'll be certain situations that we don't do as well and that's a great way to give us feedback on it. And so, X-Ray is there, the other one, which is more recent by the way is a fact that most of you has spent many days if not weeks, after you've chosen Nutanix, moving non-Nutanix workloads. I.e. VMware, on three tier architectures to Atrio Nutanix. And to do that, we took a hard look and came out with a new product called Xtract. >> Speaker 2: Yeah. So essentially if we think about what Nutanix has done for the data center really enables that iPhone like experience, really bringing it simplicity and intuitiveness to the data center. Now what we wanted to do is to provide that same experience for migrating existing workloads to us. So, with Xtract essentially what we've done is we've scanned your existing environment, we've created design spec, we handled the migration process ... >> Steven: ... environment, we create a design spec. We handle for the migration process as well as the cut over. Now, let's go ahead and take a look in our extract user interface here. What we can see is we have a source environment. In this case, this is a VC environment. This can be any VC, whether it's traditional three tier or hypherconverged. We also see our Nutanix target environments. Essentially, these are our AHV target clusters where we're going to be migrating the data and performing the cut over to you. >> Speaker 2: Gotcha. Steven: The first thing that we do here is we go ahead and create a new migration plan. Here, I'm just going to specify this as DB Wave 2. I'll click okay. What I'm doing here is I'm selecting my target Nutanix cluster, as well as my target Nutanix container. Once I'll do that, I'll click next. Now in this case, we actually like to do it big. We're actually going to migrate some production virtual machines over to this target environment. Here, I'm going to select a few windows instances, which are in our database cluster. I'll click next. At this point, essentially what's occurring is it's going through taking a look at these virtual machines as well as taking a look at the target environment. It takes a look at the resources to ensure that we actually have enough, an ample capacity to facilitate the workload. The next thing we'll do is we'll go ahead and type in our credentials here. This is actually going to be used for logging into the virtual machine. We can do a new device driver installation, as well as get any static IP configuration. Well specify our network mapping. Then from there, we'll click next. What we'll do is we'll actually save and start. This will go through create the migration plan. It'll do some analysis on these virtual machines to ensure that we can actually log in before we actually start migrating data. Here we have a migration, which has been in progress. We can see we have a few virtual machines, obviously some Linux, some Windows here. We've cut over a few. What we do to actually cut over these VMS, is go ahead select the VMS- Speaker 2: This is the actual task of actually doing the final stage of cut over. Steven: Yeah, exactly. That's one of the nice things. Essentially, we can migrate the data whenever we want. We actually hook into the VADP API's to do this. Then every 10 minutes, we send over a delta to sync the data. Speaker 2: Gotcha, gotcha. That's how one click migration can now be possible. This is something that if you guys haven't used this, this has been out in the wild, just for a month or so. Its been probably one of our bestselling, because it's free, bestselling features of the recent product release. I've had customers come to me and say, "Look, there are situations where its taken us weeks to move data." That is now minutes from the operator perspective. Forget where the director, or the VP, it's the line architecture and operator that really loves these tools, which is essentially the core of Nutanix. That's one of our core things, is to make sure that if we can keep the engineer and the architect truly happy, then everything else will be fine for us, right? That's extract. Then we have a lot of things, right? We've done the usual things, there's a tunnel functionality on day zero, day one, day two, kind of capabilities. Why don't we start with something around Prism Central, now that we can do one click PC installs? We can do PC scale outs, we can go from managing thousands of VMS, tens of thousands of VMS, while doing all the one click operations, right? Steven: Yep. Speaker 2: Why don't we take a quick look at what's new in Prism Central? Steven: Yep. Absolutely. Here, we can see our Prism element interface. As you mentioned, one of the key things we added here was the ability to deploy Prism Central very simply just with a few clicks. We'll actually go through a distributed PC scale of deployment here. Here, we're actually going to deploy, as this is a new instance. We're going to select our 5.5 version. In this case, we're going to deploy a scale out Prism Central cluster. Obviously, availability and up-time's very critical for us, as we're mainly distributed systems. In this case we're going to deploy a scale-out PC cluster. Here we'll select our number of PC virtual machines. Based upon the number of VMS, we can actually select our size of VM that we'd deploy. If we want to deploy 25K's report, we can do that as well. Speaker 2: Basically a thousand to tens of thousands of VM's are possible now. Steven: Yep. That's a nice thing is you can start small, and then scale out as necessary. We'll select our PC network. Go ahead and input our IP address. Now, we'll go to deploy. Now, here we can see it's actually kicked off the deployment, so it'll go provision these virtual machines to apply the configuration. In a few minutes, we'll be up and running. Speaker 2: Right. While Steven's doing that, one of the things that we've obviously invested in is a ton of making VM operations invisible. Now with Calm's, what we've done is to up level that abstraction. Two applications. At the end of the day, more and more ... when you go to AWS, when you go to GCP, you go to [inaudible 01:04:56], right? The level of abstractions now at an app level, it's cloud formations, and so forth. Essentially, what Calm's able to do is to give you this marketplace that you can go in and self-service [inaudible 01:05:05], create this internal cloud like environment for your end users, whether it be business owners, technology users to self-serve themselves. The process is pretty straightforward. You, as an operator, or an architect, or [inaudible 01:05:16] create these blueprints. Consumers within the enterprise, whether they be self-service users, whether they'll be end business users, are able to consume them for a simple marketplace, and deploy them on whether it be a private cloud using Nutanix, or public clouds using anything with public choices. Then, as a single frame of glass, as operators you're doing conversed operations, at an application centric level between [inaudible 01:05:41] across any of these clouds. It's this combination of producer, consumer, operator in a curated sense. Much like an iPhone with an app store. It's the core construct that we're trying to get with Calm to up level the abstraction interface across multiple clouds. Maybe we'll do a quick demo of this, and then get into the rest of the stuff, right? Steven: Sure. Let's check it out. Here we have our Prism Central user interface. We can see we have two Nutanix clusters, our cloudy04 as well as our Power8 cluster. One of the key things here that we've added is this apps tab. I'm clicking on this apps tab, we can see that we have a few [inaudible 01:06:19] solutions, we have a TensorFlow solution, a [inaudible 01:06:22] et cetera. The nice thing about this is, this is essentially a marketplace where vendors as well as developers could produce these blueprints for consumption by the public. Now, let's actually go ahead and deploy one of these blueprints. Here we have a HR employment engagement app. We can see we have three different tiers of services part of this. Speaker 2: You need a lot of engagement at HR, you know that. Okay, keep going. Steven: Then the next thing we'll do here is we'll go and click on. Based upon this, we'll specify our blueprint name, HR app. The nice thing when I'm deploying is I can actually put in back doors. We'll click clone. Now what we can see here is our blueprint editor. As a developer, I could actually go make modifications, or even as an in-user given the simple intuitive user interface. Speaker 2: This is the consumers side right here, but it's also the [inaudible 01:07:11]. Steven: Yep, absolutely. Yeah, if I wanted to make any modifications, I could select the tier, I could scale out the number of instances, I could modify the packages. Then to actually deploy, all I do is click launch, specify HR app, and click create. Speaker 2: Awesome. Again, this is coming in 5.5. There's one other feature, by the way, that is coming in 5.5 that's surrounding Calm, and Prism Pro, and everything else. That seems to be a much awaited feature for us. What was that? Steven: Yeah. Obviously when we think about multi-tenant, multi-cloud role based access control is a very critical piece of that. Obviously within the organization, we're going to have multiple business groups, multiple units. Our back's a very critical piece. Now, if we go over here to our projects, we can see in this scenario we just have a single project. What we've added is if you want to specify certain roles, in this case we're going to add our good friend John Doe. We can add them, it could be a user or group, but then we specify their role. We can give a developer the ability to edit and create these blueprints, or consumer the ability to actually provision based upon. Speaker 2: Gotcha. Basically in 5.5, you'll have role based access control now in Prism and Calm burned into that, that I believe it'll support custom role shortly after. Steven: Yep, okay. Speaker 2: Good stuff, good stuff. I think this is where the Nutanix guys are supposed to clap, by the way, so that the rest of the guys can clap. Steven: Thank you, thank you. Okay. What do we have? Speaker 2: We have day one stuff, obviously there's a ton of stuff that's coming in core data path capabilities that most of you guys use. One of the most popular things is synchronous replication, especially in Europe. Everybody wants to do [Metro 01:08:49] for whatever reason. But we've got something new, something even more enhanced than Metro, right? Steven: Yep. Speaker 2: Do you want to talk a little bit about it? Steven: Yeah, let's talk about it. If we think about what we had previously, we started out with a synchronous replication. This is essentially going to be your higher RPO. Then we moved into Metro cluster, which was RPO zero. Those are two ins of the gamete. What we did is we introduced new synchronous replication, which really gives you the best of both worlds where you have very, very decreased RPO's, but zero impact in line mainstream performance. Speaker 2: That's it. Let's show something. Steven: Yeah, yeah. Let's do it. Here, we're back at our Prism Element interface. We'll go over here. At this point, we provisioned our HR app, the next thing we need to do is to protect that data. Let's go here to protection domain. We'll create a new PD for our HR app. Speaker 2: You clearly love HR. Steven: Spent a lot of time there. Speaker 2: Yeah, yeah, yeah. Steven: Here, you can see we have our production lamp DBVM. We'll go ahead and protect that entity. We can see that's protected. The next thing we'll do is create a schedule. Now, what would you say would be a good schedule we should actually shoot for? Speaker 2: I don't know, 15 minutes? Steven: 15 minutes is not bad. But I ... Section 7 of 13 [01:00:00 - 01:10:04] Section 8 of 13 [01:10:00 - 01:20:04] (NOTE: speaker names may be different in each section) Speaker 1: ... 15 minutes. Speaker 2: 15 minutes is not bad, but I think the people here deserve much better than that, so I say let's shoot for ... what about 15 seconds? Speaker 1: Yeah. They definitely need a bathroom break, so let's do 15 seconds. Speaker 2: Alright, let's do 15 seconds. Speaker 1: Okay, sounds good. Speaker 2: K. Then we'll select our retention policy and remote cluster replicate to you, which in this case is wedge. And we'll go ahead and create the schedule here. Now at this point we can see our protection domain. Let's go ahead and look at our entities. We can see our database virtual machine. We can see our 15 second schedule, our local snapshots, as well as we'll start seeing our remote snapshots. Now essentially what occurs is we take two very quick snapshots to essentially see the initial data, and then based upon that then we'll start taking our continuous 15 second snaps. Speaker 1: 15 seconds snaps, and obviously near sync has less of impact than synchronous, right? From an architectural perspective. Speaker 2: Yeah, and that's a nice thing is essentially within the cluster it's truly pure synchronous, but externally it's just a lagged a-sync. Speaker 1: Gotcha. So there you see some 15 second snapshots. So near sync is also built into five-five, it's a long-awaited feature. So then, when we expand in the rest of capabilities, I would say, operations. There's a lot of you guys obviously, have started using Prism Pro. Okay, okay, you can clap. You can clap. It's okay. It was a lot of work, by the way, by the core data pad team, it was a lot of time. So Prism Pro ... I don't know if you guys know this, Prism Central now run from zero percent to more than 50 percent attach on install base, within 18 months. And normally that's a sign of true usage, and true value being supported. And so, many things are new in five-five out on Prism Pro starting with the fact that you can do data[inaudible 01:11:49] base lining, alerting, so that you're not capturing a ton of false positives and tons of alerts. We go beyond that, because we have this core machine-learning technology power, we call it cross fit. And, what we've done is we've used that as a foundation now for pretty much all kinds of operations benefits such as auto RCA, where you're able to actually map to particular [inaudible 01:12:12] crosses back to who's actually causing it whether it's the network, a computer, and so forth. But then the last thing that we've also done in five-five now that's quite different shading, is the fact that you can now have a lot of these one-click recommendations and remediations, such as right-sizing, the fact that you can actually move around [inaudible 01:12:28] VMs, constrained VMs, and so forth. So, I now we've packed a lot of functionality in Prism Pro, so why don't we spend a couple of minutes quickly giving a sneak peak into a few of those things. Speaker 2: Yep, definitely. So here we're back at our Prism Central interface and one of the things we've added here, if we take a look at one of our clusters, we can see we have this new anomalies portion here. So, let's go ahead and select that and hop into this. Now let's click on one of these anomaly events. Now, essentially what the system does is we monitor all the entities and everything running within the system, and then based upon that, we can actually determine what we expect the band of values for these metrics to be. So in this scenario, we can see we have a CPU usage anomaly event. So, normal time, we expect this to be right around 86 to 100 percent utilization, but at this point we can see this is drastically dropped from 99 percent to near zero. So, this might be a point as an administrator that I want to go check out this virtual machine, ensure that certain services and applications are still up and running. Speaker 1: Gotcha, and then also it changes the baseline based on- Speaker 2: Yep. Yeah, so essentially we apply machine-learning techniques to this, so the system will dynamically adjust based upon the value adjustment. Speaker 1: Gotcha. What else? Speaker 2: Yep. So the other thing here that we mentioned was capacity planning. So if we go over here, we can take a look at our runway. So in this scenario we have about 30 days worth of runway, which is most constrained by memory. Now, obviously, more nodes is all good for everyone, but we also want to ensure that you get the maximum value on your investment. So here we can actually see a few recommendations. We have 11 overprovision virtual machines. These are essentially VMs which have more resources than are necessary. As well as 19 inactives, so these are dead VMs essentially that haven't been powered on and not utilized. We can also see we have six constrained, as well as one bully. So, constrained VMs are essentially VMs which are requesting more resources than they actually have access to. This could be running at 100 percent CPU utilization, or 100 percent memory, or storage utilization. So we could actually go in and modify these. Speaker 1: Gotcha. So these are all part of the auto remediation capabilities that are now possible? Speaker 2: Yeah. Speaker 1: What else, do you want to take reporting? Speaker 2: Yeah. Yeah, so I know reporting is a very big thing, so if we think about it, we can't rely on an administrator to constantly go into Prism. We need to provide some mechanism to allow them to get emailed reports. So what we've done is we actually autogenerate reports which can be sent via email. So we'll go ahead and add one of these sample reports which was created today. And here we can actually get specific detailed information about our cluster without actually having to go into Prism to get this. Speaker 1: And you can customize these reports and all? Speaker 2: Yep. Yeah, if we hop over here and click on our new report, we can actually see a list of views we could add to these reports, and we can mix and match and customize as needed. Speaker 1: Yeah, so that's the operational side. Now we also have new services like AFS which has been quite popular with many of you folks. We've had hundreds of customers already on it live with SMB functionality. You want to show a couple of things that is new in five-five? Speaker 2: Yeah. Yep, definitely. So ... let's wait for my screen here. So one of the key things is if we looked at that runway tab, what we saw is we had over a year's worth of storage capacity. So, what we saw is customers had the requirement for filers, they had some excess storage, so why not actually build a software featured natively into the cluster. And that's essentially what we've done with AFS. So here we can see we have our AFS cluster, and one of the key things is the ability to scale. So, this particular cluster has around 3.1 or 3.16 billion files, which are running on this AFS cluster, as well as around 3,000 active concurrent sessions. Speaker 1: So basically thousands of concurrent sessions with billions of files? Speaker 2: Yeah, and the nice thing with this is this is actually only a four node Nutanix cluster, so as the cluster actually scales, these numbers will actually scale linearly as a function of those nodes. Speaker 1: Gotcha, gotcha. There's got to be one more bullet here on this slide so what's it about? Speaker 2: Yeah so, obviously the initial use case was realistically for home folders as well as user profiles. That was a good start, but it wasn't the only thing. So what we've done is we've actually also introduced important and upcoming release of NFS. So now you can now use NFS to also interface with our [crosstalk 01:16:44]. Speaker 1: NFS coming soon with AFS by the way, it's a big deal. Big deal. So one last thing obviously, as you go operationalize it, we've talked a lot of things on features and functions but one of the cool things that's always been seminal to this company is the fact that we all for really good customer service and support experience. Right now a lot of it is around the product, the people, the support guys, and so forth. So fundamentally to the product we have found ways using Pulse to instrument everything. With Pulse HD that has been allowed for a little bit longer now. We have fine grain [inaudible 01:17:20] around everything that's being done, so if you turn on this functionality you get a lot of information now that we built, we've used when you make a phone call, or an email, and so forth. There's a ton of context now available to support you guys. What we've now done is taken that and are now externalizing it for your own consumption, so that you don't have to necessarily call support. You can log in, look at your entire profile across your own alerts, your own advisories, your own recommendations. You can look at collective intelligence now that's coming soon which is the fact that look, here are 50 other customers just like you. These are the kinds of customers that are using workloads like you, what are their configuration profiles? Through this centralized customer insights portal you going to get a lot more insight, not just about your own operations, but also how everybody else is also using it. So let's take a quick look at that upcoming functionality. Speaker 2: Yep. Absolutely. So this is our customer 360 portal, so as [inaudible 01:18:18] mentioned, as a customer I can actually log in here, I can get a high-level overview of my existing environment, my cases, the status of those cases, as well as any relevant announcements. So, here based upon my cluster version, if there's any updates which are available, I can then see that here immediately. And then one of the other things that we've added here is this insights page. So essentially this is information that previously support would leverage to essentially proactively look out to the cluster, but now we've exposed this to you as the customer. So, clicking on this insights tab we can see an overview of our environment, in this case we have three Nutanix clusters, right around 550 virtual machines, and over here what's critical is we can actually see our cases. And one of the nice things about this is these area all autogenerated by the cluster itself, so no human interaction, no manual intervention was required to actually create these alerts. The cluster itself will actually facilitate that, send it over to support, and then support can get back out to you automatically. Speaker 1: K, so look for customer insights coming soon. And obviously that's the full life cycle. One cool thing though that's always been unique to Nutanix was the fact that we had [inaudible 01:19:28] security from day one built-in. And [inaudible 01:19:31] chunk of functionality coming in five-five just around this, because every release we try to insert more and more security capabilities, and the first one is around data. What are we doing? Speaker 2: Yeah, absolutely. So previously we had support for data at rest encryption, but this did have the requirement to leverage self-encrypting drives. These can be very expensive, so what we've done, typical to our fashion is we've actually built this in natively via software. So, here within Prism Element, I can go to data at rest encryption, and then I can go and edit this configuration here. Section 8 of 13 [01:10:00 - 01:20:04] Section 9 of 13 [01:20:00 - 01:30:04] (NOTE: speaker names may be different in each section) Steve: Encryption and then I can go and edit this configuration here. From here I could add my CSR's. I can specify KMS server and leverage native software base encryption without the requirement of SED's. Sunil: Awesome. So data address encryption [inaudible 01:20:15] coming soon, five five. Now data security is only one element, the other element was around network security obviously. We've always had this request about what are we doing about networking, what are we doing about network, and our philosophy has always been simple and clear, right. It is that the problem in networking is not the data plan. Problem in networking is the control plan. As in, if a packing loss happens to the top of an ax switch, what do we do? If there's a misconfigured board, what do we do? So we've invested a lot in full blown new network visualization that we'll show you a preview of that's all new in five five, but then once you can visualize you can take action, so you can actually using our netscape API's now in five five. You can optovision re lands on the switch, you can update reps on your load balancing pools. You can update obviously rules on your firewall. And then we've taken that to the next level, which is beyond all that, just let you go to AWS right now, what do you do? You take 100 VM's, you put it in an AWS security group, boom. That's how you get micro segmentation. You don't need to buy expensive products, you don't need to virtualize your network to get micro segmentation. That's what we're doing with five five, is built in one click micro segmentation. That's part of the core product, so why don't we just quickly show that. Okay? Steve: Yeah, let's take a look. So if we think about where we've been so far, we've done the comparison test, we've done a migration over to a Nutanix. We've deployed our new HR app. We've protected it's data, now we need to protect the network's. So one of the things you'll see that's new here is this security policies. What we'll do is we'll actually go ahead and create a new security policy and we'll just say this is HR security policy. We'll specify the application type, which in this case is HR. Sunil: HR of course. Steve: Yep and we can see our app instance is automatically populated, so based upon the number of running instances of that blueprint, that would populate that drop-down. Now we'll go ahead and click next here and what we can see in the middle is essentially those three tiers that composed that app blueprint. Now one of the important things is actually figuring out what's trying to communicate with this within my existing environment. So if I take a look over here on my left hand side, I can essentially see a few things. I can see a Ha Proxy load balancer is trying to communicate with my app here, that's all good. I want to allow that. I can see some sort of monitoring service is trying to communicate with all three of the tiers. That's good as well. Now the last thing I can see here is this IP address which is trying to access my database. Now, that's not designed and that's not supposed to happen, so what we'll do is we'll actually take a look and see what it's doing. Now hopping over to this database virtual machine or the hack VM, what we can see is it's trying to perform a brute force log in attempt to my MySQL database. This is not good. We can see obviously it can connect on the socket, however, it hasn't guessed the right password. In order to lock that down, we'll go back to our policies here and we're going to click deny. Once we've done that, we'll click next and now we'll go to Apply Now. Now we can see our newly created security policy and if we hop back over to this VM, we can now see it's actually timing out and what this means is that it's not able to communicate with that database virtual machine due to micro segmentation actively blocking that request. Sunil: Gotcha and when you go back to the Prism site, essentially what we're saying now is, it's as simple as that, to set up micro segmentation now inside your existing clusters. So that's one click micro segmentation, right. Good stuff. One other thing before we let Steve walk off the stage and then go to the bathroom, but is you guys know Steve, you know he spends a lot time in the gym, you do. Right. He and I share cubes right beside each other by the way just if you ever come to San Jose Nutanix corporate headquarters, you're always welcome. Come to the fourth floor and you'll see Steve and Sunil beside each other, most of the time I'm not in the cube, most of the time he's in the gym. If you go to his cube, you'll see all kinds of stuff. Okay. It's true, it's true, but the reason why I brought this up, was Steve recently became a father, his first kid. Oh by the way this is, clicker, this is how his cube looks like by the way but he left his wife and his new born kid to come over here to show us a demo, so give him a round of applause. Thank you, sir. Steve: Cool, thanks, Sunil. That was fun. Sunil: Thank you. Okay, so lots of good stuff. Please try out five five, give us feedback as you always do. A lot of sessions, a lot of details, have fun hopefully for the rest of the day. To talk about how their using Nutanix, you know here's one of our favorite customers and partners. He normally comes with sunglasses, I've asked him that I have to be the best looking guy on stage in my keynotes, so he's going to try to reduce his charm a little bit. Please come on up, Alessandro. Thank you. Alessandro R.: I'm delighted to be here, thank you so much. Sunil: Maybe we can stand here, tell us a little bit about Leonardo. Alessandro R.: About Leonardo, Leonardo is a key actor of the aerospace defense and security systems. Helicopters, aircraft, the fancy systems, the fancy electronics, weapons unfortunately, but it's also a global actor in high technology field. The security information systems division that is the division I belong to, 3,000 people located in Italy and in UK and there's several other countries in Europe and the U.S. $1 billion dollar of revenue. It has a long a deep experience in information technology, communications, automation, logical and physical security, so we have quite a long experience to expand. I'm in charge of the security infrastructure business side. That is devoted to designing, delivering, managing, secure infrastructures services and secure by design solutions and platforms. Sunil: Gotcha. Alessandro R.: That is. Sunil: Gotcha. Some of your focus obviously in recent times has been delivering secure cloud services obviously. Alessandro R.: Yeah, obviously. Sunil: Versus traditional infrastructure, right. How did Nutanix help you in some of that? Alessandro R.: I can tell something about our recent experience about that. At the end of two thousand ... well, not so recent. Sunil: Yeah, yeah. Alessandro R.: At the end of 2014, we realized and understood that we had to move a step forward, a big step and a fast step, otherwise we would drown. At that time, our newly appointed CEO confirmed that the IT would be a core business to Leonardo and had to be developed and grow. So we decided to start our digital transformation journey and decided to do it in a structured and organized way. Having clear in mind our targets. We launched two programs. One analysis program and one deployments programs that were essentially transformation programs. We had to renew ourselves in terms of service models, in terms of organization, in terms of skills to invest upon and in terms of technologies to adopt. We were stacking a certification of technologies that adopted, companies merged in the years before and we have to move forward and to rationalize all these things. So we spent a lot of time analyzing, comparing technologies, and evaluating what would fit to us. We had two main targets. The first one to consolidate and centralize the huge amount of services and infrastructure that were spread over 52 data centers in Italy, for Leonardo itself. The second one, to update our service catalog with a bunch of cloud services, so we decided to update our data centers. One of our building block of our new data center architecture was Nutanix. We evaluated a lot, we had spent a lot of time in analysis, so that wasn't a bet, but you are quite pioneers at those times. Sunil: Yeah, you took a lot of risk right as an Italian company- Alessandro R.: At this time, my colleague used to say, "Hey, Alessandro, think it over, remember that not a CEO has ever been fired for having chose IBM." I apologize, Bob, but at that time, when Nutanix didn't run on [inaudible 01:29:27]. We have still a good bunch of [inaudible 01:29:31] in our data center, so that will be the chance to ... Audience Member: [inaudible 01:29:37] Alessandro R.: So much you must [inaudible 01:29:37] what you announced it. Sunil: So you took a risk and you got into it. Alessandro R.: Yes, we got into, we are very satisfied with the results we have reached. Sunil: Gotcha. Alessandro R.: Most of the targets we expected to fulfill have come and so we are satisfied, but that doesn't mean that we won't go on asking you a big discount ... Sunil: Sure, sure, sure, sure. Alessandro R.: On price list. Sunil: Sure, sure, so what's next in terms of I know there are some interesting stuff that you're thinking. Alessandro R.: The next- Section 9 of 13 [01:20:00 - 01:30:04] Section 10 of 13 [01:30:00 - 01:40:04] (NOTE: speaker names may be different in each section) Speaker 1: So what's next, in terms of I know you have some interesting stuff that you're thinking of. Speaker 2: The next, we have to move forward obviously. The name Leonardo is inspired to Leonardo da Vinci, it was a guy that in terms of innovation and technology innovation had some good ideas. And so, I think, that Leonardo with Nutanix could go on in following an innovation target and following really mutual ... Speaker 1: Partnership. Speaker 2: Useful partnership, yes. We surely want to investigate the micro segmentation technologies you showed a minute ago because we have some looking, particularly by the economical point of view ... Speaker 1: Yeah, the costs and expenses. Speaker 2: And we have to give an alternative to the technology we are using. We want to use more intensively AHV, again as an alternative solution we are using. We are selecting a couple of services, a couple of quite big projects to build using AHV talking of Calm we are very eager to understand the announcement that they are going to show to all of us because the solution we are currently using is quite[crosstalk 01:31:30] Speaker 1: Complicated. Speaker 2: Complicated, yeah. To move a step of automation to elaborate and implement[inaudible 01:31:36] you spend 500 hours of manual activities that's nonsense so ... Speaker 1: Manual automation. Speaker 2: (laughs) Yes, and in the end we are very interested also in the prism features, mostly the new features that you ... Speaker 1: Talked about. Speaker 2: You showed yesterday in the preview because one bit of benefit that we received from the solution in the operations field means a bit plus, plus to our customer and a distinctive plus to our customs so we are very interested in that ... Speaker 1: Gotcha, gotcha. Thanks for taking the risk, thanks for being a customer and partner. Speaker 2: It has been a pleasure. Speaker 1: Appreciate it. Speaker 2: Bless you, bless you. Speaker 1: Thank you. So, you know obviously one OS, one click was one of our core things, as you can see the tagline doesn't stop there, it also says "any cloud". So, that's the rest of the presentation right now it's about; what are we doing, to now fulfill on that mission of one OS, one cloud, one click with one support experience across any cloud right? And there you know, we talked about Calm. Calm is not only just an operational experience for your private cloud but as you can see it's a one-click experience where you can actually up level your apps, set up blueprints, put SLA's and policies, push them down to either your AWS, GCP all your [inaudible 01:33:00] environments and then on day one while you can do one click provisioning, day two and so forth you will see new and new capabilities such as, one-click migration and mobility seeping into the product. Because, that's the end game for Calm, is to actually be your cloud autonomy platform right? So, you can choose the right cloud for the right workload. And talk about how they're building a multi cloud architecture using Nutanix and partnership a great pleasure to introduce my other good Italian friend Daniele, come up on stage please. From Telecom Italia Sparkle. How are you sir? Daniele: Not too bad thank you. Speaker 1: You want an espresso, cappuccino? Daniele: No, no later. Speaker 1: You all good? Okay, tell us a little about Sparkle. Daniele: Yeah, Sparkle is a fully owned subsidy of Telecom Italia group. Speaker 1: Mm-hmm (affirmative) Daniele: Spinned off in 2003 with the mission to develop the wholesale and multinational corporate and enterprise business abroad. Huge network, as you can see, hundreds of thousands of kilometers of fiber optics spread between; south east Asia to Europe to the U.S. Most of it proprietary part of it realized on some running cables. Part of them proprietary part of them bilateral part of them[inaudible 01:34:21] with other operators. 37 countries in which we have offices in the world, 700 employees, lean and clean company ... Speaker 1: Wow, just 700 employees for all of this. Daniele: Yep, 1.4 billion revenues per year more or less. Speaker 1: Wow, are you a public company? Daniele: No, fully owned by TIM so far. Speaker 1: So, what is your experience with Nutanix so far? Daniele: Well, in a way similar to what Alessandro was describing. To operate such a huge network as you can see before, and to keep on bringing revenues for the wholesale market, while trying to turn the bar toward the enterprise in a serious way. Couple of years ago the management team realized that we had to go through a serious transformation, not just technological but in terms of the way we build the services to our customers. In terms of how we let our customer feel the Sparkle experience. So, we are moving towards cloud but we are moving towards cloud with connectivity attached to it because it's in our cord as a provider of Telecom services. The paradigm that is driving today is the on-demand, is the dynamic and in order to get these things we need to move to software. Most of the network must become invisible as the Nutanix way. So, we decided instead of creating patchworks onto our existing systems, infrastructure, OSS, BSS and network systems, to build a new data center from scratch. And the paradigm being this new data center, the mantra was; everything is software designed, everything must be easy to manage, performance capacity planning, everything must be predictable and everything to be managed by few people. Nutanix is at the moment the baseline of this data center for what concern, let's say all the new networking tools, meaning as the end controllers that are taking care of automation and programmability of the network. Lifecycle service orchestrator, network orchestrator, cloud automation and brokerage platform and everything at the moment runs on AHV because we are forcing our vendors to certify their application on AHV. The only stack that is not at the moment AHV based is on a specific cloud platform because there we were really looking for the multi[inaudible 01:37:05]things that you are announcing today. So, we hope to do the migration as soon as possible. Speaker 1: Gotcha, gotcha. And then looking forward you're going to build out some more data center space, expose these services Daniele: Yeah. Speaker 1: For the customers as well as your internal[crosstalk 01:37:21] Daniele: Yeah, basically yes for sure we are going to consolidate, to invest more in the data centers in the markets on where we are leader. Italy, Turkey and Greece we are big data centers for [inaudible 01:37:33] and cloud, but we believe that the cloud with all the issues discussed this morning by Diraj, that our locality, customer proximity ... we think as a global player having more than 120 pops all over the world, which becomes more than 1000 in partnerships, that the pop can easily be transformed in a data center, so that we want to push the customer experience of what we develop in our main data centers closer to them. So, that we can combine traditional infrastructure as a service with the new connectivity services every single[inaudible 01:38:18] possibly everything running. Speaker 1: I mean, it makes sense, I mean I think essentially in some ways to summarize it's the example of an edge cloud where you're pushing a micro-cloud closer to the customers edge. Daniele: Absolutely. Speaker 1: Great stuff man, thank you so much, thank you so much. Daniele: Pleasure, pleasure. Thank you. Speaker 1: So, you know a couple of other things before we get in the next demo is the fact that in addition to Calm from multi-cloud management we have Zai, we talked about for extended enterprise capabilities and something for you guys to quickly understand why we have done this. In a very simple way is if you think about your enterprise data center, clearly you have a bunch of apps there, a bunch of public clouds and when you look at the paradigm you currently deploy traditional apps, we call them mode one apps, SAP, Exchange and so forth on your enterprise. Then you have next generation apps whether it be [inaudible 01:39:11] space, whether it be Doob or whatever you want to call it, lets call them mode two apps right? And when you look at these two types of apps, which are the predominant set, most enterprises have a combination of mode one and mode two apps, most public clouds primarily are focused, initially these days on mode two apps right? And when people talk about app mobility, when people talk about cloud migration, they talk about lift and shift, forklift [inaudible 01:39:41]. And that's a hard problem I mean, it's happening but it's a hard problem and ends up that its just not a one time thing. Once you've forklift, once you move you have different tooling, different operation support experience, different stacks. What if for some of your applications that mattered ... Section 10 of 13 [01:30:00 - 01:40:04] Section 11 of 13 [01:40:00 - 01:50:04] (NOTE: speaker names may be different in each section) Speaker 1: What if, for some of your applications that matter to you, that are your core enterprise apps that you can retain the same toolimg, the same operational experience and so forth. And that is what we achieve to do with Xi. It is truly making hybrid invisible, which is a next act for this company. It'll take us a few years to really fulfill the vision here, but the idea here is that you shouldn't think about public cloud as a different silo. You should think of it as an extension of your enterprise data centers. And for any services such as DR, whether it would be dev test, whether it be back-up, and so-forth. You can use the same tooling, same experience, get a public cloud-like capability without lift and shift, right? So it's making this lift and shift invisible by, soft of, homogenizing the data plan, the network plan, the control plan is what we really want to do with Xi. Okay? And we'll show you some more details here. But the simplest way to understand this is, think of it as the iPhone, right? D has mentioned this a little bit. This is how we built this experience. Views IOS as the core, IP, we wrap it up with a great package called the iPhone. But then, a few years into the iPhone era, came iTunes and iCloud. There's no apps, per se. That's fused into IOS. And similarly, think about Xi that way. The more you move VMs, into an internet-x environment, stuff like DR comes burnt into the fabric. And to give us a sneak peek into a bunch of the com and Xi cable days, let me bring back Binny who's always a popular guys on stage. Come on up, Binny. I'd be surprised in Binny untucked his shirt. He's always tucking in his shirt. Binny Gill: Okay, yeah. Let's go. Speaker 1: So first thing is com. And to show how we can actually deploy apps, not just across private and public clouds, but across multiple public clouds as well. Right? Binny Gill: Yeah, basically, you know com is about simplifying the disparity between various public clouds out there. So it's very important for us to be able to take one application blueprint and then quickly deploy in whatever cloud of your choice. Without understanding how one cloud is different. Speaker 1: Yeah, that's the goal. Binny Gill: So here, if you can see, I have market list. And by the way, this market list is a great partner community interest. And every single sort of apps come up here. Let me take a sample app here, Hadoop. And click launch. And now where do you want me to deploy? Speaker 1: Let's start at GCP. Binny Gill: GCP, okay. So I click on GCP, and let me give it a name. Hadoop. GCP. Say 30, right. Clear. So this is one click deployment of anything from our marketplace on to a cloud of your choice. Right now, what the system is doing, is taking the intent-filled description of what the application should look like. Not just the infrastructure level but also within the merchant machines. And it's creating a set of work flows that it needs to go deploy. So as you can see, while we were talking, it's loading the application. Making sure that the provisioning workflows are all set up. Speaker 1: And so this is actually, in real time it's actually extracting out some of the GCP requirements. It's actually talking to GCP. Setting up the constructs so that we can actually push it up on the GCP personally. Binny Gill: Right. So it takes a couple of minutes. It'll provision. Let me go back and show you. Say you worked with deploying AWS. So you Hadoop. Hit address. And that's it. So again, the same work flow. Speaker 1: Same process, I see. Binny Gill: It's going to now deploy in AWS. Speaker 1: See one of the keys things is that we actually extracted out all the isms of each of these clouds into this logical substrate. Binny Gill: Yep. Speaker 1: That you can now piggy-back off of. Binny Gill: Absolutely. And it makes it extremely simple for the average consumer. And you know we like more cloud support here over time. Speaker 1: Sounds good. Binny Gill: Now let me go back and show you an app that I had already deployed. Now 13 days ago. It's on GCP. And essentially what I want to show you is what is the view of the application. Firstly, it shows you the cost summary. Hourly, daily, and how the cost is going to look like. The other is how you manage it. So you know one click ways of upgrading, scaling out, starting, deleting, and so on. Speaker 1: So common actions, but independent of the type of clouds. Binny Gill: Independent. And also you can act with these actions over time. Right? Then services. It's learning two services, Hadoop slave and Hadoop master. Hadoop slave runs fast right now. And auditing. It shows you what are the important actions you've taken on this app. Not just, for example, on the IS front. This is, you know how the VMs were created. But also if you scroll down, you know how the application was deployed and brought up. You know the slaves have to discover each other, and so on. Speaker 1: Yeah got you. So find game invisibility into whatever you were doing with clouds because that's been one of the complaints in general. Is that the cloud abstractions have been pretty high level. Binny Gill: Yeah. Speaker 1: Yeah. Binny Gill: Yeah. So that's how we make the differences between the public clouds. All go away for the Indias of ... Speaker 1: Got you. So why don't we now give folks ... Now a lot of this stuff is coming in five, five so you'll see that pretty soon. You'll get your hands around it with AWS and tree support and so forth. What we wanted to show you was emerging alpha version that is being baked. So is a real production code for Xi. And why don't we just jump right in to it. Because we're running short of time. Binny Gill: Yep. Speaker 1: Give folks a flavor for what the production level code is already being baked around. Binny Gill: Right. So the idea of the design is make sure it's not ... the public cloud is no longer any different from your private cloud. It's a true seamless extension of your private cloud. Here I have my test environment. As you can see I'm running the HR app. It has the DB tier and the Web tier. Yeah. Alright? And the DB tier is running Oracle DB. Employee payroll is the Web tier. And if you look at the availability zones that I have, this is my data center. Now I want to protect this application, right? From disaster. What do I do? I need another data center. Speaker 1: Sure. Binny Gill: Right? With Xi, what we are doing is ... You go here and click on Xi Cloud Services. Speaker 1: And essentially as the slide says, you are adding AZs with one click. Binny Gill: Yeps so this is what I'm going to do. Essentially, you log in using your existing my.nutanix.com credentials. So here I'm going to use my guest credentials and log in. Now while I'm logging in what's happening is we are creating a seamless network between the two sides. And then making the Xi cloud availability zone appear. As if it was my own. Right? Speaker 1: Gotcha. Binny Gill: So in a couple of seconds what you'll notice this list is here now I don't have just one availability zone, but another one appears. Speaker 1: So you have essentially, real time now, paid a one data center doing an availability zone. Binny Gill: Yep. Speaker 1: Cool. Okay. Let's see what else we can do. Binny Gill: So now you think about VR setup. Now I'm armed with another data center, let's do DR Center. Now DR set-up is going to be extremely simple. Speaker 1: Okay but it's also based because on the fact that it is the same stack on both sides. Right? Binny Gill: It's the same stack on both sides. We have a secure network lane connecting the two sides, on top of the secure network plane. Now data can flow back and forth. So now applications can go back and forth, securely. Speaker 1: Gotcha, okay. Let's look at one-click DR. Binny Gill: So for one-click DR set-up. A couple of things we need to know. One is a protection rule. This is the RPO, where does it apply to? Right? And the connection of the replication. The other one is recovery plans, in case disaster happens. You know, how do I bring up my machines and application work-order and so on. So let me first show you, Protection Rule. Right? So here's the protection rule. I'll create one right now. Let me call it Platinum. Alright, and source is my own data center. Destination, you know Xi appears now. Recovery point objective, so maybe in a one hour these snapshots going to the public cloud. I want to retain three in the public side, three locally. And now I select what are the entities that I want to protect. Now instead of giving VMs my name, what I can do is app type employee payroll, app type article database. It covers both the categories of the application tiers that I have. And save. Speaker 1: So one of the things here, by the way I don't know if you guys have noticed this, more and more of Nutanix's constructs are being eliminated to become app-centric. Of course is VM centric. And essentially what that allows one to do is to create that as the new service-level API/abstraction. So that under the cover over a period of time, you may be VMs today, maybe containers tomorrow. Or functions, the day after. Binny Gill: Yep. What I just did was all that needs to be done to set up replication from your own data center to Xi. So we started off with no data center to actually replication happening. Speaker 1: Gotcha. Binny Gill: Okay? Speaker 1: No, no. You want to set up some recovery plans? Binny Gill: Yeah so now set up recovery plan. Recovery plans are going to be extremely simple. You select a bunch of VMs or apps, and then there you can say what are the scripts you want to run. What order in which you want to boot things. And you know, you can set up access these things with one click monthly or weekly and so on. Speaker 1: Gotcha. And that sets up the IPs as well as subnets and everything. Binny Gill: So you have the option. You can maintain the same IPs on frame as the move to Xi. Or you can make them- Speaker 1: Remember, you can maintain your own IPs when you actually use the Xi service. There was a lot of things getting done to actually accommodate that capability. Binny Gill: Yeah. Speaker 1: So let's take a look at some of- Binny Gill: You know, the same thing as VPC, for example. Speaker 1: Yeah. Binny Gill: You need to possess on Xi. So, let's create a recovery plan. A recovery plan you select the destination. Where does the recovery happen. Now, after that Section 11 of 13 [01:40:00 - 01:50:04] Section 12 of 13 [01:50:00 - 02:00:04] (NOTE: speaker names may be different in each section) Speaker 1: ... does the recovery happen. Now, after that you have to think of what is the runbook that you want to run when disaster happens, right? So you're preparing for that, so let me call "HR App Recovery." The next thing is the first stage. We're doing the first stage, let me add some entities by categories. I want to bring up my database first, right? Let's click on the database and that's it. Speaker 2: So essentially, you're building the script now. Speaker 1: Building the script- Speaker 2: ... on the [inaudible 01:50:30] Speaker 1: ... but in a visual way. It's simple for folks to understand. You can add custom script, add delay and so on. Let me add another stage and this stage is about bringing up the web tier after the database is up. Speaker 2: So basically, bring up the database first, then bring up the web tier, et cetera, et cetera, right? Speaker 1: That's it. I've created a recovery plan. I mean usually it's complicated stuff, but we made it extremely simple. Now if you click on "Recovery Points," these are snapshots. Snapshots of your applications. As you can see, already the system has taken three snapshots in response to the protection rule that we had created just a couple minutes ago. And these are now being seeded to Xi data centers. Of course this takes time for seeding, so what I have is a setup already and that's the production environment. I'll cut over to that. This is my production environment. Click "Explore," now you see the same application running in production and I have a few other VMs that are not protected. Let's go to "Recovery Points." It has been running for sometime, these recover points are there and they have been replicated to Xi. Speaker 2: So let's do the failover then. Speaker 1: Yeah, so to failover, you'll have to go to Xi so let me login to Xi. This time I'll use my production account for logging into Xi. I'm logging in. The first thing that you'll see in Xi is a dashboard that gives you a quick summary of what your DR testing has been so far, if there are any issues with the replication that you have and most importantly the monthly charges. So right now I've spent with my own credit card about close to 1,000 bucks. You'll have to refund it quickly. Speaker 2: It depends. If the- Speaker 1: If this works- Speaker 2: IF the demo works. Speaker 1: Yeah, if it works, okay. As you see, there are no VMs right now here. If I go to the recovery points, they are there. I can click on the recovery plan that I had created and let's see how hard it's going to be. I click "Failover." It says three entities that, based on the snapshots, it knows that it can recovery from source to destination, which is Xi. And one click for the failover. Now we'll see what happens. Speaker 2: So this is essentially failing over my production now. Speaker 1: Failing over your production now. [crosstalk 01:52:53] If you click on the "HR App Recovery," here you see now it started the recovery plan. The simple recovery plan that we had created, it actually gets converted to a series of tasks that the system has to do. Each VM has to be hydrated, powered on in the right order and so on and so forth. You don't have to worry about any of that. You can keep an eye on it. But in the meantime, let's talk about something else. We are doing failover, but after you failover, you run in Xi as if it was your own setup and environment. Maybe I want to create a new VM. I create a VM and I want to maybe extend my HR app's web tier. Let me name it as "HR_Web_3." It's going to boot from that disk. Production network, I want to run it on production network. We have production and test categories. This one, I want to give it employee payroll category. Now it applies the same policies as it's peers will. Here, I'm going to create the VM. As you can see, I can already see some VMs coming up. There you go. So three VMs from on-prem are now being filled over here while the fourth VM that I created is already being powered. Speaker 2: So this is basically realtime, one-click failover, while you're using Xi for your [inaudible 01:54:13] operations as well. Speaker 1: Exactly. Speaker 2: Wow. Okay. Good stuff. What about- Speaker 1: Let me add here. As the other cloud vendors, they'll ask you to make your apps ready for their clouds. Well we tell our engineers is make our cloud ready for your apps. So as you can see, this failover is working. Speaker 2: So what about failback? Speaker 1: All of them are up and you can see the protection rule "platinum" has been applied to all four. Now let's look at this recovery plan points "HR_Web_3" right here, it's already there. Now assume the on-prem was already up. Let's go back to on-prem- Speaker 2: So now the scenario is, while Binny's coming up, is that the on-prem has come back up and we're going to do live migration back as in a failback scenario between the data centers. Speaker 1: And how hard is it going to be. "HR App Recovery" the same "HR App Recovery", I click failover and the system is smart enough to understand the direction is reversed. It's also smart enough to figure out "Hey, there are now the four VMs are there instead of three." Xi to on-prem, one-click failover again. Speaker 2: And it's rerunning obviously the same runbook but in- Speaker 1: Same runbook but the details are different. But it's hidden from the customer. Let me go to the VMs view and do something interesting here. I'll group them by availability zone. Here you go. As you can see, this is a hybrid cloud view. Same management plane for both sides public and private. There are two availability zones, the Xi availability zone is in the cloud- Speaker 2: So essentially you're moving from the top- Speaker 1: Yeah, top- Speaker 2: ... to the bottom. Speaker 1: ... to the bottom. Speaker 2: That's happening in the background. While this is happening, let me take the time to go and look at billing in Xi. Speaker 1: Sure, some of the common operations that you can now see in a hybrid view. Speaker 2: So you go to "Billing" here and first let me look at my account. And account is a simple page, I have set up active directory and you can add your own XML file, upload it. You can also add multi-factor authentication, all those things are simple. On the billing side, you can see more details about how did I rack up $966. Here's my credit card. Detailed description of where the cost is coming from. I can also download previous versions, builds. Speaker 1: It's actually Nutanix as a service essentially, right? Speaker 2: Yep. Speaker 1: As a subscription service. Speaker 2: Not only do we go to on-prem as you can see, while we were talking, two VMs have already come back on-prem. They are powered off right now. The other two are on the wire. Oh, there they are. Speaker 1: Wow. Speaker 2: So now four VMs are there. Speaker 1: Okay. Perfect. Sometimes it works, sometimes it doesn't work, but it's good. Speaker 2: It always works. Speaker 1: Always works. All right. Speaker 2: As you can see the platinum protection rule is now already applied to them and now it has reversed the direction of [inaudible 01:57:12]- Speaker 1: Remember, we showed one-click DR, failover, failback, built into the product when Xi ships to any Nutanix fabric. You can start with DSX on premise, obviously when you failover to Xi. You can start with AHV, things that are going to take the same paradigm of one-click operations into this hybrid view. Speaker 2: Let's stop doing lift and shift. The era has come for click and shift. Speaker 1: Binny's now been promoted to the Chief Marketing Officer, too by the way. Right? So, one more thing. Speaker 2: Okay. Speaker 1: You know we don't stop any conferences without a couple of things that are new. The first one is something that we should have done, I guess, a couple of years ago. Speaker 2: It depends how you look at it. Essentially, if you look at the cloud vendors, one of the key things they have done is they've built services as building blocks for the apps that run on top of them. What we have done at Nutanix, we've built core services like block services, file services, now with Calm, a marketplace. Now if you look at [inaudible 01:58:14] applications, one of the core building pieces is the object store. I'm happy to announce that we have the object store service coming up. Again, in true Nutanix fashion, it's going to be elastic. Speaker 1: Let's- Speaker 2: Let me show you. Speaker 1: Yeah, let's show it. It's something that is an object store service by the way that's not just for your primary, but for your secondary. It's obviously not just for on-prem, it's hybrid. So this is being built as a next gen object service, as an extension of the core fabric, but accommodating a bunch of these new paradigms. Speaker 2: Here is the object browser. I've created a bunch of buckets here. Again, object stores can be used in various ways: as primary object store, or for secondary use cases. I'll show you both. I'll show you a Hadoop use case where Hadoop is using this as a primary store and a backup use case. Let's just jump right in. This is a Hadoop bucket. AS you can see, there's a temp directory, there's nothing interesting there. Let me go to my Hadoop VM. There it is. And let me run a Hadoop job. So this Hadoop job essentially is going to create a bunch of files, write them out and after that do map radius on top. Let's wait for the job to start. It's running now. If we go back to the object store, refresh the page, now you see it's writing from benchmarks. Directory, there's a bunch of files that will write here over time. This is going to take time. Let's not wait for it, but essentially, it is showing Hadoop that uses AWS 3 compatible API, that can run with our object store because our object store exposes AWS 3 compatible APIs. The other use case is the HYCU backup. As you can see, that's a- Section 12 of 13 [01:50:00 - 02:00:04] Section 13 of 13 [02:00:00 - 02:13:42] (NOTE: speaker names may be different in each section) Vineet: This is the hycu back up ... As you can see, that's a back-up software that can back-up WSS3. If you point it to Nutanix objects or it can back-up there as well. There are a bunch of back-up files in there. Now, object stores, it's very important for us to be able to view what's going on there and make sure there's no objects sprawled because once it's easy to write objects, you just accumulate a lot of them. So what we wanted to do, in true Nutanix style, is give you a quick overview of what's happening with your object store. So here, as you can see, you can look at the buckets, where the load is, you can look at the bucket sizes, where the data is, and also what kind of data is there. Now this is a dashboard that you can optimize, and customize, for yourself as well, right? So that's the object store. Then we go back here, and I have one more thing for you as well. Speaker 2: Okay. Sounds good. I already clicked through a slide, by the way, by mistake, but keep going. Vineet: That's okay. That's okay. It is actually a quiz, so it's good for people- Speaker 2: Okay. Sounds good. Vineet: It's good for people to have some clues. So the quiz is, how big is my SAP HANA VM, right? I have to show it to you before you can answer so you don't leak the question. Okay. So here it is. So the SAP HANA VM here vCPU is 96. Pretty beefy. Memory is 1.5 terabytes. The question to all of you is, what's different in this screen? Speaker 2: Who's a real Prism user here, by the way? Come on, it's got to be at least a few. Those guys. Let's see if they'll notice something. Vineet: What's different here? Speaker 3: There's zero CVM. Vineet: Zero CVM. Speaker 2: That's right. Yeah. Yeah, go ahead. Vineet: So, essentially, in the Nutanix fabric, every server has to run a [inaudible 02:01:48] machine, right? That's where the storage comes from. I am happy to announce the Acropolis Compute Cloud, where you will be able to run the HV on servers that are storage-less, and add it to your existing cluster. So it's a compute cloud that now can be managed from Prism Central, and that way you can preserve your investments on your existing server farms, and add them to the Nutanix fabric. Speaker 2: Gotcha. So, essentially ... I mean, essentially, imagine, now that you have the equivalent of S3 and EC2 for the enterprise now on Premisis, like you have the equivalent compute and storage services on JCP and AWS, and so forth, right? So the full flexibility for any kind of workload is now surely being available on the same Nutanix fabric. Thanks a lot, Vineet. Before we wrap up, I'd sort of like to bring this home. We've announced a pretty strategic partnership with someone that has always inspired us for many years. In fact, one would argue that the genesis of Nutanix actually was inspired by Google and to talk more about what we're actually doing here because we've spent a lot of time now in the last few months to really get into the product capabilities. You're going to see some upcoming capabilities and 55X release time frame. To talk more about that stuff as well as some of the long-term synergies, let me invite Bill onstage. C'mon up Bill. Tell us a little bit about Google's view in the cloud. Bill: First of all, I want to compliment the demo people and what you did. Phenomenal work that you're doing to make very complex things look really simple. I actually started several years ago as a product manager in high availability and disaster recovery and I remember, as a product manager, my engineers coming to me and saying "we have a shortage of our engineers and we want you to write the fail-over routines for the SAP instance that we're supporting." And so here's the PERL handbook, you know, I haven't written in PERL yet, go and do all that work to include all the network setup and all that work, that's amazing, what you are doing right there and I think that's the spirit of the partnership that we have. From a Google perspective, obviously what we believe is that it's time now to harness the power of scale security and these innovations that are coming out. At Google we've spent a lot of time in trying to solve these really large problems at scale and a lot of the technology that's been inserted into the industry right now. Things like MapReduce, things like TenserFlow algorithms for AI and things like Kubernetes and Docker were first invented at Google to solve problems because we had to do it to be able to support the business we have. You think about search, alright? When you type in search terms within the search box, you see a white screen, what I see is all the data-center work that's happening behind that and the MapReduction to be able to give you a search result back in seconds. Think about that work, think about that process. Taking and pursing those search terms, dividing that over thousands of [inaudible 02:05:01], being able to then search segments of the index of the internet and to be able to intelligent reduce that to be able to get you an answer within seconds that is prioritized, that is sorted. How many of you, out there, have to go to page two and page three to get the results you want, today? You don't because of the power of that technology. We think it's time to bring that to the consumer of the data center enterprise space and that's what we're doing at Google. Speaker 2: Gotcha, man. So I know we've done a lot of things now over the last year worth of collaboration. Why don't we spend a few minutes talking through a couple things that we're started on, starting with [inaudible 02:05:36] going into com and then we'll talk a little bit about XI. Bill: I think one of the advantages here, as we start to move up the stack and virtualize things to your point, right, is virtual machines and the work required of that still takes a fair amount of effort of which you're doing a lot to reduce, right, you're making that a lot simpler and seamless across both On-Prem and the cloud. The next step in the journey is to really leverage the power of containers. Lightweight objects that allow you to be able to head and surface functionality without being dependent upon the operating system or the VM to be able to do that work. And then having the orchestration layer to be able to run that in the context of cloud and On-Prem We've been very successful in building out the Kubernetes and Docker infrastructure for everyone to use. The challenge that you're solving is how to we actually bridge the gap. How do we actually make that work seamlessly between the On-Premise world and the cloud and that's where our partnership, I think, is so valuable. It's cuz you're bringing the secret sauce to be able to make that happen. Speaker 2: Gotcha, gotcha. One last thing. We talked about Xi and the two companies are working really closely where, essentially the Nutanix fabric can seamlessly seep into every Google platform as infrastructure worldwide. Xi, as a service, could be delivered natively with GCP, leading to some additional benefits, right? Bill: Absolutely. I think, first and foremost, the infrastructure we're building at scale opens up all sorts of possibilities. I'll just use, maybe, two examples. The first one is network. If you think about building out a global network, there's a lot of effort to do that. Google is doing that as a byproduct of serving our consumers. So, if you think about YouTube, if you think about there's approximately a billion hours of YouTube that's watched every single day. If you think about search, we have approximately two trillion searches done in a year and if you think about the number of containers that we run in a given week, we run about two billion containers per week. So the advantage of being able to move these workloads through Xi in a disaster recovery scenario first is that you get to take advantage of the scale. Secondly, it's because of the network that we've built out, we had to push the network out to the edge. So every single one of our consumers are using YouTube and search and Google Play and all those services, by the way we have over eight services today that have more than a billion simultaneous users, you get to take advantage of that network capacity and capability just by moving to the cloud. And then the last piece, which is a real advantage, we believe, is that it's not just about the workloads you're moving but it's about getting access to new services that cloud preventers, like Google, provide. For example, are you taking advantage like the next generation Hadoop, which is our big query capability? Are you taking advantage of the artificial intelligence derivative APIs that we have around, the video API, the image API, the speech-to-text API, mapping technology, all those additional capabilities are now exposed to you in the availability of Google cloud that you can now leverage directly from systems that are failing over and systems that running in our combined environment. Speaker 2: A true converged fabric across public and private. Bill: Absolutely. Speaker 2: Great stuff Bill. Thank you, sir. Bill: Thank you, appreciate it. Speaker 2: Good to have you. So, the last few slides. You know we've talked about, obviously One OS, One Click and eCloud. At the end of the day, it's pretty obvious that we're evaluating the move from a form factor perspective, where it's not just an OS across multiple platforms but it's also being distributed genuinely from consuming itself as an appliance to a software form factor, to subscription form factor. What you saw today, obviously, is the fact that, look you know we're still continuing, the velocity has not slowed down. In fact, in some cases it's accelerated. If you ask my quality guys, if you ask some of our customers, we're coming out fast and furious with a lot of these capabilities. And some of this directly reflects, not just in features, but also in performance, just like a public cloud, where our performance curve is going up while our price-performance curve is being more attractive over a period of time. And this is balancing it with quality, it is what differentiates great companies from good companies, right? So when you look at the number of nodes that have been shipping, it was around ten more nodes than where we were a few years ago. But, if you look at the number of customer-found defects, as a percentage of number of nodes shipped it is not only stabilized, it has actually been coming down. And that's directly reflected in the NPS part. That most of you guys love. How many of you guys love your Customer Support engineers? Give them a round of applause. Great support. So this balance of velocity, plus quality, is what differentiates a company. And, before we call it a wrap, I just want to leave you with one thing. You know, obviously, we've talked a lot about technology, innovation, inspiration, and so forth. But, as I mentioned, from last night's discussion with Sir Ranulph, let's think about a few things tonight. Don't take technology too seriously. I'll give you a simple story that he shared with me, that puts things into perspective. The year was 1971. He had come back from Aman, from his service. He was figuring out what to do. This was before he became a world-class explorer. 1971, he had a job interview, came down from Scotland and applied for a role in a movie. And he failed that job interview. But he was selected from thousands of applicants, came down to a short list, he was a ... that's a hint ... he was a good looking guy and he lost out that role. And the reason why I say this is, if he had gotten that job, first of all I wouldn't have met him, but most importantly the world wouldn't have had an explorer like him. The guy that he lost out to was Roger Moore and the role was for James Bond. And so, when you go out tonight, enjoy with your friends [inaudible 02:12:06] or otherwise, try to take life a little bit once upon a time or more than once upon a time. Have fun guys, thank you. Speaker 5: Ladies and gentlemen please make your way to the coffee break, your breakout sessions will begin shortly. Don't forget about the women's lunch today, everyone is welcome. Please join us. You can find the details in the mobile app. Please share your feedback on all sessions in the mobile app. There will be prizes. We will see you back here and 5:30, doors will open at 5, after your last breakout session. Breakout sessions will start sharply at 11:10. Thank you and have a great day. Section 13 of 13 [02:00:00 - 02:13:42]