(upbeat music) >> Welcome back to theCUBE's coverage of Women in Data Science 2023 live from Stanford University. This is Lisa Martin. My co-host is Tracy Yuan. We're excited to be having great conversations all day but you know, 'cause you've been watching. We've been interviewing some very inspiring women and some men as well, talking about all of the amazing applications of data science. You're not going to want to miss this next conversation. Our guest is Gabriela de Queiroz, Principal Cloud Advocate Manager of Microsoft. Welcome, Gabriela. We're excited to have you. >> Thank you very much. I'm so excited to be talking to you. >> Yeah, you're on theCUBE. >> Yeah, finally. (Lisa laughing) Like a dream come true. (laughs) >> I know and we love that. We're so thrilled to have you. So you have a ton of experience in the data space. I was doing some research on you. You've worked in software, financial advertisement, health. Talk to us a little bit about you. What's your background in? >> So I was trained in statistics. So I'm a statistician and then I worked in epidemiology. I worked with air pollution and public health. So I was a researcher before moving into the industry. So as I was talking today, the weekly paths, it's exactly who I am. I went back and forth and back and forth and stopped and tried something else until I figured out that I want to do data science and that I want to do different things because with data science we can... The beauty of data science is that you can move across domains. So I worked in healthcare, financial, and then different technology companies. >> Well the nice thing, one of the exciting things that data science, that I geek out about and Tracy knows 'cause we've been talking about this all day, it's just all the different, to your point, diverse, pun intended, applications of data science. You know, this morning we were talking about, we had the VP of data science from Meta as a keynote. She came to theCUBE talking and really kind of explaining from a content perspective, from a monetization perspective, and of course so many people in the world are users of Facebook. It makes it tangible. But we also heard today conversations about the applications of data science in police violence, in climate change. We're in California, we're expecting a massive rainstorm and we don't know what to do when it rains or snows. But climate change is real. Everyone's talking about it, and there's data science at its foundation. That's one of the things that I love. But you also have a lot of experience building diverse teams. Talk a little bit about that. You've created some very sophisticated data science solutions. Talk about your recommendation to others to build diverse teams. What's in it for them? And maybe share some data science project or two that you really found inspirational. >> Yeah, absolutely. So I do love building teams. Every time I'm given the task of building teams, I feel the luckiest person in the world because you have the option to pick like different backgrounds and all the diverse set of like people that you can find. I don't think it's easy, like people say, yeah, it's very hard. You have to be intentional. You have to go from the very first part when you are writing the job description through the interview process. So you have to be very intentional in every step. And you have to think through when you are doing that. And I love, like my last team, we had like 10 people and we were so diverse. Like just talking about languages. We had like 15 languages inside a team. So how beautiful it is. Like all different backgrounds, like myself as a statistician, but we had people from engineering background, biology, languages, and so on. So it's, yeah, like every time thinking about building a team, if you wanted your team to be diverse, you need to be intentional. >> I'm so glad you brought up that intention point because that is the fundamental requirement really is to build it with intention. >> Exactly, and I love to hear like how there's different languages. So like I'm assuming, or like different backgrounds, I'm assuming everybody just zig zags their way into the team and now you're all women in data science and I think that's so precious. >> Exactly. And not only woman, right. >> Tracy: Not only woman, you're right. >> The team was diverse not only in terms of like gender, but like background, ethnicity, and spoken languages, and language that they use to program and backgrounds. Like as I mentioned, not everybody did the statistics in school or computer science. And it was like one of my best teams was when we had this combination also like things that I'm good at the other person is not as good and we have this knowledge sharing all the time. Every day I would feel like I'm learning something. In a small talk or if I was reviewing something, there was always something new because of like the richness of the diverse set of people that were in your team. >> Well what you've done is so impressive, because not only have you been intentional with it, but you sound like the hallmark of a great leader of someone who hires and builds teams to fill gaps. They don't have to know less than I do for me to be the leader. They have to have different skills, different areas of expertise. That is really, honestly Gabriela, that's the hallmark of a great leader. And that's not easy to come by. So tell me, who were some of your mentors and sponsors along the way that maybe influenced you in that direction? Or is that just who you are? >> That's a great question. And I joke that I want to be the role model that I never had, right. So growing up, I didn't have anyone that I could see other than my mom probably or my sister. But there was no one that I could see, I want to become that person one day. And once I was tracing my path, I started to see people looking at me and like, you inspire me so much, and I'm like, oh wow, this is amazing and I want to do do this over and over and over again. So I want to be that person to inspire others. And no matter, like I'll be like a VP, CEO, whoever, you know, I want to be, I want to keep inspiring people because that's so valuable. >> Lisa: Oh, that's huge. >> And I feel like when we grow professionally and then go to the next level, we sometimes we lose that, you know, thing that's essential. And I think also like, it's part of who I am as I was building and all my experiences as I was going through, I became what I mentioned is unique person that I think we all are unique somehow. >> You're a rockstar. Isn't she a rockstar? >> You dropping quotes out. >> I'm loving this. I'm like, I've inspired Gabriela. (Gabriela laughing) >> Oh my God. But yeah, 'cause we were asking our other guests about the same question, like, who are your role models? And then we're talking about how like it's very important for women to see that there is a representation, that there is someone they look up to and they want to be. And so that like, it motivates them to stay in this field and to start in this field to begin with. So yeah, I think like you are definitely filling a void and for all these women who dream to be in data science. And I think that's just amazing. >> And you're a founder too. In 2012, you founded R Ladies. Talk a little bit about that. This is present in more than 200 cities in 55 plus countries. Talk about R Ladies and maybe the catalyst to launch it. >> Yes, so you always start, so I'm from Brazil, I always talk about this because it's such, again, I grew up over there. So I was there my whole life and then I moved to here, Silicon Valley. And when I moved to San Francisco, like the doors opened. So many things happening in the city. That was back in 2012. Data science was exploding. And I found out something about Meetup.com, it's a website that you can join and go in all these events. And I was going to this event and I joke that it was kind of like going to the Disneyland, where you don't know if I should go that direction or the other direction. >> Yeah, yeah. >> And I was like, should I go and learn about data visualization? Should I go and learn about SQL or should I go and learn about Hadoop, right? So I would go every day to those meetups. And I was a student back then, so you know, the budget was very restricted as a student. So we don't have much to spend. And then they would serve dinner and you would learn for free. And then I got to a point where I was like, hey, they are doing all of this as a volunteer. Like they are running this meetup and events for free. And I felt like it's a cycle. I need to do something, right. I'm taking all this in. I'm having this huge opportunity to be here. I want to give back. So that's what how everything started. I was like, no, I have to think about something. I need to think about something that I can give back. And I was using R back then and I'm like how about I do something with R. I love R, I'm so passionate about R, what about if I create a community around R but not a regular community, because by going to this events, I felt that as a Latina and as a woman, I was always in the corner and I was not being able to participate and to, you know, be myself and to network and ask questions. I would be in the corner. So I said to myself, what about if I do something where everybody feel included, where everybody can participate, can share, can ask questions without judgment? So that's how R ladies all came together. >> That's awesome. >> Talk about intentions, like you have to, you had that go in mind, but yeah, I wanted to dive a little bit into R. So could you please talk more about where did the passion for R come from, and like how did the special connection between you and R the language, like born, how did that come from? >> It was not a love at first sight. >> No. >> Not at all. Not at all. Because that was back in Brazil. So all the documentation were in English, all the tutorials, only two. We had like very few tutorials. It was not like nowadays that we have so many tutorials and courses. There were like two tutorials, other documentation in English. So it's was hard for me like as someone that didn't know much English to go through the language and then to learn to program was not easy task. But then as I was going through the language and learning and reading books and finding the people behind the language, I don't know how I felt in love. And then when I came to to San Francisco, I saw some of like the main contributors who are speaking in person and I'm like, wow, they are like humans. I don't know, it was like, I have no idea why I had this love. But I think the the people and then the community was the thing that kept me with the R language. >> Yeah, the community factors is so important. And it's so, at WIDS it's so palpable. I mean I literally walk in the door, every WIDS I've done, I think I've been doing them for theCUBE since 2017. theCUBE has been here since the beginning in 2015 with our co-founders. But you walk in, you get this sense of belonging. And this sense of I can do anything, why not? Why not me? Look at her up there, and now look at you speaking in the technical talk today on theCUBE. So inspiring. One of the things that I always think is you can't be what you can't see. We need to be able to see more people that look like you and sound like you and like me and like you as well. And WIDS gives us that opportunity, which is fantastic, but it's also helping to move the needle, really. And I was looking at some of the Anitab.org stats just yesterday about 2022. And they're showing, you know, the percentage of females in technical roles has been hovering around 25% for a while. It's a little higher now. I think it's 27.6 according to any to Anitab. We're seeing more women hired in roles. But what are the challenges, and I would love to get your advice on this, for those that might be in this situation is attrition, women who are leaving roles. What would your advice be to a woman who might be trying to navigate family and work and career ladder to stay in that role and keep pushing forward? >> I'll go back to the community. If you don't have a community around you, it's so hard to navigate. >> That's a great point. >> You are lonely. There is no one that you can bounce ideas off, that you can share what you are feeling or like that you can learn as well. So sometimes you feel like you are the only person that is going through that problem or like, you maybe have a family or you are planning to have a family and you have to make a decision. But you've never seen anyone going through this. So when you have a community, you see people like you, right. So that's where we were saying about having different people and people like you so they can share as well. And you feel like, oh yeah, so they went through this, they succeed. I can also go through this and succeed. So I think the attrition problem is still big problem. And I'm sure will be worse now with everything that is happening in Tech with layoffs. >> Yes and the great resignation. >> Yeah. >> We are going back, you know, a few steps, like a lot of like advancements that we did. I feel like we are going back unfortunately, but I always tell this, make sure that you have a community. Make sure that you have a mentor. Make sure that you have someone or some people, not only one mentor, different mentors, that can support you through this trajectory. Because it's not easy. But there are a lot of us out there. >> There really are. And that's a great point. I love everything about the community. It's all about that network effect and feeling like you belong- >> That's all WIDS is about. >> Yeah. >> Yes. Absolutely. >> Like coming over here, it's like seeing the old friends again. It's like I'm so glad that I'm coming because I'm all my old friends that I only see like maybe once a year. >> Tracy: Reunion. >> Yeah, exactly. And I feel like that our tank get, you know- >> Lisa: Replenished. >> Exactly. For the rest of the year. >> Yes. >> Oh, that's precious. >> I love that. >> I agree with that. I think one of the things that when I say, you know, you can't see, I think, well, how many females in technology would I be able to recognize? And of course you can be female technology working in the healthcare sector or working in finance or manufacturing, but, you know, we need to be able to have more that we can see and identify. And one of the things that I recently found out, I was telling Tracy this earlier that I geeked out about was finding out that the CTO of Open AI, ChatGPT, is a female. I'm like, (gasps) why aren't we talking about this more? She was profiled on Fast Company. I've seen a few pieces on her, Mira Murati. But we're hearing so much about ChatJTP being... ChatGPT, I always get that wrong, about being like, likening it to the launch of the iPhone, which revolutionized mobile and connectivity. And here we have a female in the technical role. Let's put her on a pedestal because that is hugely inspiring. >> Exactly, like let's bring everybody to the front. >> Yes. >> Right. >> And let's have them talk to us because like, you didn't know. I didn't know probably about this, right. You didn't know. Like, we don't know about this. It's kind of like we are hidden. We need to give them the spotlight. Every woman to give the spotlight, so they can keep aspiring the new generation. >> Or Susan Wojcicki who ran, how long does she run YouTube? All the YouTube influencers that probably have no idea who are influential for whatever they're doing on YouTube in different social platforms that don't realize, do you realize there was a female behind the helm that for a long time that turned it into what it is today? That's outstanding. Why aren't we talking about this more? >> How about Megan Smith, was the first CTO on the Obama administration. >> That's right. I knew it had to do with Obama. Couldn't remember. Yes. Let's let's find more pedestals. But organizations like WIDS, your involvement as a speaker, showing more people you can be this because you can see it, >> Yeah, exactly. is the right direction that will help hopefully bring us back to some of the pre-pandemic levels, and keep moving forward because there's so much potential with data science that can impact everyone's lives. I always think, you know, we have this expectation that we have our mobile phone and we can get whatever we want wherever we are in the world and whatever time of day it is. And that's all data driven. The regular average person that's not in tech thinks about data as a, well I'm paying for it. What's all these data charges? But it's powering the world. It's powering those experiences that we all want as consumers or in our business lives or we expect to be able to do a transaction, whether it's something in a CRM system or an Uber transaction like that, and have the app respond, maybe even know me a little bit better than I know myself. And that's all data. So I think we're just at the precipice of the massive impact that data science will make in our lives. And luckily we have leaders like you who can help navigate us along this path. >> Thank you. >> What advice for, last question for you is advice for those in the audience who might be nervous or maybe lack a little bit of confidence to go I really like data science, or I really like engineering, but I don't see a lot of me out there. What would you say to them? >> Especially for people who are from like a non-linear track where like going onto that track. >> Yeah, I would say keep going. Keep going. I don't think it's easy. It's not easy. But keep going because the more you go the more, again, you advance and there are opportunities out there. Sometimes it takes a little bit, but just keep going. Keep going and following your dreams, that you get there, right. So again, data science, such a broad field that doesn't require you to come from a specific background. And I think the beauty of data science exactly is this is like the combination, the most successful data science teams are the teams that have all these different backgrounds. So if you think that we as data scientists, we started programming when we were nine, that's not true, right. You can be 30, 40, shifting careers, starting to program right now. It doesn't matter. Like you get there no matter how old you are. And no matter what's your background. >> There's no limit. >> There was no limits. >> I love that, Gabriela, >> Thank so much. for inspiring. I know you inspired me. I'm pretty sure you probably inspired Tracy with your story. And sometimes like what you just said, you have to be your own mentor and that's okay. Because eventually you're going to turn into a mentor for many, many others and sounds like you're already paving that path and we so appreciate it. You are now officially a CUBE alumni. >> Yes. Thank you. >> Yay. We've loved having you. Thank you so much for your time. >> Thank you. Thank you. >> For our guest and for Tracy's Yuan, this is Lisa Martin. We are live at WIDS 23, the eighth annual Women in Data Science Conference at Stanford. Stick around. Our next guest joins us in just a few minutes. (upbeat music)

(upbeat music) >> Morning guys and girls, welcome back to theCUBE's live coverage of Women in Data Science WIDS 2023 live at Stanford University. Lisa Martin here with my co-host for this segment, Tracy Zhang. We're really excited to be talking with a great female rockstar. You're going to learn a lot from her next, Jacqueline Kuo, solutions engineer at Dataiku. Welcome, Jacqueline. Great to have you. >> Thank you so much. >> Thank for being here. >> I'm so excited to be here. >> So one of the things I have to start out with, 'cause my mom Kathy Dahlia is watching, she's a New Yorker. You are a born and raised New Yorker and I learned from my mom and others. If you're born in New York no matter how long you've moved away, you are a New Yorker. There's you guys have like a secret club. (group laughs) >> I am definitely very proud of being born and raised in New York. My family immigrated to New York, New Jersey from Taiwan. So very proud Taiwanese American as well. But I absolutely love New York and I can't imagine living anywhere else. >> Yeah, yeah. >> I love it. >> So you studied, I was doing some research on you you studied mechanical engineering at MIT. >> Yes. >> That's huge. And you discovered your passion for all things data-related. You worked at IBM as an analytics consultant. Talk to us a little bit about your career path. Were you always interested in engineering STEM-related subjects from the time you were a child? >> I feel like my interests were ranging in many different things and I ended up landing in engineering, 'cause I felt like I wanted to gain a toolkit like a toolset to make some sort of change with or use my career to make some sort of change in this world. And I landed on engineering and mechanical engineering specifically, because I felt like I got to, in my undergrad do a lot of hands-on projects, learn every part of the engineering and design process to build products which is super-transferable and transferable skills sort of is like the trend in my career so far. Where after undergrad I wanted to move back to New York and mechanical engineering jobs are kind of few and fall far in between in the city. And I ended up landing at IBM doing analytics consulting, because I wanted to understand how to use data. I knew that data was really powerful and I knew that working with it could allow me to tell better stories to influence people across different industries. And that's also how I kind of landed at Dataiku to my current role, because it really does allow me to work across different industries and work on different problems that are just interesting. >> Yeah, I like the way that, how you mentioned building a toolkit when doing your studies at school. Do you think a lot of skills are still very relevant to your job at Dataiku right now? >> I think that at the core of it is just problem solving and asking questions and continuing to be curious or trying to challenge what is is currently given to you. And I think in an engineering degree you get a lot of that. >> Yeah, I'm sure. >> But I think that we've actually seen that a lot in the panels today already, that you get that through all different types of work and research and that kind of thoughtfulness comes across in all different industries too. >> Talk a little bit about some of the challenges, that data science is solving, because every company these days, whether it's an enterprise in manufacturing or a small business in retail, everybody has to be data-driven, because the end user, the end customer, whoever that is whether it's a person, an individual, a company, a B2B, expects to have a personalized custom experience and that comes from data. But you have to be able to understand that data treated properly, responsibly. Talk about some of the interesting projects that you're doing at Dataiku or maybe some that you've done in the past that are really kind of transformative across things climate change or police violence, some of the things that data science really is impacting these days. >> Yeah, absolutely. I think that what I love about coming to these conferences is that you hear about those really impactful social impact projects that I think everybody who's in data science wants to be working on. And I think at Dataiku what's great is that we do have this program called Ikig.AI where we work with nonprofits and we support them in their data and analytics projects. And so, a project I worked on was with the Clean Water, oh my goodness, the Ocean Cleanup project, Ocean Cleanup organization, which was amazing, because it was sort of outside of my day-to-day and it allowed me to work with them and help them understand better where plastic is being aggregated across the world and where it appears, whether that's on beaches or in lakes and rivers. So using data to help them better understand that. I feel like from a day-to-day though, we, in terms of our customers, they're really looking at very basic problems with data. And I say basic, not to diminish it, but really just to kind of say that it's high impact, but basic problems around how do they forecast sales better? That's a really kind of, sort of basic problem, but it's actually super-complex and really impactful for people, for companies when it comes to forecasting how much headcount they need to have in the next year or how much inventory to have if they're retail. And all of those are going to, especially for smaller companies, make a huge impact on whether they make profit or not. And so, what's great about working at Dataiku is you get to work on these high-impact projects and oftentimes I think from my perspective, I work as a solutions engineer on the commercial team. So it's just, we work generally with smaller customers and sometimes talking to them, me talking to them is like their first introduction to what data science is and what they can do with that data. And sort of using our platform to show them what the possibilities are and help them build a strategy around how they can implement data in their day-to-day. >> What's the difference? You were a data scientist by title and function, now you're a solutions engineer. Talk about the ascendancy into that and also some of the things that you and Tracy will talk about as those transferable, those transportable skills that probably maybe you learned in engineering, you brought data science now you're bringing to solutions engineering. >> Yeah, absolutely. So data science, I love working with data. I love getting in the weeds of things and I love, oftentimes that means debugging things or looking line by line at your code and trying to make it better. I found that on in the data science role, while those things I really loved, sometimes it also meant that I didn't, couldn't see or didn't have visibility into the broader picture of well like, well why are we doing this project? And who is it impacting? And because oftentimes your day-to-day is very much in the weeds. And so, I moved into sales or solutions engineering at Dataiku to get that perspective, because what a sales engineer does is support the sale from a technical perspective. And so, you really truly understand well, what is the customer looking for and what is going to influence them to make a purchase? And how do you tell the story of the impact of data? Because oftentimes they need to quantify well, if I purchase a software like Dataiku then I'm able to build this project and make this X impact on the business. And that is really powerful. That's where the storytelling comes in and that I feel like a lot of what we've been hearing today about connecting data with people who can actually do something with that data. That's really the bridge that we as sales engineers are trying to connect in that sales process. >> It's all about connectivity, isn't it? >> Yeah, definitely. We were talking about this earlier that it's about making impact and it's about people who we are analyzing data is like influencing. And I saw that one of the keywords or one of the biggest thing at Dataiku is everyday AI, so I wanted to just ask, could you please talk more about how does that weave into the problem solving and then day-to-day making an impact process? >> Yes, so I started working on Dataiku around three years ago and I fell in love with the product itself. The product that we have is we allow for people with different backgrounds. If you're coming from a data analyst background, data science, data engineering, maybe you are more of like a business subject matter expert, to all work in one unified central platform, one user interface. And why that's powerful is that when you're working with data, it's not just that data scientist working on their own and their own computer coding. We've heard today that it's all about connecting the data scientists with those business people, with maybe the data engineers and IT people who are actually going to put that model into production or other folks. And so, they all use different languages. Data scientists might use Python and R, your business people are using PowerPoint and Excel, everyone's using different tools. How do we bring them all in one place so that you can have conversations faster? So the business people can understand exactly what you're building with the data and can get their hands on that data and that model prediction faster. So that's what Dataiku does. That's the product that we have. And I completely forgot your question, 'cause I got so invested in talking about this. Oh, everyday AI. Yeah, so the goal of of Dataiku is really to allow for those maybe less technical people with less traditional data science backgrounds. Maybe they're data experts and they understand the data really well and they've been working in SQL for all their career. Maybe they're just subject matter experts and want to get more into working with data. We allow those people to do that through our no and low-code tools within our platform. Platform is very visual as well. And so, I've seen a lot of people learn data science, learn machine learning by working in the tool itself. And that's sort of, that's where everyday AI comes in, 'cause we truly believe that there are a lot of, there's a lot of unutilized expertise out there that we can bring in. And if we did give them access to data, imagine what we could do in the kind of work that they can do and become empowered basically with that. >> Yeah, we're just scratching the surface. I find data science so fascinating, especially when you talk about some of the real world applications, police violence, health inequities, climate change. Here we are in California and I don't know if you know, we're experiencing an atmospheric river again tomorrow. Californians and the rain- >> Storm is coming. >> We are not good... And I'm a native Californian, but we all know about climate change. People probably don't associate all of the data that is helping us understand it, make decisions based on what's coming what's happened in the past. I just find that so fascinating. But I really think we're truly at the beginning of really understanding the impact that being data-driven can actually mean whether you are investigating climate change or police violence or health inequities or your a grocery store that needs to become data-driven, because your consumer is expecting a personalized relevant experience. I want you to offer me up things that I know I was doing online grocery shopping, yesterday, I just got back from Europe and I was so thankful that my grocer is data-driven, because they made the process so easy for me. And but we have that expectation as consumers that it's going to be that easy, it's going to be that personalized. And what a lot of folks don't understand is the data the democratization of data, the AI that's helping make that a possibility that makes our lives easier. >> Yeah, I love that point around data is everywhere and the more we have, the actually the more access we actually are providing. 'cause now compute is cheaper, data is literally everywhere, you can get access to it very easily. And so, I feel like more people are just getting themselves involved and that's, I mean this whole conference around just bringing more women into this industry and more people with different backgrounds from minority groups so that we get their thoughts, their opinions into the work is so important and it's becoming a lot easier with all of the technology and tools just being open source being easier to access, being cheaper. And that I feel really hopeful about in this field. >> That's good. Hope is good, isn't it? >> Yes, that's all we need. But yeah, I'm glad to see that we're working towards that direction. I'm excited to see what lies in the future. >> We've been talking about numbers of women, percentages of women in technical roles for years and we've seen it hover around 25%. I was looking at some, I need to AnitaB.org stats from 2022 was just looking at this yesterday and the numbers are going up. I think the number was 26, 27.6% of women in technical roles. So we're seeing a growth there especially over pre-pandemic levels. Definitely the biggest challenge that still seems to be one of the biggest that remains is attrition. I would love to get your advice on what would you tell your younger self or the previous prior generation in terms of having the confidence and the courage to pursue engineering, pursue data science, pursue a technical role, and also stay in that role so you can be one of those females on stage that we saw today? >> Yeah, that's the goal right there one day. I think it's really about finding other people to lift and mentor and support you. And I talked to a bunch of people today who just found this conference through Googling it, and the fact that organizations like this exist really do help, because those are the people who are going to understand the struggles you're going through as a woman in this industry, which can get tough, but it gets easier when you have a community to share that with and to support you. And I do want to definitely give a plug to the WIDS@Dataiku team. >> Talk to us about that. >> Yeah, I was so fortunate to be a WIDS ambassador last year and again this year with Dataiku and I was here last year as well with Dataiku, but we have grown the WIDS effort so much over the last few years. So the first year we had two events in New York and also in London. Our Dataiku's global. So this year we additionally have one in the west coast out here in SF and another one in Singapore which is incredible to involve that team. But what I love is that everyone is really passionate about just getting more women involved in this industry. But then also what I find fortunate too at Dataiku is that we have a strong female, just a lot of women. >> Good. >> Yeah. >> A lot of women working as data scientists, solutions engineer and sales and all across the company who even if they aren't doing data work in a day-to-day, they are super-involved and excited to get more women in the technical field. And so. that's like our Empower group internally that hosts events and I feel like it's a really nice safe space for all of us to speak about challenges that we encounter and feel like we're not alone in that we have a support system to make it better. So I think from a nutrition standpoint every organization should have a female ERG to just support one another. >> Absolutely. There's so much value in a network in the community. I was talking to somebody who I'm blanking on this may have been in Barcelona last week, talking about a stat that showed that a really high percentage, 78% of people couldn't identify a female role model in technology. Of course, Sheryl Sandberg's been one of our role models and I thought a lot of people know Sheryl who's leaving or has left. And then a whole, YouTube influencers that have no idea that the CEO of YouTube for years has been a woman, who has- >> And she came last year to speak at WIDS. >> Did she? >> Yeah. >> Oh, I missed that. It must have been, we were probably filming. But we need more, we need to be, and it sounds like Dataiku was doing a great job of this. Tracy, we've talked about this earlier today. We need to see what we can be. And it sounds like Dataiku was pioneering that with that ERG program that you talked about. And I completely agree with you. That should be a standard program everywhere and women should feel empowered to raise their hand ask a question, or really embrace, "I'm interested in engineering, I'm interested in data science." Then maybe there's not a lot of women in classes. That's okay. Be the pioneer, be that next Sheryl Sandberg or the CTO of ChatGPT, Mira Murati, who's a female. We need more people that we can see and lean into that and embrace it. I think you're going to be one of them. >> I think so too. Just so that young girls like me like other who's so in school, can see, can look up to you and be like, "She's my role model and I want to be like her. And I know that there's someone to listen to me and to support me if I have any questions in this field." So yeah. >> Yeah, I mean that's how I feel about literally everyone that I'm surrounded by here. I find that you find role models and people to look up to in every conversation whenever I'm speaking with another woman in tech, because there's a journey that has had happen for you to get to that place. So it's incredible, this community. >> It is incredible. WIDS is a movement we're so proud of at theCUBE to have been a part of it since the very beginning, since 2015, I've been covering it since 2017. It's always one of my favorite events. It's so inspiring and it just goes to show the power that data can have, the influence, but also just that we're at the beginning of uncovering so much. Jacqueline's been such a pleasure having you on theCUBE. Thank you. >> Thank you. >> For sharing your story, sharing with us what Dataiku was doing and keep going. More power to you girl. We're going to see you up on that stage one of these years. >> Thank you so much. Thank you guys. >> Our pleasure. >> Our pleasure. >> For our guests and Tracy Zhang, this is Lisa Martin, you're watching theCUBE live at WIDS '23. #EmbraceEquity is this year's International Women's Day theme. Stick around, our next guest joins us in just a minute. (upbeat music)

>>From the Cube Studios in Palo Alto in Boston, bringing you data-driven insights from the cube and E T R. This is breaking analysis with Dave Valante. >>Making technology predictions in 2022 was tricky business, especially if you were projecting the performance of markets or identifying I P O prospects and making binary forecast on data AI and the macro spending climate and other related topics in enterprise tech 2022, of course was characterized by a seesaw economy where central banks were restructuring their balance sheets. The war on Ukraine fueled inflation supply chains were a mess. And the unintended consequences of of forced march to digital and the acceleration still being sorted out. Hello and welcome to this week's weekly on Cube Insights powered by E T R. In this breaking analysis, we continue our annual tradition of transparently grading last year's enterprise tech predictions. And you may or may not agree with our self grading system, but look, we're gonna give you the data and you can draw your own conclusions and tell you what, tell us what you think. >>All right, let's get right to it. So our first prediction was tech spending increases by 8% in 2022. And as we exited 2021 CIOs, they were optimistic about their digital transformation plans. You know, they rushed to make changes to their business and were eager to sharpen their focus and continue to iterate on their digital business models and plug the holes that they, the, in the learnings that they had. And so we predicted that 8% rise in enterprise tech spending, which looked pretty good until Ukraine and the Fed decided that, you know, had to rush and make up for lost time. We kind of nailed the momentum in the energy sector, but we can't give ourselves too much credit for that layup. And as of October, Gartner had it spending growing at just over 5%. I think it was 5.1%. So we're gonna take a C plus on this one and, and move on. >>Our next prediction was basically kind of a slow ground ball. The second base, if I have to be honest, but we felt it was important to highlight that security would remain front and center as the number one priority for organizations in 2022. As is our tradition, you know, we try to up the degree of difficulty by specifically identifying companies that are gonna benefit from these trends. So we highlighted some possible I P O candidates, which of course didn't pan out. S NQ was on our radar. The company had just had to do another raise and they recently took a valuation hit and it was a down round. They raised 196 million. So good chunk of cash, but, but not the i p O that we had predicted Aqua Securities focus on containers and cloud native. That was a trendy call and we thought maybe an M SS P or multiple managed security service providers like Arctic Wolf would I p o, but no way that was happening in the crummy market. >>Nonetheless, we think these types of companies, they're still faring well as the talent shortage in security remains really acute, particularly in the sort of mid-size and small businesses that often don't have a sock Lacework laid off 20% of its workforce in 2022. And CO C e o Dave Hatfield left the company. So that I p o didn't, didn't happen. It was probably too early for Lacework. Anyway, meanwhile you got Netscope, which we've cited as strong in the E T R data as particularly in the emerging technology survey. And then, you know, I lumia holding its own, you know, we never liked that 7 billion price tag that Okta paid for auth zero, but we loved the TAM expansion strategy to target developers beyond sort of Okta's enterprise strength. But we gotta take some points off of the failure thus far of, of Okta to really nail the integration and the go to market model with azero and build, you know, bring that into the, the, the core Okta. >>So the focus on endpoint security that was a winner in 2022 is CrowdStrike led that charge with others holding their own, not the least of which was Palo Alto Networks as it continued to expand beyond its core network security and firewall business, you know, through acquisition. So overall we're gonna give ourselves an A minus for this relatively easy call, but again, we had some specifics associated with it to make it a little tougher. And of course we're watching ve very closely this this coming year in 2023. The vendor consolidation trend. You know, according to a recent Palo Alto network survey with 1300 SecOps pros on average organizations have more than 30 tools to manage security tools. So this is a logical way to optimize cost consolidating vendors and consolidating redundant vendors. The E T R data shows that's clearly a trend that's on the upswing. >>Now moving on, a big theme of 2020 and 2021 of course was remote work and hybrid work and new ways to work and return to work. So we predicted in 2022 that hybrid work models would become the dominant protocol, which clearly is the case. We predicted that about 33% of the workforce would come back to the office in 2022 in September. The E T R data showed that figure was at 29%, but organizations expected that 32% would be in the office, you know, pretty much full-time by year end. That hasn't quite happened, but we were pretty close with the projection, so we're gonna take an A minus on this one. Now, supply chain disruption was another big theme that we felt would carry through 2022. And sure that sounds like another easy one, but as is our tradition, again we try to put some binary metrics around our predictions to put some meat in the bone, so to speak, and and allow us than you to say, okay, did it come true or not? >>So we had some data that we presented last year and supply chain issues impacting hardware spend. We said at the time, you can see this on the left hand side of this chart, the PC laptop demand would remain above pre covid levels, which would reverse a decade of year on year declines, which I think started in around 2011, 2012. Now, while demand is down this year pretty substantially relative to 2021, I D C has worldwide unit shipments for PCs at just over 300 million for 22. If you go back to 2019 and you're looking at around let's say 260 million units shipped globally, you know, roughly, so, you know, pretty good call there. Definitely much higher than pre covid levels. But so what you might be asking why the B, well, we projected that 30% of customers would replace security appliances with cloud-based services and that more than a third would replace their internal data center server and storage hardware with cloud services like 30 and 40% respectively. >>And we don't have explicit survey data on exactly these metrics, but anecdotally we see this happening in earnest. And we do have some data that we're showing here on cloud adoption from ET R'S October survey where the midpoint of workloads running in the cloud is around 34% and forecast, as you can see, to grow steadily over the next three years. So this, well look, this is not, we understand it's not a one-to-one correlation with our prediction, but it's a pretty good bet that we were right, but we gotta take some points off, we think for the lack of unequivocal proof. Cause again, we always strive to make our predictions in ways that can be measured as accurate or not. Is it binary? Did it happen, did it not? Kind of like an O K R and you know, we strive to provide data as proof and in this case it's a bit fuzzy. >>We have to admit that although we're pretty comfortable that the prediction was accurate. And look, when you make an hard forecast, sometimes you gotta pay the price. All right, next, we said in 2022 that the big four cloud players would generate 167 billion in IS and PaaS revenue combining for 38% market growth. And our current forecasts are shown here with a comparison to our January, 2022 figures. So coming into this year now where we are today, so currently we expect 162 billion in total revenue and a 33% growth rate. Still very healthy, but not on our mark. So we think a w s is gonna miss our predictions by about a billion dollars, not, you know, not bad for an 80 billion company. So they're not gonna hit that expectation though of getting really close to a hundred billion run rate. We thought they'd exit the year, you know, closer to, you know, 25 billion a quarter and we don't think they're gonna get there. >>Look, we pretty much nailed Azure even though our prediction W was was correct about g Google Cloud platform surpassing Alibaba, Alibaba, we way overestimated the performance of both of those companies. So we're gonna give ourselves a C plus here and we think, yeah, you might think it's a little bit harsh, we could argue for a B minus to the professor, but the misses on GCP and Alibaba we think warrant a a self penalty on this one. All right, let's move on to our prediction about Supercloud. We said it becomes a thing in 2022 and we think by many accounts it has, despite the naysayers, we're seeing clear evidence that the concept of a layer of value add that sits above and across clouds is taking shape. And on this slide we showed just some of the pickup in the industry. I mean one of the most interesting is CloudFlare, the biggest supercloud antagonist. >>Charles Fitzgerald even predicted that no vendor would ever use the term in their marketing. And that would be proof if that happened that Supercloud was a thing and he said it would never happen. Well CloudFlare has, and they launched their version of Supercloud at their developer week. Chris Miller of the register put out a Supercloud block diagram, something else that Charles Fitzgerald was, it was was pushing us for, which is rightly so, it was a good call on his part. And Chris Miller actually came up with one that's pretty good at David Linthicum also has produced a a a A block diagram, kind of similar, David uses the term metacloud and he uses the term supercloud kind of interchangeably to describe that trend. And so we we're aligned on that front. Brian Gracely has covered the concept on the popular cloud podcast. Berkeley launched the Sky computing initiative. >>You read through that white paper and many of the concepts highlighted in the Supercloud 3.0 community developed definition align with that. Walmart launched a platform with many of the supercloud salient attributes. So did Goldman Sachs, so did Capital One, so did nasdaq. So you know, sorry you can hate the term, but very clearly the evidence is gathering for the super cloud storm. We're gonna take an a plus on this one. Sorry, haters. Alright, let's talk about data mesh in our 21 predictions posts. We said that in the 2020s, 75% of large organizations are gonna re-architect their big data platforms. So kind of a decade long prediction. We don't like to do that always, but sometimes it's warranted. And because it was a longer term prediction, we, at the time in, in coming into 22 when we were evaluating our 21 predictions, we took a grade of incomplete because the sort of decade long or majority of the decade better part of the decade prediction. >>So last year, earlier this year, we said our number seven prediction was data mesh gains momentum in 22. But it's largely confined and narrow data problems with limited scope as you can see here with some of the key bullets. So there's a lot of discussion in the data community about data mesh and while there are an increasing number of examples, JP Morgan Chase, Intuit, H S P C, HelloFresh, and others that are completely rearchitecting parts of their data platform completely rearchitecting entire data platforms is non-trivial. There are organizational challenges, there're data, data ownership, debates, technical considerations, and in particular two of the four fundamental data mesh principles that the, the need for a self-service infrastructure and federated computational governance are challenging. Look, democratizing data and facilitating data sharing creates conflicts with regulatory requirements around data privacy. As such many organizations are being really selective with their data mesh implementations and hence our prediction of narrowing the scope of data mesh initiatives. >>I think that was right on J P M C is a good example of this, where you got a single group within a, within a division narrowly implementing the data mesh architecture. They're using a w s, they're using data lakes, they're using Amazon Glue, creating a catalog and a variety of other techniques to meet their objectives. They kind of automating data quality and it was pretty well thought out and interesting approach and I think it's gonna be made easier by some of the announcements that Amazon made at the recent, you know, reinvent, particularly trying to eliminate ET t l, better connections between Aurora and Redshift and, and, and better data sharing the data clean room. So a lot of that is gonna help. Of course, snowflake has been on this for a while now. Many other companies are facing, you know, limitations as we said here and this slide with their Hadoop data platforms. They need to do new, some new thinking around that to scale. HelloFresh is a really good example of this. Look, the bottom line is that organizations want to get more value from data and having a centralized, highly specialized teams that own the data problem, it's been a barrier and a blocker to success. The data mesh starts with organizational considerations as described in great detail by Ash Nair of Warner Brothers. So take a listen to this clip. >>Yeah, so when people think of Warner Brothers, you always think of like the movie studio, but we're more than that, right? I mean, you think of H B O, you think of t n t, you think of C N N. We have 30 plus brands in our portfolio and each have their own needs. So the, the idea of a data mesh really helps us because what we can do is we can federate access across the company so that, you know, CNN can work at their own pace. You know, when there's election season, they can ingest their own data and they don't have to, you know, bump up against, as an example, HBO if Game of Thrones is going on. >>So it's often the case that data mesh is in the eyes of the implementer. And while a company's implementation may not strictly adhere to Jamma Dani's vision of data mesh, and that's okay, the goal is to use data more effectively. And despite Gartner's attempts to deposition data mesh in favor of the somewhat confusing or frankly far more confusing data fabric concept that they stole from NetApp data mesh is taking hold in organizations globally today. So we're gonna take a B on this one. The prediction is shaping up the way we envision, but as we previously reported, it's gonna take some time. The better part of a decade in our view, new standards have to emerge to make this vision become reality and they'll come in the form of both open and de facto approaches. Okay, our eighth prediction last year focused on the face off between Snowflake and Databricks. >>And we realized this popular topic, and maybe one that's getting a little overplayed, but these are two companies that initially, you know, looked like they were shaping up as partners and they, by the way, they are still partnering in the field. But you go back a couple years ago, the idea of using an AW w s infrastructure, Databricks machine intelligence and applying that on top of Snowflake as a facile data warehouse, still very viable. But both of these companies, they have much larger ambitions. They got big total available markets to chase and large valuations that they have to justify. So what's happening is, as we've previously reported, each of these companies is moving toward the other firm's core domain and they're building out an ecosystem that'll be critical for their future. So as part of that effort, we said each is gonna become aggressive investors and maybe start doing some m and a and they have in various companies. >>And on this chart that we produced last year, we studied some of the companies that were targets and we've added some recent investments of both Snowflake and Databricks. As you can see, they've both, for example, invested in elation snowflake's, put money into Lacework, the Secur security firm, ThoughtSpot, which is trying to democratize data with ai. Collibra is a governance platform and you can see Databricks investments in data transformation with D B T labs, Matillion doing simplified business intelligence hunters. So that's, you know, they're security investment and so forth. So other than our thought that we'd see Databricks I p o last year, this prediction been pretty spot on. So we'll give ourselves an A on that one. Now observability has been a hot topic and we've been covering it for a while with our friends at E T R, particularly Eric Bradley. Our number nine prediction last year was basically that if you're not cloud native and observability, you are gonna be in big trouble. >>So everything guys gotta go cloud native. And that's clearly been the case. Splunk, the big player in the space has been transitioning to the cloud, hasn't always been pretty, as we reported, Datadog real momentum, the elk stack, that's open source model. You got new entrants that we've cited before, like observe, honeycomb, chaos search and others that we've, we've reported on, they're all born in the cloud. So we're gonna take another a on this one, admittedly, yeah, it's a re reasonably easy call, but you gotta have a few of those in the mix. Okay, our last prediction, our number 10 was around events. Something the cube knows a little bit about. We said that a new category of events would emerge as hybrid and that for the most part is happened. So that's gonna be the mainstay is what we said. That pure play virtual events are gonna give way to hi hybrid. >>And the narrative is that virtual only events are, you know, they're good for quick hits, but lousy replacements for in-person events. And you know that said, organizations of all shapes and sizes, they learn how to create better virtual content and support remote audiences during the pandemic. So when we set at pure play is gonna give way to hybrid, we said we, we i we implied or specific or specified that the physical event that v i p experience is going defined. That overall experience and those v i p events would create a little fomo, fear of, of missing out in a virtual component would overlay that serves an audience 10 x the size of the physical. We saw that really two really good examples. Red Hat Summit in Boston, small event, couple thousand people served tens of thousands, you know, online. Second was Google Cloud next v i p event in, in New York City. >>Everything else was, was, was, was virtual. You know, even examples of our prediction of metaverse like immersion have popped up and, and and, and you know, other companies are doing roadshow as we predicted like a lot of companies are doing it. You're seeing that as a major trend where organizations are going with their sales teams out into the regions and doing a little belly to belly action as opposed to the big giant event. That's a definitely a, a trend that we're seeing. So in reviewing this prediction, the grade we gave ourselves is, you know, maybe a bit unfair, it should be, you could argue for a higher grade, but the, but the organization still haven't figured it out. They have hybrid experiences but they generally do a really poor job of leveraging the afterglow and of event of an event. It still tends to be one and done, let's move on to the next event or the next city. >>Let the sales team pick up the pieces if they were paying attention. So because of that, we're only taking a B plus on this one. Okay, so that's the review of last year's predictions. You know, overall if you average out our grade on the 10 predictions that come out to a b plus, I dunno why we can't seem to get that elusive a, but we're gonna keep trying our friends at E T R and we are starting to look at the data for 2023 from the surveys and all the work that we've done on the cube and our, our analysis and we're gonna put together our predictions. We've had literally hundreds of inbounds from PR pros pitching us. We've got this huge thick folder that we've started to review with our yellow highlighter. And our plan is to review it this month, take a look at all the data, get some ideas from the inbounds and then the e t R of January surveys in the field. >>It's probably got a little over a thousand responses right now. You know, they'll get up to, you know, 1400 or so. And once we've digested all that, we're gonna go back and publish our predictions for 2023 sometime in January. So stay tuned for that. All right, we're gonna leave it there for today. You wanna thank Alex Myerson who's on production and he manages the podcast, Ken Schiffman as well out of our, our Boston studio. I gotta really heartfelt thank you to Kristen Martin and Cheryl Knight and their team. They helped get the word out on social and in our newsletters. Rob Ho is our editor in chief over at Silicon Angle who does some great editing for us. Thank you all. Remember all these podcasts are available or all these episodes are available is podcasts. Wherever you listen, just all you do Search Breaking analysis podcast, really getting some great traction there. Appreciate you guys subscribing. I published each week on wikibon.com, silicon angle.com or you can email me directly at david dot valante silicon angle.com or dm me Dante, or you can comment on my LinkedIn post. And please check out ETR AI for the very best survey data in the enterprise tech business. Some awesome stuff in there. This is Dante for the Cube Insights powered by etr. Thanks for watching and we'll see you next time on breaking analysis.

(upbeat music) >> Welcome to theCUBE's continuing coverage of AMD's fourth generation EPYC launch. I've got a special guest with me today from Prowess Consulting. His name is Evan Touger, he's a senior technical writer with Prowess. Evan, welcome. >> Hi, great to be here. Thanks. >> So tell us a little bit about Prowess, what does Prowess do? >> Yeah, we're a consulting firm. We've been around for quite a few years, based in Bellevue, Washington. And we do quite a few projects with folks from Dell to a lot of other companies, and dive in. We have engineers, writers, production folks, so pretty much end-to-end work, doing research testing and writing, and diving into different technical topics. >> So you- in this case what we're going to be talking about is some validation studies that you've done, looking at Dell PowerEdge servers that happened to be integrating in fourth-gen EPYC processors from AMD. What were the specific workloads that you were focused on in this study? >> Yeah, this particular one was honing in on virtualization, right? You know, obviously it's pretty much ubiquitous in the industry, everybody works with virtualization in one way or another. So just getting optimal performance for virtualization was critical, or is critical for most businesses. So we just wanted to look a little deeper into, you know, how do companies evaluate that? What are they going to use to make the determination for virtualization performance as it relates to their workloads? So that led us to this study, where we looked at some benchmarks, and then went a little deeper under the hood to see what led to the results that we saw from those benchmarks. >> So when you say virtualization, does that include virtual desktop infrastructure or are we just talking about virtual machines in general? >> No, it can include both. We looked at VMs, thinking in terms of what about database performance when you're working in VMs, all the way through to VDI and companies like healthcare organizations and so forth, where it's common to roll out lots of virtual desktops, and performance is critical there as well. >> Okay, you alluded to, sort of, looking under the covers to see, you know, where these performance results were coming from. I assume what you're referencing is the idea that it's not just all about the CPU when you talk about a system. Am I correct in that assumption and- >> Yeah, absolutely. >> What can you tell us? >> Well, you know, for companies evaluating, there's quite a bit to consider, obviously. So they're looking at not just raw performance but power performance. So that was part of it, and then what makes up that- those factors, right? So certainly CPU is critical to that, but then other things come into play, like the RAID controllers. So we looked a little bit there. And then networking, of course can be critical for configurations that are relying on good performance on their networks, both in terms of bandwidth and just reducing latency overall. So interconnects as well would be a big part of that. So with, with PCIe gen 5 or 5.0 pick your moniker. You know in this- in the infrastructure game, we're often playing a game of whack-a-mole, looking for the bottlenecks, you know, chasing the bottlenecks. PCIe 5 opens up a lot of bandwidth for memory and things like RAID controllers and NICs. I mean, is the bottleneck now just our imagination, Evan, have we reached a point where there are no bottlenecks? What did you see when you ran these tests? What, you know, what were you able to stress to a point where it was saturated, if anything? >> Yeah. Well, first of all, we didn't- these are particular tests were ones that we looked at industry benchmarks, and we were examining in particular to see where world records were set. And so we uncovered a few specific servers, PowerEdge servers that were pretty key there, or had a lot of- were leading in the category in a lot of areas. So that's what led us to then, okay, well why is that? What's in these servers, and what's responsible for that? So in a lot of cases they, we saw these results even with, you know, gen 4, PCIe gen 4. So there were situations where clearly there was benefit from faster interconnects and, and especially NVMe for RAID, you know, for supporting NVMe and SSDs. But all of that just leads you to the understanding that it means it can only get better, right? So going from gen 4 to- if you're seeing great results on gen 4, then gen 5 is probably going to be, you know, blow that away. >> And in this case, >> It'll be even better. >> In this case, gen 5 you're referencing PCIe >> PCIe right. Yeah, that's right. >> (indistinct) >> And then the same thing with EPYC actually holds true, some of the records, we saw records set for both 3rd and 4th gen, so- with EPYC, so the same thing there. Anywhere there's a record set on the 3rd gen, you know, makes us really- we're really looking forward to going back and seeing over the next few months, which of those records fall and are broken by newer generation versions of these servers, once they actually wrap to the newer generation processors. You know, based on, on what we're seeing for the- for what those processors can do, not only in. >> (indistinct) Go ahead. >> Sorry, just want to say, not only in terms of raw performance, but as I mentioned before, the power performance, 'cause they're very efficient, and that's a really critical consideration, right? I don't think you can overstate that for companies who are looking at, you know, have to consider expenditures and power and cooling and meeting sustainability goals and so forth. So that was really an important category in terms of what we looked at, was that power performance, not just raw performance. >> Yeah, I want to get back to that, that's a really good point. We should probably give credit where credit is due. Which Dell PowerEdge servers are we talking about that were tested and what did those interconnect components look like from a (indistinct) perspective? >> Yeah, so we focused primarily on a couple benchmarks that seemed most important for real world performance results for virtualization. TPCx-V and VMmark 3.x. the TPCx-V, that's where we saw PowerEdge R7525, R7515. They both had top scores in different categories there. That benchmark is great for looking at database workloads in particular, right? Running in virtualization settings. And then the VMmark 3.x was critical. We saw good, good results there for the 7525 and the R 7515 as well as the R 6525, in that one and that included, sorry, just checking notes to see what- >> Yeah, no, no, no, no, (indistinct) >> Included results for power performance, as I mentioned earlier, that's where we could see that. So we kind of, we saw this in a range of servers that included both 3rd gen AMD EPYC and newer 4th gen as well as I mentioned. The RAID controllers were critical in the TPCx-V. I don't think that came into play in the VM mark test, but they were definitely part of the TPCx-V benchmarks. So that's where the RAID controllers would make a difference, right? And in those tests, I think they're using PERC 11. So, you know, the newer PERC 12 controllers there, again we'd expect >> (indistinct) >> To see continued, you know, gains in newer benchmarks. That's what we'll be looking for over the next several months. >> Yeah. So I think if I've got my Dell nomenclature down, performance, no no, PowerEdge RAID Controller, is that right? >> Exactly, yeah, there you go. Right? >> With Broadcom, you know, powered by Broadcom. >> That's right. There you go. Yeah. Isn't the Dell naming scheme there PERC? >> Yeah, exactly, exactly. Back to your comment about power. So you've had a chance to take a pretty deep look at the latest stuff coming out. You're confident that- 'cause some of these servers are going to be more expensive than previous generation. Now a server is not a server is not a server, but some are awakening to the idea that there might be some sticker shock. You're confident that the bang for your buck, the bang for your kilowatt hour is actually going to be beneficial. We're actually making things better, faster, stronger, cheaper, more energy efficient. We're continuing on that curve? >> That's what I would expect to see, right. I mean, of course can't speak to to pricing without knowing, you know, where the dollars are going to land on the servers. But I would expect to see that because you're getting gains in a couple of ways. I mean, one, if the performance increases to the point where you can run more VMs, right? Get more performance out of your VMs and run more total VMs or more BDIs, then there's obviously a good, you know, payback on your investment there. And then as we were discussing earlier, just the power performance ratio, right? So if you're bringing down your power and cooling costs, if these machines are just more efficient overall, then you should see some gains there as well. So, you know, I think the key is looking at what's the total cost of ownership over, you know, a standard like a three-year period or something and what you're going to get out of it for your number of sessions, the performance for the sessions, and the overall efficiency of the machines. >> So just just to be clear with these Dell PowerEdge servers, you were able to validate world record performance. But this isn't, if you, if you look at CPU architecture, PCIe bus architecture, memory, you know, the class of memory, the class of RAID controller, the class of NIC. Those were not all state of the art in terms of at least what has been recently announced. Correct? >> Right. >> Because (indistinct) the PCI 4.0, So to your point- world records with that, you've got next-gen RAID controllers coming out, and NICs coming out. If the motherboard was PCIe 5, with commensurate memory, all of those things are getting better. >> Exactly, right. I mean you're, you're really you're just eliminating bandwidth constraints latency constraints, you know, all of that should be improved. NVMe, you know, just collectively all these things just open the doors, you know, letting more bandwidth through reducing all the latency. Those are, those are all pieces of the puzzle, right? That come together and it's all about finding the weakest link and eliminating it. And I think we're reaching the point where we're removing the biggest constraints from the systems. >> Okay. So I guess is it fair to summarize to say that with this infrastructure that you tested, you were able to set world records. This, during this year, I mean, over the next several months, things are just going to get faster and faster and faster and faster. >> That's what I would anticipate, exactly, right. If they're setting world records with these machines before some of the components are, you know, the absolute latest, it seems to me we're going to just see a continuing trend there, and more and more records should fall. So I'm really looking forward to seeing how that goes, 'cause it's already good and I think the return on investment is pretty good there. So I think it's only going to get better as these roll out. >> So let me ask you a question that's a little bit off topic. >> Okay. >> Kind of, you know, we see these gains, you know, we're all familiar with Moore's Law, we're familiar with, you know, the advancements in memory and bus architecture and everything else. We just covered SuperCompute 2022 in Dallas a couple of weeks ago. And it was fascinating talking to people about advances in AI that will be possible with new architectures. You know, most of these supercomputers that are running right now are n minus 1 or n minus 2 infrastructure, you know, they're, they're, they're PCI 3, right. And maybe two generations of processors old, because you don't just throw out a 100,000 CPU super computing environment every 18 months. It doesn't work that way. >> Exactly. >> Do you have an opinion on this question of the qualitative versus quantitative increase in computing moving forward? And, I mean, do you think that this new stuff that you're starting to do tests on is going to power a fundamental shift in computing? Or is it just going to be more consolidation, better power consumption? Do you think there's an inflection point coming? What do you think? >> That's a great question. That's a hard one to answer. I mean, it's probably a little bit of both, 'cause certainly there will be better consolidation, right? But I think that, you know, the systems, it works both ways. It just allows you to do more with less, right? And you can go either direction, you can do what you're doing now on fewer machines, you know, and get better value for it, or reduce your footprint. Or you can go the other way and say, wow, this lets us add more machines into the mix and take our our level of performance from here to here, right? So it just depends on what your focus is. Certainly with, with areas like, you know, HPC and AI and ML, having the ability to expand what you already are capable of by adding more machines that can do more is going to be your main concern. But if you're more like a small to medium sized business and the opportunity to do what you were doing on, on a much smaller footprint and for lower costs, that's really your goal, right? So I think you can use this in either direction and it should, should pay back in a lot of dividends. >> Yeah. Thanks for your thoughts. It's an interesting subject moving forward. You know, sometimes it's easy to get lost in the minutiae of the bits and bites and bobs of all the components we're studying, but they're powering something that that's going to effect effectively all of humanity as we move forward. So what else do we need to consider when it comes to what you've just validated in the virtualization testing? Anything else, anything we left out? >> I think we hit all the key points, or most of them it's, you know, really, it's just keeping in mind that it's all about the full system, the components not- you know, the processor is a obviously a key, but just removing blockages, right? Freeing up, getting rid of latency, improving bandwidth, all these things come to play. And then the power performance, as I said, I know I keep coming back to that but you know, we just, and a lot of what we work on, we just see that businesses, that's a really big concern for businesses and finding efficiency, right? And especially in an age of constrained budgets, that's a big deal. So, it's really important to have that power performance ratio. And that's one of the key things we saw that stood out to us in, in some of these benchmarks, so. >> Well, it's a big deal for me. >> It's all good. >> Yeah, I live in California and I know exactly how much I pay for a kilowatt hour of electricity. >> I bet, yeah. >> My friends in other places don't even know. So I totally understand the power constraint question. >> Yeah, it's not going to get better, so, anything you can do there, right? >> Yeah. Well Evan, this has been great. Thanks for sharing the results that Prowess has come up with, third party validation that, you know, even without the latest and greatest components in all categories, Dell PowerEdge servers are able to set world records. And I anticipate that those world records will be broken in 2023 and I expect that Prowess will be part of that process, So Thanks for that. For the rest of us- >> (indistinct) >> Here at theCUBE, I want to thank you for joining us. Stay tuned for continuing coverage of AMD's fourth generation EPYC launch, for myself and for Evan Touger. Thanks so much for joining us. (upbeat music)

>>In the early part of this century, we're talking about the 2005 to 2007 timeframe. There was a lot of talk about so-called green it. And at that time there was some organizational friction. Like for example, the line was that the CIO never saw the power bill, so he or she didn't care, or that the facilities folks, they rarely talked to the IT department. So it was kind of that split brain. And, and then the oh 7 0 8 financial crisis really created an inflection point in a couple of ways. First, it caused organizations to kind of pump the brakes on it spending, and then they took their eye off the sustainability ball. And the second big trend, of course, was the cloud model, you know, kind of became a benchmark for it. Simplicity and automation and efficiency, the ability to dial down and dial up capacity as needed. >>And the third was by the end of the first decade of the, the two thousands, the technology of virtualization was really hitting its best stride. And then you had innovations like flash storage, which largely eliminated the need for these massive farms of spinning mechanical devices that sucked up a lot of power. And so really these technologies began their march to mainstream adoption. And as we progressed through the 2020s, the effect of climate change really come into focus as a critical component of esg. Environmental, social, and governance. Shareholders have come to demand metrics around sustainability. Employees are often choosing employers based on their ESG posture. And most importantly, companies are finding that savings on power cooling and footprint, it has a bottom line impact on the income statement. Now you add to that the energy challenges around the world, particularly facing Europe right now, the effects of global inflation and even more advanced technologies like machine intelligence. >>And you've got a perfect storm where technology can really provide some relief to organizations. Hello and welcome to the Path to Sustainable It Made Possible by Pure Storage and Collaboration with the Cube. My name is Dave Valante and I'm one of the host of the program, along with my colleague Lisa Martin. Now, today we're gonna hear from three leaders on the sustainability topic. First up, Lisa will talk to Nicole Johnson. She's the head of Social Impact and Sustainability at Pure Storage. Nicole will talk about the results from a study of around a thousand sustainability leaders worldwide, and she'll share some metrics from that study. And then next, Lisa will speak to AJ Singh. He's the Chief Product Officer at Pure Storage. We've had had him on the cube before, and not only will he share some useful stats in the market, I'll also talk about some of the technology innovations that customers can tap to address their energy consumption, not the least of which is ai, which is is entering every aspect of our lives, including how we deal with energy consumption. And then we'll bring it back to our Boston studio and go north of Italy with Mattia Ballero of Elec Informatica, a services provider with deep expertise on the topic of sustainability. We hope you enjoyed the program today. Thanks for watching. Let's get started >>At Pure Storage, the opportunity for change and our commitment to a sustainable future are a direct reflection of the way we've always operated and the values we live by every day. We are making significant and immediate impact worldwide through our environmental sustainability efforts. The milestones of change can be seen everywhere in everything we do. Pure's Evergreen Storage architecture delivers two key environmental benefits to customers, the reduction of wasted energy and the reduction of e-waste. Additionally, Pure's implemented a series of product packaging redesigns, promoting recycled and reuse in order to reduce waste that will not only benefit our customers, but also the environment. Pure is committed to doing what is right and leading the way with innovation. That has always been the pure difference, making a difference by enabling our customers to drive out energy usage and their data storage systems by up to 80%. Today, more than 97% of pure arrays purchased six years ago are still in service. And tomorrow our goal for the future is to reduce Scope three. Emissions Pure is committing to further reducing our sold products emissions by 66% per petabyte by 2030. All of this means what we said at the beginning, change that is simple and that is what it has always been about. Pure has a vision for the future today, tomorrow, forever. >>Hi everyone, welcome to this special event, pure Storage, the Path to Sustainable it. I'm your host, Lisa Martin. Very pleased to be joined by Nicole Johnson, the head of Social Impact and Sustainability at Pure Storage. Nicole, welcome to the Cube. Thanks >>For having me, Lisa. >>Sustainability is such an important topic to talk about and I understand that Pure just announced a report today about sustainability. What can you tell me what nuggets are in this report? >>Well, actually quite a few really interesting nuggets, at least for us. And I, I think probably for you and your viewers as well. So we actually commissioned about a thousand sustainability leaders across the globe to understand, you know, what are their sustainability goals, what are they working on, and what are the impacts of buying decisions, particularly around infrastructure when it comes to sustainable goals. I think one of the things that was really interesting for us was the fact that around the world we did not see a significant variation in terms of sustainability being a top priority. You've, I'm sure you've heard about the energy crisis that's happening across Europe. And so, you know, there was some thought that perhaps that might play into AMEA being a larger, you know, having sustainability goals that were more significant. But we actually did not find that we found sustainability to be really important no matter where the respondents were located. >>So very interesting at Pure sustainability is really at the heart of what we do and has been since our founding. It's interesting because we set out to make storage really simple, but it turns out really simple is also really sustainable. And the products and services that we bring to our customers have really powerful outcomes when it comes to decreasing their, their own carbon footprints. And so, you know, we often hear from customers that we've actually really helped them to significantly improve their storage performance, but also allow them to save on space power and cooling costs and, and their footprint. So really significant findings. One example of that is a company called Cengage, which is a global education technology company. They recently shared with us that they have actually been able to reduce their overall storage footprint by 80% while doubling to tripling the performance of their storage systems. So it's really critical for, for companies who are thinking about their sustainability goals, to consider the dynamic between their sustainability program and their IT teams who are making these buying decisions, >>Right? Those two teams need to be really inextricably linked these days. You talked about the fact that there was really consistency across the regions in terms of sustainability being of high priority for organizations. You had a great customer story that you shared that showed significant impact can be made there by bringing the sustainability both together with it. But I'm wondering why are we seeing that so much of the vendor selection process still isn't revolving around sustainability or it's overlooked? What are some of the things that you received despite so many people saying sustainability, huge priority? >>Well, in this survey, the most commonly cited challenge was really around the fact that there was a lack of management buy-in. 40% of respondents told us this was the top roadblock. So getting, I think getting that out of the way. And then we also just heard that sustainability teams were not brought into tech purchasing processes until after it's already rolling, right? So they're not even looped in. And that being said, you know, we know that it has been identified as one of the key departments to supporting a company sustainability goals. So we, we really want to ensure that these two teams are talking more to each other. When we look even closer at the data from the respondents, we see some really positive correlations. We see that 65% of respondents reported that they're on track to meet their sustainability goals. And the IT of those 65%, it is significantly engaged with reporting data for those sustainability initiatives. We saw that, that for those who did report, the sustainability is a top priority for vendor selection. They were twice as likely to be on track with their goals and their sustainability directors said that they were getting involved at the beginning of the tech purchasing program. Our process, I'm sorry, rather than towards the end. And so, you know, we know that to curb the impact of climate crisis, we really need to embrace sustainability from a cross-functional viewpoint. >>Definitely has to be cross-functional. So, so strong correlations there in the report that organizations that had closer alignment between the sustainability folks and the IT folks were farther along in their sustainability program development, execution, et cetera, those co was correlations, were they a surprise? >>Not entirely. You know, when we look at some of the statistics that come from the, you know, places like the World Economic Forum, they say that digitization generated 4% of greenhouse gas emissions in 2020. So, and that, you know, that's now almost three years ago, digital data only accelerates, and by 2025, we expect that number could be almost double. And so we know that that communication and that correlation is gonna be really important because data centers are taking up such a huge footprint of when companies are looking at their emissions. And it's, I mean, quite frankly, a really interesting opportunity for it to be a trailblazer in the sustainability journey. And, you know, perhaps people that are in IT haven't thought about how they can make an impact in this area, but there really is some incredible ways to help us work on cutting carbon emissions, both from your company's perspective and from the world's perspective, right? >>Like we are, we're all doing this because it's something that we know we have to do to drive down climate change. So I think when you, when you think about how to be a trailblazer, how to do things differently, how to differentiate your own department, it's a really interesting connection that IT and sustainability work together. I would also say, you know, I'll just note that of the respondents to the survey we were discussing, we do over half of those respondents expect to see closer alignment between the organization's IT and sustainability teams as they move forward. >>And that's really a, a tip a hat to those organizations embracing cultural change. That's always hard to do, but for those two, for sustainability in IT to come together as part of really the overall ethos of an organization, that's huge. And it's great to see the data demonstrating that, that those, that alignment, that close alignment is really on its way to helping organizations across industries make a big impact. I wanna dig in a little bit to here's ESG goals. What can you share with us about >>That? Absolutely. So as I mentioned peers kind of at the beginning of our formal ESG journey, but really has been working on the, on the sustainability front for a long time. I would, it's funny as we're, as we're doing a lot of this work and, and kind of building our own profile around this, we're coming back to some of the things that we have done in the past that consumers weren't necessarily interested in then but are now because the world has changed, becoming more and more invested in. So that's exciting. So we did a baseline scope one, two, and three analysis and discovered, interestingly enough that 70% of our emissions comes from use of sold products. So our customers work running our products in their data centers. So we know that we, we've made some ambitious goals around our Scope one and two emissions, which is our own office, our utilities, you know, those, they only account for 6% of our emissions. So we know that to really address the issue of climate change, we need to work on the use of sold products. So we've also made a, a really ambitious commitment to decrease our carbon emissions by 66% per bed per petabyte by 2030 in our product. So decreasing our own carbon footprint, but also affecting our customers as well. And we've also committed to a science-based target initiative and our road mapping how to achieve the ambitious goals set out in the Paris agreement. >>That's fantastic. It sounds like you really dialed in on where is the biggest opportunity for us as Pure Storage to make the biggest impact across our organization, across our customers organizations. There lofty goals that pure set, but knowing what I know about Pure, you guys are probably well on track to, to accomplish those goals in record time, >>I hope So. >>Talk a little bit about advice that you would give to viewers who might be at the very beginning of their sustainability journey and really wondering what are the core elements besides it, sustainability, team alignment that I need to bring into this program to make it actually successful? >>Yeah, so I think, you know, understanding that you don't have to pick between really powerful technology and sustainable technology. There are opportunities to get both and not just in storage right in, in your entire IT portfolio. We know that, you know, we're in a place in the world where we have to look at things from the bigger picture. We have to solve new challenges and we have to approach business a little bit differently. So adopting solutions and services that are environmentally efficient can actually help to scale and deliver more effective and efficient IT solutions over time. So I think that that's something that we need to, to really remind ourselves, right? We have to go about business a little bit differently and that's okay. We also know that data centers utilize an incredible amount of, of energy and, and carbon. And so everything that we can do to drive that down is going to address the sustainability goals for us individually as well as, again, drive down that climate change. So we, we need to get out of the mindset that data centers are, are about reliability or cost, et cetera, and really think about efficiency and carbon footprint when you're making those business decisions. I'll also say that, you know, the earlier that we can get sustainability teams into the conversation, the more impactful your business decisions are going to be and helping you to guide sustainable decision making. >>So shifting sustainability and IT left almost together really shows that the correlation between those folks getting together in the beginning with intention, the report shows and the successes that peers had demonstrate that that's very impactful for organizations to actually be able to implement even the cultural change that's needed for sustainability programs to be successful. My last question for you goes back to that report. You mentioned in there that the data show a lot of organizations are hampered by management buy-in, where sustainability is concerned. How can pure help its customers navigate around those barriers so that they get that management buy-in and they understand that the value in it for >>Them? Yeah, so I mean, I think that for me, my advice is always to speak to hearts and minds, right? And help the management to understand, first of all, the impact right on climate change. So I think that's the kind of hearts piece on the mind piece. I think it's addressing the sustainability goals that these companies have set for themselves and helping management understand how to, you know, how their IT buying decisions can actually really help them to reach these goals. We also, you know, we always run kind of TCOs for customers to understand what is the actual cost of, of the equipment. And so, you know, especially if you're in a, in a location in which energy costs are rising, I mean, I think we're seeing that around the world right now with inflation. Better understanding your energy costs can really help your management to understand the, again, the bigger picture and what that total cost is gonna be. Often we see, you know, that maybe the I the person who's buying the IT equipment isn't the same person who's purchasing, who's paying the, the electricity bills, right? And so sometimes even those two teams aren't talking. And there's a great opportunity there, I think, to just to just, you know, look at it from a more high level lens to better understand what total cost of ownership is. >>That's a great point. Great advice. Nicole, thank you so much for joining me on the program today, talking about the new report that on sustainability that Pure put out some really compelling nuggets in there, but really also some great successes that you've already achieved internally on your own ESG goals and what you're helping customers to achieve in terms of driving down their carbon footprint and emissions. We so appreciate your insights and your thoughts. >>Thank you, Lisa. It's been great speaking with you. >>AJ Singh joins me, the Chief Product Officer at Peer Storage. Aj, it's great to have you back on the program. >>Great to be back on, Lisa, good morning. >>Good morning. And sustainability is such an important topic to talk about. So we're gonna really unpack what PEER is doing, we're gonna get your viewpoints on what you're seeing and you're gonna leave the audience with some recommendations on how they can get started on their ESG journey. First question, we've been hearing a lot from pure AJ about the role that technology plays in organizations achieving sustainability goals. What's been the biggest environmental impact associated with, with customers achieving that given the massive volumes of data that keep being generated? >>Absolutely, Lisa, you can imagine that the data is only growing and exploding and, and, and, and there's a good reason for it. You know, data is the new currency. Some people call it the new oil. And the opportunity to go process this data gain insights is really helping customers drive an edge in the digital transformation. It's gonna make a difference between them being on the leaderboard a decade from now when the digital transformation kind of pans out versus, you know, being kind of somebody that, you know, quite missed the boat. So data is super critical and and obviously as part of that we see all these big benefits, but it has to be stored and, and, and that means it's gonna consume a lot of resources and, and the, and therefore data center usage has only accelerated, right? You can imagine the amount of data being generated, you know, recent study pointed to roughly by twenty twenty five, a hundred and seventy five zetabytes, which where each zettabyte is a billion terabytes. So just think of that size and scale of data. That's huge. And, and they also say that, you know, pretty soon, today, in fact in the developed world, every person is having an interaction with the data center literally every 18 seconds. So whether it's on Facebook or Twitter or you know, your email, people are constantly interacting with data. So you can imagine this data is only exploding. It has to be stored and it consumes a lot of energy. In fact, >>It, oh, go ahead. Sorry. >>No, I was saying in fact, you know, there's some studies have shown that data center usage literally consumes one to 2% of global energy consumption. So if there's one place we could really help climate change and, and all those aspects, if you can kind of really, you know, tamp down the data center, energy consumption, sorry, you were saying, >>I was just gonna say, it's, it's an incredibly important topic and the, the, the stats on data that you provided and also I, I like how you talked about, you know, every 18 seconds we're interacting with a data center, whether we know it or not, we think about the long term implications, the fact that data is growing massively. As you shared with the stats that you mentioned. If we think about though the responsibility that companies have, every company in today's world needs to be a data company, right? And we consumers expect it. We expect that you are gonna deliver these relevant, personalized experiences whether we're doing a transaction in our personal lives or in business. But what is the, what requirements do technology companies have to really start billing down their carbon footprints? >>No, absolutely. If you can think about it, just to kind of finish up the data story a little bit, the explosion is to the point where, in fact, if you just recently was in the news that Ireland went up and said, sorry, we can't have any more data centers here. We just don't have the power to supply them. That was big in the news and you know, all the hyperscale that was crashing the head. I know they've come around that and figured out a way around it, but it's getting there. Some, some organizations and and areas jurisdictions are saying pretty much no data center the law, you know, we're, we just can't do it. And so as you said, so companies like Pure, I mean, our view is that it has an opportunity here to really do our bit for climate change and be able to, you know, drive a sustainable environment. >>And, and at Pure we believe that, you know, today's data success really ultimately hinges on energy efficiency, you know, so to to really be energy efficient means you are gonna be successful long term with data. Because if you think of classic data infrastructures, the legacy infrastructures, you know, we've got disk infrastructures, hybrid infrastructures, flash infrastructures, low end systems, medium end systems, high end systems. So a lot of silos, you know, a lot of inefficiency across the silos. Cause the data doesn't get used across that. In fact, you know, today a lot of data centers are not really built with kind of the efficiency and environmental mindset. So there's a big opportunity there. >>So aj, talk to me about some of the steps that Pure is implementing as its chief product officer. Would love to get your your thoughts, what steps is it implementing to help Pures customers become more sustainable? >>No, absolutely. So essentially we are all inherently motivated, like pure and, and, and, and everybody else to solve problems for customers and really forward the status quo, right? You know, innovation, you know, that's what we are all about. And while we are doing that, the challenge is to how do you make technology and the data we feed into it faster, smarter, scalable obviously, but more importantly sustainable. And you can do all of that, but if you miss the sustainability bit, you're kind of missing the boat. And I also feel from an ethical perspective, that's really important for us. Not only you do all the other things, but also kind of make it sustainable. In fact, today 80% of the companies, the companies are realizing this, 80% today are in fact report out on sustainability, which is great. In fact, 80% of leadership at companies, you know, CEOs and senior executives say they've been impacted by some climate change event, you know, where it's a fire in the place they had to evacuate or floods or storms or hurricanes, you, you name it, right? >>So mitigating the carbon impact can in fact today be a competitive advantage for companies because that's where the puck is going and everybody's, you know, it's skating, wanting to skate towards the, and it's good, it's good business too to be sustainable and, and, and meet these, you know, customer requirements. In fact, the the recent survey that we released today is saying that more and more organizations are kickstarting, their sustainability initiatives and many take are aiming to make a significant progress against that over the next decade. So that's, that's really, you know, part of the big, the really, so our view is that that IT infrastructure, you know, can really make a big push towards greener it and not just kind of greenwash it, but actually, you know, you know, make things more greener and, and, and really take the, the lead in, in esg. And so it's important that organizations can reach alignment with their IT teams and challenge their IT teams to continue to lead, you know, for the organization, the sustainability aspects. >>I'm curious, aj, when you're in customer conversations, are you seeing that it's really the C-suite plus it coming together and, and how does peer help facilitate that? To your point, it needs to be able to deliver this, but it's, it's a board level objective these days. >>Absolutely. We're seeing increasingly, especially in Europe with the, you know, the war in Ukraine and the energy crisis that, you know, that's, that's, you know, unleashed. We definitely see it's becoming a bigger and bigger board level objective for, for a lot of companies. And we definitely see customers in starting to do that. So, so in particular, I do want to touch briefly on what steps we are taking as a company, you know, to to to make it sustainable. And obviously customers are doing all the things we talked about and, and we're also helping them become smarter with data. But the key difference is, you know, we have a big focus on efficiency, which is really optimizing performance per wat with unmatched storage density. So you can reduce the footprint and dramatically lower the power required. And and how efficient is that? You know, compared to other old flash systems, we tend to be one fifth, we tend to take one fifth the power compared to other flash systems and substantially lower compared to spinning this. >>So you can imagine, you know, cutting your, if data center consumption is a 2% of global consumption, roughly 40% of that tends to be storage cause of all the spinning disc. So you add about, you know, 0.8% to global consumption and if you can cut that by four fifths, you know, you can already start to make an impact. So, so we feel we can do that. And also we're quite a bit more denser, 10 times more denser. So imagine one fifth the power, one 10th the density, but then we take it a step further because okay, you've got the storage system in the data center, but what about the end of life aspect? What about the waste and reclamation? So we also have something called non-disruptive upgrades. We, using our AI technology in pure one, we can start to sense when a particular part is going to fail and just before it goes to failure, we actually replace it in a non-disruptive fashion. So customer's data is not impacted and then we recycle that so you get a full end to end life cycle, you know, from all the way from the time you deploy much lower power, much lower density, but then also at the back end, you know, reduction in e-waste and those kind of things. >>That's a great point you, that you bring up in terms of the reclamation process. It sounds like Pure does that on its own, the customer doesn't have to be involved in that. >>That's right. And we do that, it's a part of our evergreen, you know, service that we offer. A lot of customers sign up for that service and in fact they don't even, we tell them, Hey, you know, that part's about to go, we're gonna come in, we're gonna swap it out and, and then we actually recycle that part, >>The power of ai. Love that. What are some of the, the things that companies can do if they're, if they're early in this journey on sustainability, what are some of the specific steps companies can take to get started and maybe accelerate that journey as it's becoming climate change and things are becoming just more and more of a, of a daily topic on the news? >>No, absolutely. There's a lot of things companies can do. In fact, the four four item that we're gonna highlight, the first one is, you know, they can just start by doing a materiality assessment and a materiality assessment essentially engages all the stakeholders to find out which specific issues are important for the business, right? So you identify your key priorities that intersect with what the stakeholders want, you know, your different groups from sales, customers, partners, you know, different departments in the organization. And for example, for us, when we conducted our materiality assessment, for us, our product we felt was the biggest area of focus that could contribute a lot towards, you know, making an impact in, in, in from a sustainability standpoint. That's number one. I think number two companies can also think about taking an Azure service approach. The beauty of the Azure service approach is that you are buying a, your customer, they're buying outcomes with SLAs and, and when you are starting to buy outcomes with SLAs, you can start small and then grow as you consume more. >>So that way you don't have systems sitting idle waiting for you to consume more, right? And that's the beauty of the as service approach. And so for example, for us, you know, we have something called Evergreen one, which is our as service offer, where essentially customers are able to only use and have systems turned onto as much as they're consuming. So, so that reduces the waste associated with underutilized systems, right? That's number two. Number three is also you can optimize your supply chains end to end, right? Basically by making sure you're moving, recycling, packaging and eliminating waste in that thing so you can recycle it back to your suppliers. And you can also choose a sustainable supplier network that following sort of good practices, you know, you know, across the globe and such supply chains that are responsive and diverse can really help you. Also, the big business benefit benefited. >>You can also handle surges and demand, for example, for us during the pandemic with this global supply chain shortages, you know, whereas most of our competitors, you know, lead times went to 40, 50 weeks, our lead times went from three to six weeks cuz you know, we had this sustainable, you know, supply chain. And so all of these things, you know, the three things important, but the fourth thing I say more cultural and, and the cultural thing is how do you actually begin to have sustainability become a core part of your ethos at the company, you know, across all the departments, you know, and we've at Pure, definitely it's big for us, you know, you know, around sustainability starting with a product design, but all of the areas as well, if you follow those four items, they'll do the great place to start. >>That's great advice, great recommendations. You talk about the, the, the supply chain, sustainable supply chain optimization. We've been having a lot of conversations with businesses and vendors alike about that and how important it is. You bring up a great point too on supplier diversity, if we could have a whole conversation on that. Yes. But I'm also glad that you brought up culture that's huge to, for organizations to adopt an ESG strategy and really drive sustainability in their business. It has to become, to your point, part of their ethos. Yes. It's challenging. Cultural change management is challenging. Although I think with climate change and the things that are so public, it's, it's more on, on the top mindset folks. But it's a great point that the organization really as a whole needs to embrace the sustainability mindset so that it as a, as an organization lives and breathes that. Yes. And last question for you is advice. So you, you outlined the Four Steps organizations can take. I look how you made that quite simple. What advice would you give organizations who are on that journey to adopting those, those actions, as you said, as they look to really build and deploy and execute an ESG strategy? >>No, absolutely. And so obviously, you know, the advice is gonna come from, you know, a company like Pure, you know, our background kind of being a supplier of products. And so, you know, our advice is for companies that have products, usually they tend to be the biggest generator, the products that you sell to your, your customers, especially if they've got hardware components in it. But, you know, the biggest generator of e-waste and, and and, and, and, and kind of from a sustainability standpoint. So it's really important to have an intentional design approach towards your products with sustainability in mind. So it's not something that's, that you can handle at the very back end. You design it front in the product and so that sustainable design becomes very intentional. So for us, for example, doing these non-disruptive upgrades had to be designed up front so that, you know, a, you know, one of our repair person could go into a customer shop and be able to pull out a card and put in a new card without any change in the customer system. >>That non-receptive approach, it has to be designed into the hardware software systems to be able to pull that on. And that intentional design enables you to recover pieces just when they're about to fail and then putting them through a recovery, you know, waste recovery process. So that, that's kind of the one thing I would say that philosophy, again, it comes down to if that is, you know, seeping into the culture, into your core ethos, you will start to do, you know, you know, that type of work. So, so I mean it's important thing, you know, look, this year, you know, with the spike in energy prices, you know, you know, gas prices going up, it's super important that all of us, you know, do our bit in there and start to drive products that are fundamentally sustainable, not just at the initial, you know, install point, but from an end to end full life cycle standpoint. >>Absolutely. And I love that you brought up intention that is everything that peers doing is with, with such thought and intention and really for organizations and any industry to become more sustainable, to develop an ESG strategy. To your point, it all needs to start with intention. And of course that that cultural adoption, aj, it's been so great to have you on the program talking about what PEER is doing to help organizations really navigate that path to sustainable it. We appreciate your insights on your time. >>Thank you, Lisa. Pleasure being on board >>At Pure Storage. The opportunity for change and our commitment to a sustainable future are a direct reflection of the way we've always operated and the values we live by every day. We are making significant and immediate impact worldwide through our environmental sustainability efforts. The milestones of change can be seen everywhere in everything we do. Pures Evergreen storage architecture delivers two key environmental benefits to customers, the reduction of wasted energy and the reduction of e-waste. Additionally, pures implemented a series of product packaging redesigns, promoting recycle and reuse in order to reduce waste that will not only benefit our customers, but also the environment. Pure is committed to doing what is right and leading the way with innovation. That has always been the pure difference, making a difference by enabling our customers to drive out energy usage and their data storage systems by up to 80% today, more than 97% of Pure Array purchased six years ago are still in service. And tomorrow our goal for the future is to reduce Scope three emissions Pure is committing to further reducing our sold products emissions by 66% per petabyte by 2030. All of this means what we said at the beginning, change that is simple and that is what it has always been about. Pure has a vision for the future today, tomorrow, forever. >>We're back talking about the path to sustainable it and now we're gonna get the perspective from Mattia Valerio, who is with Elec Informatica and IT services firm and the beautiful Lombardi region of Italy north of Milano. Mattia, welcome to the Cube. Thanks so much for coming on. >>Thank you very much, Dave. Thank you. >>All right, before we jump in, tell us a little bit more about Elec Informatica. What's your focus, talk about your unique value add to customers. >>Yeah, so basically Alma Informatica is middle company from the north part of Italy and is managed service provider in the IT area. Okay. So the, the main focus area of Al Meca is reach digital transformation innovation to our clients with focus on infrastructure services, workplace services, and also cybersecurity services. Okay. And we try to follow the path of our clients to the digital transformation and the innovation through technology and sustainability. >>Yeah. Obviously very hot topics right now. Sustainability, environmental impact, they're growing areas of focus among leaders across all industries. A particularly acute right now in, in Europe with the, you know, the energy challenges you've talked about things like sustainable business. What does that mean? What does that term Yeah. You know, speak to and, and what can others learn from it? >>Yeah. At at, at our approach to sustainability is grounded in science and, and values and also in customer territory, but also employee centered. I mean, we conduct regular assessments to understand the most significant environment and social issues for our business with, with the goal of prioritizing what we do for a sustainability future. Our service delivery methodology, employee care relationship with the local supplier and local area and institution are a major factor for us to, to build a such a responsibility strategy. Specifically during the past year, we have been particularly focused on define sustainability governance in the company based on stakeholder engagement, defining material issues, establishing quantitative indicators to monitor and setting medium to long-term goals. >>Okay, so you have a lot of data. You can go into a customer, you can do an assessment, you can set a baseline, and then you have other data by which you can compare that and, and understand what's achievable. So what's your vision for sustainable business? You know, that strategy, you know, how has it affected your business in terms of the evolution? Cuz this wasn't, hasn't always been as hot a topic as it is today. And and is it a competitive advantage for you? >>Yeah, yeah. For, for, for all intense and proposed sustainability is a competitive advantage for elec. I mean, it's so, because at the time of profound transformation in the work, in the world of work, CSR issues make a company more attractive when searching for new talent to enter in the workforce of our company. In addition, efforts to ensure people's proper work life balance are a strong retention factor. And regarding our business proposition, ELEX attempts is to meet high standard of sustainability and reliability. Our green data center, you said is a prime example of this approach as at the same time, is there a conditioning activity that is done to give a second life to technology devices that come from back from rental? I mean, our customer inquiries with respect to sustainability are increasingly frequent and in depth and which is why we monitor our performance and invest in certification such as EcoVadis or ISO 14,001. Okay, >>Got it. So in a previous life I actually did some work with, with, with power companies and there were two big factors in it that affected the power consumption. Obviously virtualization was a big one, if you could consolidate servers, you know, that was huge. But the other was the advent of flash storage and that was, we used to actually go in with the, the engineers and the power company put in alligator clips to measure of, of, of an all flash array versus, you know, the spinning disc and it was a big impact. So you, I wanna talk about your, your experience with Pure Storage. You use Flash Array and the Evergreen architecture. Can you talk about what your experience there, why did you make that decision to select Pure Storage? How does that help you meet sustainability and operational requirements? Do those benefits scale as your customers grow? What's your experience been? >>Yeah, it was basically an easy and easy answer to our, to our business needs. Okay. Because you said before that in Elec we, we manage a lot of data, okay? And in the past we, we, we see it, we see that the constraints of managing so many, many data was very, very difficult to manage in terms of power consumption or simply for the, the space of storing the data. And when, when Pure came to us and share our products, their vision to the data management journey for Element Informatica, it was very easy to choose pure why with values and numbers. We, we create a business case and we said that we, we see that our power consumption usage was much less, more than 90% of previous technology that we used in the past. Okay. And so of course you have to manage a grade oil deploy of flash technology storage, but it was a good target. >>So we have tried to monitoring the adoption of flash technology and monitor monitoring also the power consumption and the efficiency that the pure technology bring to our, to our IT systems and of course the IT systems of our clients. And so this is one, the first part, the first good part of our trip with, with Pure. And after that we approach also the sustainability in long term of choosing pure technology storage. You mentioned the Evergreen models of Pure, and of course this was, again, challenge for us because it allows, it allow us to extend the life cycle management of our data centers, but also the, IT allows us to improve the facility of the facilities of using technology from our technical side. Okay. So we are much more efficient than in the past with the choose of Pure storage technologies. Okay. Of course, this easy users, easy usage mode, let me say it, allow us to bring this value to our, to all our clients that put their data in our data centers. >>So you talked about how you've seen a 90% improvement relative to previous technologies. I always, I haven't put you in the spot. Yeah, because I, I, I was on Pure's website and I saw in their ESG report some com, you know, it was a comparison with a generic competitor presuming that competitor was not, you know, a 2010 spinning disc system. But, but, so I'm curious as to the results that you're seeing with Pure in terms of footprint and power usage. You, you're referencing some of that. We heard some metrics from Nicole and AJ earlier in the program. Do you think, again, I'm gonna put you in the spot, do you think that Pure's architecture and the way they've applied, whether it's machine intelligence or the Evergreen model, et cetera, is more competitive than other platforms that you've seen? >>Yeah, of course. Is more competitor improve competitive because basically it allows to service provider to do much more efficient value proposition and offer services that are more, that brings more values to, to the customers. Okay. So the customer is always at the center of a proposition of a service provider and trying to adopt the methodology and also the, the value that pure as inside by design in the technology is, is for us very, very, very important and very, very strategic because, because with like a glass, we can, our self transfer try to transfer the values of pure, pure technologies to our service provider client. >>Okay. Matta, let's wrap and talk about sort of near term 2023 and then longer term it looks like sustainability is a topic that's here to stay. Unlike when we were putting alligator clips on storage arrays, trying to help customers get rebates that just didn't have legs. It was too complicated. Now it's a, a topic that everybody's measuring. What's next for elec in its sustainability journey? What advice would you might have? Sustainability leaders that wanna make a meaningful impact on the environment, but also on the bottom line. >>Okay, so sustainability is fortunately a widely spread concept. And our role in, in this great game is to define a strategy, align with the common and fundamentals goals for the future of planet and capable of expressing our inclination and the, and the particularities and accessibility goals in the near future. I, I say, I can say that are will be basically free one define sustainability plan. Okay? It's fundamentals to define a sustainability plan. Then it's very important to monitor the its emissions and we will calculate our carbon footprint. Okay? And least button list produces certifiable and comprehensive sustainability report with respect to the demands of customers, suppliers, and also partners. Okay. So I can say that this three target will be our direction in the, in the future. Okay. >>Yeah. So I mean, pretty straightforward. Make a plan. You gotta monitor and measure, you can't improve what you can't measure. So you gonna set a baseline, you're gonna report on that. Yep. You're gonna analyze the data and you're gonna make continuous improvement. >>Yep. >>Matea, thanks so much for joining us today in sharing your perspectives from the, the northern part of Italy. Really appreciate it. >>Yeah, thank you for having aboard. Thank you very >>Much. It was really our pleasure. Okay, in a moment, I'm gonna be back to wrap up the program and share some resources that could be valuable in your sustainability journey. Keep it right there. >>Sustainability is becoming increasingly important and is hitting more RFPs than ever before as a critical decision point for customers. Environmental benefits are not the only impetus. Rather bottom line cost savings are proving that sustainability actually means better business. You can make a strong business case around sustainability and you should, many more organizations are setting mid and long-term goals for sustainability and putting forth published metrics for shareholders and customers. Whereas early green IT initiatives at the beginning of this century, were met with skepticism and somewhat disappointing results. Today, vendor r and d is driving innovation in system design, semiconductor advancements, automation in machine intelligence that's really beginning to show tangible results. Thankfully. Now remember, all these videos are available on demand@thecube.net. So check them out at your convenience and don't forget to go to silicon angle.com for all the enterprise tech news of the day. You also want to check out pure storage.com. >>There are a ton of resources there. As an aside, pure is the only company I can recall to allow you to access resources like a Gartner Magic Quadrant without forcing you to fill out a lead gen form. So thank you for that. Pure storage, I love that. There's no squeeze page on that. No friction. It's kind of on brand there for pure well done. But to the topic today, sustainability, there's some really good information on the site around esg, Pure's Environmental, social and Governance mission. So there's more in there than just sustainability. You'll see some transparent statistics on things like gender and ethnic diversity, and of course you'll see that Pure has some work to do there. But kudos for publishing those stats transparently and setting goals so we can track your progress. And there's plenty on the sustainability topic as well, including some competitive benchmarks, which are interesting to look at and may give you some other things to think about. We hope you've enjoyed the path to Sustainable it made possible by Pure Storage produced with the Cube, your leader in enterprise and emerging tech, tech coverage.

>>And good afternoon. Welcome back here on the Cub as to continue our coverage at aws Reinvent 22, win the Venetian here in Las Vegas, day two, it's Wednesday. Thanks. Still rolling. Quite a along. We have another segment for you as part of the Global Startup program, which is under the AWS Startup Showcase. I'm joined now by Vink at Viera, who is the CEO and co-founder of R Set. And good to see you, >>Sir. Thanks for having me here. Yeah, >>No, a real pleasure. Looking forward to it. So first off, for some of, for yours who might not be familiar with Roxette, I know you've been on the cube a little bit, so you're, you're an alum, but, but why don't you set the stage a little bit for Rock set and you know, where you're engaged with in terms of, with aws? >>Definitely. Rock Set is a realtime analytics database that is built for the cloud. You know, we make realtime applications possible in the cloud. You know, realtime applications need high concurrency, low latency query processing data needs to be fresh, your analytic needs to be fast. And, you know, we built on aws and that's why we are here. We are very, very proud partners of aws. We are in the AWS Accelerate program, and also we are in the startup program of aws. We are strategic ISV partner. And so yeah, we make real time analytics possible without all the cost and complexity barriers that are usually associated with it. And very, very happy to be part of this movement from batch to real time that is happening in the world. >>Right. Which is certainly an exciting trend. Right. I know great news for you, you made news yesterday, had an announcement involved with the intel with aws, who wants to share some of that >>With us too? Definitely. So, you know, one, one question that I always ask people is like, you know, if you go perspective that I share is like, if you go ask a hundred people, do you want fast analytics on fresh data or slow analytics on stale data? You know, a hundred out of a hundred would say fast and fresh, right? Sure. So then the question is, why hasn't this happened already? Why is this still a new trend that is emerging as opposed to something that everybody's taking for granted? It really comes down to compute efficiency, right? I think, you know, at the end of the day, real time analytics was always in using, you know, technologies that are, let's say 10 years ago using let's say processors that were available 10 years ago to, you know, three cloud, you know, days. There was a lot of complexity barriers associated with realtime analytics and also a lot of cost and, and performance barriers associated with it. >>And so Rox said from the, you know, from the very beginning, has been obsessing about building the most compute efficient realtime database in the world. And, you know, AWS on one hand, you know, allows us to make a consumption based pricing model. So you only pay for what you use. Sure. And that shatters all the cost barriers. But in terms of computer efficiency, what we announced yesterday is the Intel's third generation Zon scalable processors, it's code named Intel Ice Lake. When we port it over Rock said to that architecture, taking advantage of some of the instructions sets that Intel has, we got an 84% performance boost, 84, 84, 84. >>It's, it's incredible, right? >>It's, it's an incredible charts, it's an incredible milestone. It reduces the barrier even more in terms of cost and, you know, and, and pushes the efficiency and sets a, a really new record for how efficient realtime, you know, data processing can be in the cloud. And, and it's very, very exciting news. And so we used to benchmark ourselves against some of our other, you know, realtime, you know, did up providers and we were already faster and now we've set a, a much, much higher bar for other people to follow. >>Yep. And, and so what is, or what was it about real time that, that, you know, was such a barrier because, and now you've got the speed of, of course, obviously, and maybe that's what it was, but I think cost is probably part of that too, right? That's all part of that equation. I mean, real time, so elusive. >>Yeah. So real time has this inherent pattern that your data never stops coming. And when your data never stops coming, and you can now actually do analytics on that. Now, initially people start with saying, oh, I just want a real time dashboard. And then very quickly they realize, well, the dashboard is actually in real time. I'm not gonna be staring at the 24 7. Can you tap on my shoulder when something is off, something needs to be looked at. So in which case you're constantly also asking the question, is everything okay? Is everything all right? Do I need to, is is that something that I need to be, you know, double clicking on and, and following up on? So essentially very quickly in real time analytics, what happens is your queries never stop. The questions that you're asking on your data never stops. And it's often a program asking the question to detect anomalies and things like that. >>And your data never stops coming. And so compute is running 24 7. If you look at traditional data warehouses and data lakes, they're not really optimized for these kinds of workloads. They're optimized to store massive volumes of data and in a storage efficient format. And when an analyst comes and asks a question to generate a report, you can spin up a whole bunch of compute, generate the report and tear it all down when you're done. Well, that is not compute running 24 7 to continuously, you know, you know, keep ingesting the data or continuously keep answering questions. So the compute efficiency that is needed is, is much, much, much higher. Right? And that is why, you know, Rox was born. So from the very beginning, we're only built, you know, for these use cases, we have a, an extremely powerful SQL engine that can give you full feature SQL analytics in a very, very compute efficient way in the cloud. >>Right. So, so let's talk about the leap that you've made, say in the last two years and, and, and what's been the spur of that? What has been allowed you to, to create this, you know, obviously a, a different kind of an array for your customers from which to choose, but, but what's been the spark you think >>We touched upon this a little earlier, right? This spark is really, you know, the world going from batch to real time. So if you look at mainstream adoption of technologies like Apache, Kafka and Confluent doing a really good job at that. In, in, in growing that community and, and use cases, now businesses are now acquiring business data, really important business data in real time. Now they want to operationalize it, right? So, you know, extract based static reports and bi you know, business intelligence is getting replaced in all modern enterprises with what we call operational intelligence, right? Don't tell me what happened last quarter and how to plan this quarter better. Tell me what's happening today, what's happening right now. And it's, it's your business operations using data to make day to day decisions better that either grows your top line, compresses your bottom line, eliminates risk that are inherently creeping up in your business. >>Sure. You know, eliminate potential churn from a customer or fraud, you know, deduction and, and getting on top of, you know, that, you know, a minute into this, into, into an outage as opposed to an hour into the outage. Right? And so essentially I think businesses are now realizing that operational intelligence and operational analytics really, you know, allows them to leverage data and especially real time data to make their, you know, to grow their businesses faster and more efficiently. And especially in this kind of macro environment that is, you know, more important to have better unit economics in your business than ever before. Sure. And so that is really, I think that is the real market movement happening. And, and we are here to just serve that market. We are making it much, much easier for companies that have already adopted, you know, streaming technologies like Kafka and, and, and knows Canis MSK and all these technologies. Now businesses are acquiring these data in real time now. They can also get realtime analytics on the other end of it. Sure. >>You know, you just touched on this and, and I'd like to hear your thoughts about this, about, about the economic environment because it does drive decisions, right? And it does motivate people to look for efficiencies and maybe costs, you know, right. Cutting costs. What are you seeing right now in terms of that, that kind of looming influence, right? That the economy can have in terms of driving decisions about where investments are being made and what expectations are in terms of delivering value, more value for the buck? >>Exactly. I think we see across the board, all of our customers come back and tell us, we don't want to manage data infrastructure and we don't want to do kind of DIY open source clusters. We don't wanna manage and scale and build giant data ops and DevOps teams to manage that, because that is not really, you know, in their business. You know, we have car rental companies want to be better at car rentals, we want airlines to be a better airline, and they don't, don't want their, you know, a massive investment in DevOps and data ops, which is not really their core business. And they really want to leverage, you know, you know, fully managed and, you know, cloud offerings like Rock said, you know, built on aws, massively scalable in the cloud with zero operational overhead, very, very easy to get started and scale. >>And so that completely removes all the operational overhead. And so they can invest the resources they have, the manpower, they have, the calories that they have on actually growing their businesses because that is what really gonna allow them to have better unit economics, right? So everybody that is on my payroll is helping me grow my top line or shrink my bottom line, eliminate risk in my business and, and, and, and churn and, and fraud and other, and eliminate all those risks that are inherent in my business. So, so that is where I think a lot of the investments going. So gone are the days where, you know, you're gonna have these in like five to 10% team managing a very hard to operate, you know, open source data management clusters on EC two nodes in, in AWS and, and kind of DIYing it their way because those 10 people, you know, if all they do is just operational maintenance of infrastructure, which is a means to an end, you're way better off, you know, using a cloud, you know, a bond in the cloud built for the cloud solution like rock and eliminate all that cost and, and replace that with an operationally much, much simpler, you know, system to op, you know, to to work with such as, such as rock. >>So that is really the big trend that we are seeing why, you know, not only real time is going more and more mainstream cloud native solutions or the real future even when it comes to real time because the complexity barrier needs to be shattered and only cloud native solutions can actually, >>You get the two Cs cost and complexity, right. That you, you need to address. Exactly. Yeah, for sure. You know, what is it about building trust with your, with your clients, with your partners? Because you, you're talking about this cloud environment that, that everyone is talking about, right? Not everyone's made that commitment. There are still some foot draggers out there. How are you going about establishing confidence and establishing trust and, and, and providing them with really concrete examples of the values and the benefits that you can provide, you know, with, with these opportunities? >>So, you know, I grew up, so there's a few ways to to, to answer this question. I'll, I'll, I'll come, I'll cover all the angles. So in, in order to establish trust, you have to create value. They, you know, your customer has to see that with you. They were able to solve the problem faster, better, cheaper, and they're able to, you know, have a, the business impact they were looking for, which is why they started the project in the first place. And so establishing that and proving that, I think there's no equivalence to that. And, you know, I grew up at, at, you know, at Facebook back in the day, you know, I was managing online data infrastructure, okay. For Facebook from 2007 and 2015. And internally we always had this kind of culture of all the product teams building on top of the infrastructure that my team was responsible for. >>And so they were not ever, there was never a, a customer vendor relationship internally within Facebook that we're all like, we're all part of the same team. We're partnering here to have you, you know, to help you have a successful product launch. There's a very similar DNA that, that exists in Rock said, when our customers work with us and they come to us and we are there to make them successful, our consumption based pricing model also forces us to say they're not gonna really use Rock said and consume more. I mean, we don't make money until they consume, right? And so their success is very much integral part of our, our success. And so that I think is one really important angle on, you know, give us a shot, come and do an evaluation, and we will work with you to build the most efficient way to solve your problem. >>And then when you succeed, we succeed. So that I think is a very important aspect. The second one is AWS partnership. You know, we are an ISV partner, you know, AWS a lot of the time. That really helps us establish trust. And a lot of the time, one of the, the, the people that they look up to, when a customer comes in saying, Hey, what is, who is Rock? Said? You know, who are your friends? Yeah. Who are your friends? And then, you know, and then the AWS will go like, oh, you know, we'll tell you, you know, all these other successful case studies that R has, you know, you know, built up on, you know, the world's largest insurance provider, Europe's largest insurance provider. We have customers like, you know, JetBlue Airlines to Klarna, which is a big bator company. And so, so all these case studies help and, and, and, and platform and partners like AWS helps us, helps you amplify that, that, you know, and, and, and, and, and give more credibility. And last but not least, compliance matters. You know, being Soto type two compliant is, is a really important part of establishing trust. We are hip hop compliant now so that, you know, we can, you know, pi I phi data handling that. And so I think that will continue to be a part, a big part of our focus in improving the security, you know, functionality and, and capabilities that R set has in the cloud, and also compliance and, and the set of com, you know, you know, standards that we are gonna be compliant against. >>Well, I'm glad you hit on the AWS too, cause I did wanna bring that up. I, I appreciate that and I know they appreciate the relationship as well. Thanks for the time here. It's been a pleasure. Awesome. Learning about Rockette and what you're up to. Thank you. >>You bet. >>It's a pleasure. Thank you. Vi ka. All right. You are watching the cube coverage here at AWS Reinvent 22. And on the cube, of course, the leader, the leader in high tech coverage.

(upbeat music) >> You got it, it's theCUBE. We are in Vegas. This is the Cube's live coverage day one of the full event coverage of AWS reInvent '22 from the Venetian Expo Center. Lisa Martin here with Dave Vellante. We love being in Vegas, Dave. >> Well, you know, this is where Super Cloud sort of was born. >> It is. >> Last year, just about a year ago. Steve Mullaney, CEO of of Aviatrix, you know, kind of helped us think it through. And we got some fun stories around. It's happening, but... >> It is happening. We're going to be talking about Super Cloud guys. >> I guess I just did the intro, Steve Mullaney >> You did my intro, don't do it again. >> Sorry I stole that from you, yeah. >> Steve Mullaney, joined just once again, one of our alumni. Steve, great to have you back on the program. >> Thanks for having me back. >> Dave: It's happening. >> It is happening. >> Dave: We talked about a year ago. Net Studio was right there. >> That was two years. Was that year ago, that was a year ago. >> Dave: It was last year. >> Yeah, I leaned over >> What's happening? >> so it's happening. It's happening. You know what, the thing I noticed what's happening now is the maturity of the cloud, right? So, if you think about this whole journey to cloud that has been, what, AWS 12 years. But really over the last few years is when enterprises have really kind of joined that journey. And three or four years ago, and this is why I came out of retirement and went to Aviatrix, was they all said, okay, now we're going to do cloud. You fast forward now three, four years from now, all of a sudden those five-year plans of evacuating the data center, they got one year left, two year left, and they're going, oh crap, we don't have five years anymore. We're, now the maturity's starting to say, we're starting to put more apps into the cloud. We're starting to put business critical apps like SAP into the cloud. This is not just like the low-hanging fruit anymore. So what's happening now is the business criticality, the scale, the maturity. And they're all now starting to hit a lot of limits that have been put into the CSPs that you never used to hit when you didn't have business critical and you didn't have that scale. They were always there. The rocks were always there. Just it was, you never hit 'em. People are starting to hit 'em now. So what's happening now is people are realizing, and I'm going to jump the gun, you asked me for my bumper sticker. The bumper sticker for Aviatrix is, "Good enough is no longer good enough." Now it's funny, it came in a keynote today, but what we see from our customers is it's time to upgrade the native constructs of networking and network security to be enterprise-grade now. It's no longer good enough to just use the native constructs because of a lack of visibility, the lack of controls, the lack of troubleshooting capabilities, all these things. "I now need enterprise grade networking." >> Let me ask you a question 'cause you got a good historical perspective on the industry. When you think about when Maritz was running VMWare. He was like any app, he said basically we're building a software mainframe. And they kind of did that, right? But then they, you know, hit the issue with scale, right? And they can't replicate the cloud. Are there things that we can draw from that experience and apply that to the cloud? What's the same, what's different? >> Oh yeah. So, 1992, do you remember what happened in 1992? I do this, weird German software company called SAP >> Yeah, R3. announced a release as R/3. Which was their first three-tier client-server application of SAP. Before that it ran on mainframes, TCP/IP. Remember that Protocol War? Guess what happened post-1992, everybody goes up like this. Infrastructure completely changes. Cisco, EMC, you name it, builds out these PCE client-server architectures. The WAN changes, MPLS, the campus, everything's home running back to that data center running SAP. That was the last 30 years ago. Great transformation of SAP. They've did it again. It's called S/4Hana. And now it's running and people are switching to S/4Hana and they're moving to the cloud. It's just starting. And that is going to alter how you build infrastructure. And so when you have that, being able to troubleshoot in hours versus minutes is a big deal. This is business critical, millions of dollars. This is not fun and games. So again, back to my, what was good enough for the last three or four years for enterprises no longer good enough, now I'm running business critical apps like SAP, and it's going to completely change infrastructure. That's happening in the cloud right now. And that's obviously a significant seismic shift, but what are some of the barriers that customers have been able to eliminate in order to get there? Or is it just good enough isn't good enough anymore? >> Barriers in terms of, well, I mean >> Lisa: The adoption. Yeah well, I mean, I think it's all the things that they go to cloud is, you know, the complexity, really, it's the agility, right? So the barrier that they have to get over is how do I keep the developer happy because the developer went to the cloud in the first place, why? Swipe the credit card because IT wasn't doing their job, 'cause every time I asked them for something, they said no. So I went around 'em. We need that. That's what they have to overcome in the move to the cloud. That is the obstacle is how do I deliver that visibility, that control, the enterprise, great functionality, but yet give the developer what they want. Because the minute I stop giving them that swipe the card operational model, what do you think they're going to do? They're going to go around me again and I can't, and the enterprise can't have that. >> That's a cultural shift. >> That's the main barrier they've got to overcome. >> Let me ask you another question. Is what we think of as mission critical, the definition changing? I mean, you mentioned SAP, obviously that's mission critical for operations, but you're also seeing new applications being developed in the cloud. >> I would say anything that's, I call business critical, same thing, but it's, business critical is internal to me, like SAP, but also anything customer-facing. That's business critical to me. If that app goes down or it has a problem, I'm not collecting revenue. So, you know, back 30 years ago, we didn't have a lot of customer-facing apps, right? It really was just SAP. I mean there wasn't a heck of a lot of cust- There were customer-facing things. But you didn't have all the digitalization that we have now, like the digital economy, where that's where the real explosion has come, is you think about all the customer-facing applications. And now every enterprise is what? A technology, digital company with a customer-facing and you're trying to get closer and closer to who? The consumer. >> Yeah, self-service. >> Self-service, B2C, everybody wants to do that. Get out of the middle man. And those are business critical applications for people. >> So what's needed under the covers to make all this happen? Give us a little double click on where you guys fit. >> You need consistent architecture. Obviously not just for one cloud, but for any cloud. But even within one cloud, forget multicloud, it gets worst with multicloud. You need a consistent architecture, right? That is automated, that is as code. I can't have the human involved. These are all, this is the API generation, you've got to be able to use automation, Terraform. And all the way from the application development platform you know, through Jenkins and all other software, through CICD pipeline and Terraform, when you, when that developer says, I want infrastructure, it has to go build that infrastructure in real time. And then when it says, I don't need it anymore it's got to take it away. And you cannot have a human involved in that process. That's what's completely changed. And that's what's giving the agility. And that's kind of a cloud model, right? Use software. >> Well, okay, so isn't that what serverless does, right? >> That's part of it. Absolutely. >> But I might still want control sometimes over the runtime if I'm running those mission critical applications. Everything in enterprise is a heterogeneous thing. It's like people, people say, well there's going to, the people going to repatriate back to on-prem, they are not repatriating back to on-prem. >> We were just talking about that, I'm like- >> Steve: It's not going to happen, right? >> It's a myth, it's a myth. >> And there's things that maybe shouldn't have ever gone into the cloud, I get that. Look, do people still have mainframes? Of course. There's certain things that you just, doesn't make sense to move to the new generation. There were things, certain applications that are very static, they weren't dynamic. You know what, keeping it on-prem it's, probably makes sense. So some of those things maybe will go back, but they never should have gone. But we are not repatriating ever, you know, that's not going to happen. >> No I agree. I mean, you know, there was an interesting paper by Andreessen, >> Yeah. >> But, I mean- >> Steve: Yeah it was a little self-serving for some company that need more funding, yeah. You look at the numbers. >> Steve: Yeah. >> It tells the story. It's just not happening. >> No. And the reason is, it's that agility, right? And so that's what people, I would say that what you need to do is, and in order to get that agility, you have to have that consistency. You have to have automation, you have to get these people out of the way. You have to use software, right? So it's that you have that swipe the card operational model for the developers. They don't want to hear the word no. >> Lisa: Right. >> What do you think is going to happen with AWS? Because we heard, I don't know if you heard Selipsky's keynote this morning, but you've probably heard the hallway talk. >> Steve: I did, yeah. >> Okay. You did. So, you know, connecting the dots, you know doubling down on all the primitives, that we expected. We kind of expected more of the higher level stuff, which really didn't see much of that, a little bit. >> Steve: Yeah. So, you know, there's a whole thing about, okay, does the cloud get commoditized? Does it not? I think the secret weapon's the ecosystem, right? Because they're able to sell through with guys like you. Make great margins on that. >> Steve: Yeah, well, yeah. >> What are your thoughts though on the future of AWS? >> IAS is going to get commoditized. So this is the fallacy that a lot of the CSPs have, is they thought that they were going to commoditize enterprise. It never happens that way. What's going to happen is infrastructure as a service, the lower level, which is why you see all the CSPs talking about what? Oracle Cloud, industry cloud. >> Well, sure, absolutely, yeah. >> We got to get to the apps, we got to get to SAP, we got to get to all that, because that's not going to get commoditized, right. But all the infrastructural service where AWS is king that is going to get commoditized, absolutely. >> Okay, so, but historically, you know Cisco's still got 60% plus gross margins. EMC always had good margin. How pure is the lone survivor in Flash? They got 70% gross margins. So infrastructure actually has always been a pretty good business. >> Yeah that's true. But it's a hell of a lot easier, particularly with people like Aviatrix and others that are building these common architectural things that create simplicity and abstract the way the complexities of underneath such that we allow your network to run an AWS, Azure, Google, Oracle, whatever, exactly the same. So it makes it a hell of a lot easier >> Dave: Super cloud. >> to go move. >> But I want to tap your brain because you have a good perspective of this because servers used to be a great margin business too on-prem and now it's not. It's a low margin business 'cause all the margin went to Intel. >> Yeah. But the cloud guys, you know, AWS in particular, makes a ton of dough on servers, so, or compute. So it's going to be interesting to see over time if that gets com- that's why they're going so hard after silicon. >> I think if they can, I think if you can capture the workload. So AWS and everyone else, as another example, this SAP, they call that a gravity workload. You know what gravity workload is? It's a black hole. It drags everything else with it. If you get SAP or Oracle or a mainframe app, it ain't going anywhere. And then what's going to happen is all your other apps are going to follow it. So that's what they're all going to fight for, is type of app. >> You said something earlier about, forget multicloud, for a moment, but, that idea of the super cloud, this abstraction layer, I mean, is that a real business value for customers other than, oh I got all these clouds, I need 'em to work together. You know, from your perspective from Aviatrix perspective, is it an opportunity for you to build on top of that? Or are you just looking at, look, I'm going to do really good work in AWS, in Azure? Now we're making the same experience. >> I hear this every single day from our customers is they look and they say, good enough isn't good enough. I've now hit the point, I'm hitting route limitations. I'm hitting, I'm doing things manually, and that's fine when I don't have that many applications or I don't have mission critical. The dogs are eating the dog food, we're going into the cloud and they're looking and then saying this is not an operational model for me. I've hit the point where I can't keep doing this, I can't throw bodies at this, I need software. And that's the opportunity for us, is they look and they say, I'm doing it in one cloud, but, and there's zero chance I'm going to be able to figure that out in the two or three other clouds. Every enterprise I talk to says multicloud is inevitable. Whether they're in it now, they all know they're going to go, because it's the business units that demand it. It's not the IT teams that demand it, it's the line of business that says, I like GCP for this reason. >> The driver's functionality that they're getting. >> It's the app teams that say, I have this service and GCP's better at it than AWS. >> Yeah, so it's not so much a cost game or the end all coffee mug, right? >> No, no. >> Google does this better than Microsoft, or better than- >> If you asked an IT person, they would rather not have multicloud. They actually tried to fight it. No, why would you want to support four clouds when you could support one right? That's insane. >> Dave and Lisa: Right. If they didn't have a choice and, and so it, the decision was made without them, and actually they weren't even notified until day before. They said, oh, good news, we're going to GCP tomorrow. Well, why wasn't I notified? Well, we're notifying you now. >> Yeah, you would've said, no. >> Steve: This is cloud bottle, let's go. >> Super cloud again. Did you see the Berkeley paper, sky computing I think they call it? Down at Berkeley, yep Dave Linthicum from Deloitte. He's talking about, I think he calls it meta cloud. It's happening. >> Yeah, yeah, yeah. >> It's happening. >> No, and because customers, customers want that. They... >> And talk about some customer example or two that you think really articulates the value of why it's happening and the outcomes that it's generating. >> I mean, I was just talking to Lamb Weston last night. So we had a reception, Lamb Weston, huge, frozen potatoes. They serve like, I dunno, some ungodly percentage of all the french fries to all the fast food. It's unbelievable what they do. Do you know, they have special chemicals they put on the french fries. So when you get your DoorDash, they stay crispy longer. They've invented that patented it. But anyway, it's all these businesses you've never heard of and they do all the, and again, they're moving to SAP or they're actually SAP in the cloud, they're one of the first ones. They did it through Accenture. They're pulling it back off from Accenture. They're not happy with the service they're getting. They're going to use us for their networking and network security because they're going to get that visibility and control back. And they're going to repatriate it back from a managed service and bring it back and run it in-house. And the SAP basis engineers want it to happen because they see the visibility and control that the infrastructure guy's going to get because of us, which leads to, all they care about is uptime and performance. That's it. And they're going to say the infrastructure team's going to lead to better uptime and better performance if it's running on Aviatrix. >> And business performance and uptime, business critical >> That is the business. That is the business. >> It is. So what are some of the things next coming down the pike from Aviatrix? Any secret sauce you can share? >> Lot of secrets. So, two secrets. One, the next thing people really want to do, embedded network security into the network. We've kind of talked about this. You're going to be seeing some things from us. Where does network security belong? In the network. Embedded in the fabric of the network, not as this dumb device called the next-gen firewall that you steer traffic to. It has to be into the fabric of what we do, what we call airspace. You're going to see us talk about that. And then the next thing, back to the maturity of the cloud, as they build out the core, guess what they're doing? It's this thing called edge, Dave, right? And guess what they're going to do? It's not about connecting the cloud to the edge to the cloud with dumb things like SD-WAN, right? Or SaaS. It's actually the other way around. Go into the cloud, turn around, look out at the edge and say, how do I extend the cloud out to the edge, and make it look like a VPC. That's what people are doing. Why, 'cause I want the operational model. I want all the things that I can do in the cloud out at the edge. And everyone knows it's been in networking. I've been in networking for 37 years. He who wins the core does what? Wins the edge, 'cause that's what happens. You do it first in the core and then you want one architecture, one common architecture, one consistent way of doing everything. And that's going to go out to the edge and it's going to look like a VPC from an operational model. >> And Amazon's going to support that, no doubt. >> Yeah, I mean every, you know, every, and then it's just how do you want to go do that? And us as the networking and network security provider, we're getting dragged to the edge by our customer. Because you're my networking provider. And that means, end to end. And they're trying to drag us into on-prem too, yeah. >> Lot's going on, you're going to have to come back- >> Because they want one networking vendor. >> But wait, and you say what? >> We will never do like switches and any of the keep Arista, the Cisco, and all that kind of stuff. But we will start sucking in net flow. We will start doing, from an operational perspective, we will integrate a lot of the things that are happening in on-prem into our- >> No halfway house. >> Copilot. >> No halfway house, no two architectures. But you'll take the data in. >> You want one architecture. >> Yeah. >> Yeah, totally. >> Right play. >> Amazing stuff. >> And he who wins the core, guess what's more strategic to them? What's more strategic on-prem or cloud? Cloud. >> It flipped three years ago. >> Dave: Yeah. >> So he who wins in the clouds going to win everywhere. >> Got it, We'll keep our eyes on that. >> Steve: Cause and effect. >> Thank you so much for joining us. We've got your bumper sticker already. It's been a great pleasure having you on the program. You got to come back, there's so, we've- >> You posting the bumper sticker somewhere? >> Lisa: It's going to be our Instagram. >> Oh really, okay. >> And an Instagram sto- This is new for you guys. Always coming up with new ideas. >> Raising the bar. >> It is, it is. >> Me advance, I mean, come on. >> I love it. >> All right, for our guest Steve Mullaney and Dave Vellante, I'm Lisa Martin. You're watching theCUBE, the leader in live enterprise and emerging tech coverage.

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

>>Hey, welcome back everyone to Super Cloud 22. I'm John Fur, host of the Cuba here all day talking about the future of cloud. Where's all going? Making it super multi-Cloud is around the corner and public cloud is winning at the private cloud on premise and edge. Got a great guest here, Vascar go, D CEO of Platform nine. Just on the panel on Kubernetes. An enabler blocker. Welcome back. Great to have you on. >>Good to see you again. >>So Kubernetes is a blocker enabler by, with a question mark. I put on on that panel was really to discuss the role of Kubernetes. Now great conversation operations is impacted. What's thing about what you guys are doing a platform nine Is your role there as CEO and the company's position, kind of like the world spun into the direction of Platform nine while you're at the helm, >>Right? Absolutely. In fact, things are moving very well and since they came to us it was an insight to call ourselves the platform company eight years ago, right? So absolutely whether you are doing it in public clouds or private clouds, you know the application world is moving very fast in trying to become digital and cloud native. There are many options for you to run the infrastructure. The biggest blocking factor now is having a unified platform. And that's what where we come into >>Patrick, we were talking before we came on stage here about your background and we were kind of talking about the glory days in 2000, 2001 when the first ASPs application service providers came out. Kind of a SaaS vibe, but that was kind of all kind of cloud-like >>It wasn't, >>And and web services started then too. So you saw that whole growth. Now fast forward 20 years later, 22 years later, where we are now, when you look back then to here and all the different cycles, >>In fact, you know, as we were talking offline, I was in one of those asbs in the year 2000 where it was a novel concept of saying we are providing a software and a capability as a service, right? You sign up and start using it. I think a lot has changed since then. The tooling, the tools, the technology has really skyrocketed. The app development environment has really taken off exceptionally well. There are many, many choices of infrastructure now, right? So I think things are in a way the same but also extremely different. But more importantly now for any company, regardless of size, to be a digital native, to become a digital company is extremely mission critical. It's no longer a nice to have everybody's in the journey somewhere. >>Everyone is going digital transformation here. Even on a so-called downturn recession that's upcoming inflation's here. It's interesting. This is the first downturn in the history of the world where the hyperscale clouds have, have been pumping on all cylinders as an economic input. And if you look at the tech trends, GDPs down, but not tech. Nope. Because pandemic showed everyone digital transformation is here and more spend and more growth is coming even in, in tech. So this is a unique factor which proves that that digital transformation's happening and company, every company will need a super cloud >>E Everyone, every company, regardless of size, regardless of location, has to become modernize their infrastructure. And modernizing infrastructure is not just some, you know, new servers and new application tools. It's your approach, how you're serving your customers, how you're bringing agility in your organization. I think that is becoming a necessity for every enterprise to >>Survive. I wanna get your thoughts on Super Cloud because one of the things Dave, Alan and I want to do with Super Cloud and calling at that was we, I I personally, and I know Dave as well, he can, I'll speak from, he can speak for himself. We didn't like multi-cloud. I mean not because Amazon said don't call things multi-cloud, it just didn't feel right. I mean everyone has multiple clouds by default. If you're running productivity software, you have Azure and Office 365. But it wasn't truly distributed. It wasn't truly decentralized, it wasn't truly cloud enabled. It didn't, it felt like the not ready for a market yet. Yet public clouds booming on premise. Private cloud and Edge is much more on, you know, more, more dynamic, more real. >>I, yeah, I think the reason why we think super cloud is a better term than multi-cloud. Multi-cloud are more than one cloud, but they're disconnected. Okay, you have a productivity cloud, you have a Salesforce cloud, you may have, everyone has an internal cloud, right? But they're not connected. So you can say okay, it's more than one cloud. So it's you know, multi-cloud. But Supercloud is where you are actually trying to look at this holistically. Whether it is on-prem, whether it is public, whether it's at the edge, it's a store at the branch, you are looking at this as one unit. And that's where we see the, the term super cloud is more applicable because what are the qualities that you require if you're in a super cloud, right? You need choice of infrastructure, you need, but at the same time you need a single pane, a single platform for you to build your innovations on regardless of which cloud you're doing it on, right? So I think Super Cloud is actually a more tightly integrated orchestrated management philosophy we think. >>So let's get into some of the super cloud type trends that we've been reporting on. Again, the purpose of this event is to, as a pilots, to get the conversations flowing with with the influencers like yourselves who are running companies and building products and the builders, Amazon and Azure are doing extremely well. Google's coming up in third cloudworks in public cloud. We see the use cases on-premises use cases. Kubernetes has been an interesting phenomenon because it's become from the developer side a little bit, but a lot of ops people love Kubernetes. It's really more of an ops thing. You mentioned OpenStack earlier. Kubernetes kind of came out of that open stack. We need an orchestration and then containers had a good shot with, with Docker, they re pivoted the company. Now they're all in an open source. So you got containers booming and Kubernetes as a new layer there. What's, what's the take on that? What does that really mean? Is that a new defacto enabler? It >>Is here. It's for here for sure. Every enterprise somewhere in the journey is going on and you know, most companies are, 70 plus percent of them have 1, 2, 3 container based, Kubernetes based applications now being rolled out. So it's very much here, it is in production at scale by many customers and it, the beauty of it is yes, open source, but the biggest gating factor is the skillset. And that's where we have a phenomenal engineering team, right? So it's, it's one thing to buy a tool and >>Just be clear, you're a managed service for Kubernetes. >>We provide, provide a software platform for cloud acceleration as a service and it can run anywhere. It can run in public private. We have customers who do it in truly multi-cloud environments. It runs on the edge, it runs at this in stores. There are thousands of stores in a retailer. So we provide that and also for specific segments where data sovereignty and data residency are key regulatory reasons. We also on-prem as an air gap version. >>Can you give an example on how you guys are deploying your platform to enable a super cloud experience for your customer? >>Right. So I'll give you two different examples. One is a very large networking company, public networking company. They have hundreds of products, hundreds of r and d teams that are building different different products. And if you look at few years back, each one was doing it on a different platforms but they really needed to bring the agility and they worked with us now over three years where we are their build test dev pro platform where all their products are built on, right? And it has dramatically increased their agility to release new products. Number two, it actually is a light out operation. In fact the customer says like, like the Maytag service person cuz we provide it as a service and it barely takes one or two people to maintain it for them. So >>It's kinda like an SRE vibe. One person managing a >>Large 4,000 engineers building infrastructure >>On their tools, whatever >>They want on their tools. They're using whatever app development tools they use, but they use our platform. >>And what benefits are they seeing? Are they seeing speed? >>Speed, definitely. Okay. Definitely their speeding speed uniformity because now they're building able to build, so their customers who are using product A and product B are seeing a similar set of tools that are being used. >>So a big problem that's coming outta this super cloud event that we're, we're seeing and we heard it all here, ops and security teams. Cause they're kind of two part of one thing, but ops and great specifically need to catch up. Speedwise, are you delivering that value to ops and security? >>Right? So we, we work with ops and security teams and infrastructure teams and we layer on top of that. We have like a platform team. If you think about it, depending on where you have data centers, where you have infrastructure, you have multiple teams, okay, but you need a unified platform. Who's your buyer? Our buyer is usually, you know, the product divisions of companies that are looking at or the CTO would be a buyer for us functionally cio definitely. So it it's, it's somewhere in the DevOps to infrastructure. But the ideal one we are beginning to see now many large corporations are really looking at it as a platform and saying we have a platform group on which any app can be developed and it is run on any infrastructure. So the platform engineering teams, >>So you were just two sides to that coin. You've got the dev side and then >>And the infrastructure >>Side. Okay, >>Another customer, I give you an example which I would say is kind of the edge of the store. So they have thousands of stores. Retail, retail, you know food retailer, right? They have thousands of stores are on the globe, 50,000, 60,000. And they really want to enhance the customer experience that happens when you either order the product or go into the store and pick up your product or buy or browse or sit there. They have applications that were written in the nineties and then they have very modern AIML applications today. They want something that will not have to send an IT person to install rack in the store or they can't move everything to the cloud because the store operations have to be local. The menu changes based on it's classic edge. >>It's >>Classic edge, yeah. Right? They can't send it people to go install rack of servers then they can't sell software people to go install the software and any change you wanna put through that, you know, truck roll. So they've been working with us where all they do is they ship, depending on the size of the store, one or two or three little servers with instructions that >>You say little service, like how big one like a box, like a small little >>Box, right? And all the person in the store has to do like what you and I do at home and we get a, you know, a router is connect the power, connect the internet and turn the switch on. And from there we pick it up. Yeah, we provide the operating system, everything and then the applications are put on it. And so that dramatically brings the velocity for them. They manage thousands >>Of them. True plugin >>Play two plugin play thousands of stores. They manage it centrally. We do it for them, right? So, so that's another example where on the edge then we have some customers who have both a large private presence and one of the public clouds. Okay. But they want to have the same platform layer of orchestration and management that they can use regardless of the >>Location. So you guys got some success. Congratulations. Got some traction there. It's awesome. The question I want to ask you is that's come up is what is truly cloud native? Cuz there's lift and shift of the cloud >>That's not cloud >>Native. Then there's cloud native. Cloud native seems to be the driver for the super cloud. How do you talk to customers? How do you explain when someone says what's cloud native, what isn't cloud native? >>Right. Look, I think first of all, the best place to look at what is the definition and what are the attributes and characteristics of what is truly a cloud native, is CNC foundation. And I think it's very well documented where >>Youcar, of course Detroit's >>Coming in, so, so it's already there, right? So we follow that very closely, right? I think just lifting and shifting your 20 year old application onto a data center somewhere is not cloud native. Okay? You can't put to cloud, not you have to rewrite and redevelop your application and business logic using modern tools. Hopefully more open source and, and I think that's what Cloudnative is and we are seeing lot of our customers in that journey. Now everybody wants to be cloud native, but it's not that easy, okay? Because it's, I think it's first of all, skill set is very important. Uniformity of tools that there's so many tools there. Thousands and thousands of tools you could spend your time figuring out which tool to you use. Okay? So, so I think the complexities there, but the business benefits of agility and uniformity and customer experience are truly being done. >>And I'll give you an example, I don't know how clear native they are, right? And they're not a customer of ours, but you order pizzas, you do, right? If you just watch the pizza industry, how Domino's actually increase their share and mind share and wallet share was not because they were making better pizzas or not, I don't know anything about that, but the whole experience of how you order, how you watch what's happening, how it's delivered, they were the pioneer in it. To me, those are the kinds of customer experiences that cloud native can provide. >>Being agility and having that flow through the application changes what the expectations >>Are >>For the customer. >>Customer, the customer's expectations change, right? Once you get used to a better customer experience, you will not, >>Thats got to wrap it up. I wanna just get your perspective again. One of the benefits of chatting with you here and having you part of the Super Cloud 22 is you've seen many cycles, you have in a lot of insights. I want to ask you, given your career where you've been and what you've done and now the CEO of Platform nine, how would you compare what's happening now with other inflection points in the industry? And you've been, again, you've been an entrepreneur, you sold your company to Oracle, you've been seeing the, the big companies, you've seen the different waves. What's going on right now put into context this moment in time around Super Cloud. >>Sure. I think as you said, a lot of battles. Cars being, being at an asb, being in a realtime software company, being in large enterprise software houses and a transformation. I've been on the app side, I did the infrastructure right and then tried to build our own platforms. I've gone through all of this myself with lot of lessons learned in there. I think this is an event which is happening now for companies to go through to become cloud native and digitalize. If I were to look back and look at some parallels of the tsunami that's going on is, couple of parallels come to me. One is, think of it, which was forced to on us, like y2k, everybody around the world had to have a plan, a strategy, and an execution for y2k. I would say the next big thing was e-commerce. I think e-commerce has been pervasive right across all industries. >>And disruptive. And >>Disruptive, extremely disruptive. If you did not adapt and adapt and accelerate your e-commerce initiative, you were, it was an existence question. Yeah. I think we are at that pivotal moment now in companies trying to become digital and cloud native. You know, that is what I see >>Happening there. I think that that e-commerce is interesting and I think just to riff with you on that is that it's disrupting and refactoring the business models. I think that is something that's coming out of this is that it's not just completely changing the game, it's just changing how you operate, >>How you think, and how you operate. See, if you think about the early days of eCommerce, just putting up a shopping cart then made you an e-commerce or e retailer or e e customer, right? Or so. I think it's the same thing now is I think this is a fundamental shift on how you're thinking about your business. How are you gonna operate? How are you gonna service your customers? I think it requires that just lift and shift is not gonna work. >>Nascar, thank you for coming on. Spend the time to come in and share with our community and being part of Super Cloud 22. We really appreciate, We're gonna keep this open. We're gonna keep this conversation going even after the event, to open up and look at the structural changes happening now and continue to look at it in the open in the community. And we're gonna keep this going for, for a long, long time as we get answers to the problems that customers are looking for with cloud cloud computing. I'm Sean Feer with Super Cloud 22 in the Cube. Thanks for >>Watching. Thank you. Thank you, John. >>Hello. Welcome back. This is the end of our program, our special presentation with Platform nine on cloud native at scale, enabling the super cloud. We're continuing the theme here. You heard the interviews Super cloud and its challenges, new opportunities around the solutions around like Platform nine and others with Arlon. This is really about the edge situations on the internet and managing the edge multiple regions, avoiding vendor lock in. This is what this new super cloud is all about. The business consequences we heard and and the wide ranging conversations around what it means for open source and the complexity problem all being solved. I hope you enjoyed this program. There's a lot of moving pieces and things to configure with cloud native install, all making it easier for you here with Super Cloud and of course Platform nine contributing to that. Thank you for watching.

>>Everyone, welcome to the cube here in Palo Alto, California for a special presentation on Cloud native at scale, enabling super cloud modern applications with Platform nine. I'm John Furry, your host of The Cube. We've got a great lineup of three interviews we're streaming today. Mattor Makki, who's the co-founder and VP of Product of Platform nine. She's gonna go into detail around Arlon, the open source products, and also the value of what this means for infrastructure as code and for cloud native at scale. Bickley the chief architect of Platform nine Cube alumni. Going back to the OpenStack days. He's gonna go into why Arlon, why this infrastructure as code implication, what it means for customers and the implications in the open source community and where that value is. Really great wide ranging conversation there. And of course, Vascar, Gort, the CEO of Platform nine, is gonna talk with me about his views on Super Cloud and why Platform nine has a scalable solutions to bring cloud native at scale. So enjoy the program, see you soon. Hello and welcome to the cube here in Palo Alto, California for a special program on cloud native at scale, enabling next generation cloud or super cloud for modern application cloud native developers. I'm John Forry, host of the Cube. Pleasure to have here me Makowski, co-founder and VP of product at Platform nine. Thanks for coming in today for this Cloudnative at scale conversation. >>Thank you for having >>Me. So Cloudnative at scale, something that we're talking about because we're seeing the, the next level of mainstream success of containers Kubernetes and cloud native develop, basically DevOps in the C I C D pipeline. It's changing the landscape of infrastructure as code, it's accelerating the value proposition and the super cloud as we call it, has been getting a lot of traction because this next generation cloud is looking a lot different, but kind of the same as the first generation. What's your view on Super cloud as it fits to cloud native as scales up? >>Yeah, you know, I think what's interesting, and I think the reason why Super Cloud is a really good and a really fit term for this, and I think, I know my CEO was chatting with you as well, and he was mentioning this as well, but I think there needs to be a different term than just multi-cloud or cloud. And the reason is because as cloud native and cloud deployments have scaled, I think we've reached a point now where instead of having the traditional data center style model, where you have a few large distributors of infrastructure and workload at a few locations, I think the model is kind of flipped around, right? Where you have a large number of micro sites. These micro sites could be your public cloud deployment, your private on-prem infrastructure deployments, or it could be your edge environment, right? And every single enterprise, every single industry is moving in that direction. And so you gotta rougher that with a terminology that, that, that indicates the scale and complexity of it. And so I think super cloud is a, is an appropriate term for >>That. So you brought a couple things I want to dig into. You mentioned Edge Notes. We're seeing not only edge nodes being the next kind of area of innovation, mainly because it's just popping up everywhere. And that's just the beginning. Wouldn't even know what's around the corner. You got buildings, you got iot, o ot, and it kind of coming together, but you also got this idea of regions, global infrastructures, big part of it. I just saw some news around cloud flare shutting down a site here, there's policies being made at scale. These new challenges there. Can you share because you can have edge. So hybrid cloud is a winning formula. Everybody knows that it's a steady state. Yeah. But across multiple clouds brings in this new un engineered area, yet it hasn't been done yet. Spanning clouds. People say they're doing it, but you start to see the toe in the water, it's happening, it's gonna happen. It's only gonna get accelerated with the edge and beyond globally. So I have to ask you, what is the technical challenges in doing this? Because it's something business consequences as well, but there are technical challenge. Can you share your view on what the technical challenges are for the super cloud across multiple edges and >>Regions? Yeah, absolutely. So I think, you know, in in the context of this, the, this, this term of super cloud, I think it's sometimes easier to visualize things in terms of two access, right? I think on one end you can think of the scale in terms of just pure number of nodes that you have, deploy number of clusters in the Kubernetes space. And then on the other access you would have your distribution factor, right? Which is, do you have these tens of thousands of nodes in one site or do you have them distributed across tens of thousands of sites with one node at each site? Right? And if you have just one flavor of this, there is enough complexity, but potentially manageable. But when you are expanding on both these access, you really get to a point where that skill really needs some well thought out, well-structured solutions to address it, right? A combination of homegrown tooling along with your, you know, favorite distribution of Kubernetes is not a strategy that can help you in this environment. It may help you when you have one of this or when you, when you scale, is not at the level. >>Can you scope the complexity? Because I mean, I hear a lot of moving parts going on there, the technology's also getting better. We we're seeing cloud native become successful. There's a lot to configure, there's a lot to install. Can you scope the scale of the problem? Because we're talking about at scale Yep. Challenges here. >>Yeah, absolutely. And I think, you know, I I like to call it, you know, the, the, the problem that the scale creates, you know, there's various problems, but I think one, one problem, one way to think about it is, is, you know, it works on my cluster problem, right? So, you know, I come from engineering background and there's a, you know, there's a famous saying between engineers and QA and the support folks, right? Which is, it works on my laptop, which is I tested this change, everything was fantastic, it worked flawlessly on my machine, on production, It's not working. The exact same problem now happens and these distributed environments, but at massive scale, right? Which is that, you know, developers test their applications, et cetera within the sanctity of their sandbox environments. But once you expose that change in the wild world of your production deployment, right? >>And the production deployment could be going at the radio cell tower at the edge location where a cluster is running there, or it could be sending, you know, these applications and having them run at my customer's site where they might not have configured that cluster exactly the same way as I configured it, or they configured the cluster, right? But maybe they didn't deploy the security policies or they didn't deploy the other infrastructure plugins that my app relies on all of these various factors at their own layer of complexity. And there really isn't a simple way to solve that today. And that is just, you know, one example of an issue that happens. I think another, you know, whole new ball game of issues come in the context of security, right? Because when you are deploying applications at scale in a distributed manner, you gotta make sure someone's job is on the line to ensure that the right security policies are enforced regardless of that scale factor. So I think that's another example of problems that occur. >>Okay. So I have to ask about scale because there are a lot of multiple steps involved when you see the success cloud native, you know, you see some, you know, some experimentation. They set up a cluster, say it's containers and Kubernetes, and then you say, Okay, we got this, we can configure it. And then they do it again and again, they call it day two. Some people call it day one, day two operation, whatever you call it. Once you get past the first initial thing, then you gotta scale it. Then you're seeing security breaches, you're seeing configuration errors. This seems to be where the hotpot is. And when companies transition from, I got this to, Oh no, it's harder than I thought at scale. Can you share your reaction to that and how you see this playing out? >>Yeah, so, you know, I think it's interesting. There's multiple problems that occur when, you know, the, the two factors of scale is we talked about start expanding. I think one of them is what I like to call the, you know, it, it works fine on my cluster problem, which is back in, when I was a developer, we used to call this, it works on my laptop problem, which is, you know, you have your perfectly written code that is operating just fine on your machine, your sandbox environment. But the moment it runs production, it comes back with p zeros and POS from support teams, et cetera. And those issues can be really difficult to try us, right? And so in the Kubernetes environment, this problem kind of multi folds, it goes, you know, escalates to a higher degree because yeah, you have your sandbox developer environments, they have their clusters and things work perfectly fine in those clusters because these clusters are typically handcrafted or a combination of some scripting and handcrafting. >>And so as you give that change to then run at your production edge location, like say you radio sell tower site, or you hand it over to a customer to run it on their cluster, they might not have not have configured that cluster exactly how you did it, or they might not have configured some of the infrastructure plugins. And so the things don't work. And when things don't work, triaging them becomes like ishly hard, right? It's just one of the examples of the problem. Another whole bucket of issues is security, which is, is you have these distributed clusters at scale, you gotta ensure someone's job is on the line to make sure that these security policies are configured properly. >>So this is a huge problem. I love that comment. That's not not happening on my system. It's the classic, you know, debugging mentality. Yeah. But at scale it's hard to do that with error prone. I can see that being a problem. And you guys have a solution you're launching, Can you share what our lawn is, this new product, What is it all about? Talk about this new introduction. >>Yeah, absolutely. I'm very, very excited. You know, it's one of the projects that we've been working on for some time now because we are very passionate about this problem and just solving problems at scale in on-prem or at in the cloud or at edge environments. And what arwan is, it's an open source project and it is a tool, it's a Kubernetes native tool for complete end to end management of not just your clusters, but your clusters. All of the infrastructure that goes within and along the sites of those clusters, security policies, your middleware plugins, and finally your applications. So what alarm lets you do in a nutshell is in a declarative way, it lets you handle the configuration and management of all of these components in at scale. >>So what's the elevator pitch simply put for what this solves in, in terms of the chaos you guys are reigning in. What's the, what's the bumper sticker? Yeah, >>What would it do? There's a perfect analogy that I love to reference in this context, which is think of your assembly line, you know, in a traditional, let's say, you know, an auto manufacturing factory or et cetera, and the level of efficiency at scale that that assembly line brings, right online. And if you look at the logo we've designed, it's this funny little robot. And it's because when we think of online, we, we think of these enterprise large scale environments, you know, sprawling at scale creating chaos because there isn't necessarily a well thought through, well structured solution that's similar to an assembly line, which is taking each components, you know, addressing them, manufacturing, processing them in a standardized way, then handing to the next stage. But again, it gets, you know, processed in a standardized way. And that's what Arlon really does. That's like the I pitch. If you have problems of scale of managing your infrastructure, you know, that is distributed. Arlon brings the assembly line level of efficiency and consistency >>For those. So keeping it smooth, the assembly on things are flowing. C C I CD pipelining. Exactly. So that's what you're trying to simplify that ops piece for the developer. I mean, it's not really ops, it's their ops, it's coding. >>Yeah. Not just developer, the ops, the operations folks as well, right? Because developers, you know, there is, the developers are responsible for one picture of that layer, which is my apps, and then maybe that middleware of application that they interface with, but then they hand it over to someone else who's then responsible to ensure that these apps are secure properly, that they are logging, logs are being collected properly, monitoring and observability integrated. And so it solves problems for both those >>Teams. Yeah. It's DevOps. So the DevOps is the cloud native developer. The OP teams have to kind of set policies. Is that where the declarative piece comes in? Is that why that's important? >>Absolutely. Yeah. And, and, and, and you know, Kubernetes really in introduced or elevated this declarative management, right? Because, you know, c communities clusters are Yeah. Or your, yeah, you know, specifications of components that go in Kubernetes are defined in a declarative way. And Kubernetes always keeps that state consistent with your defined state. But when you go outside of that world of a single cluster, and when you actually talk about defining the clusters or defining everything that's around it, there really isn't a solution that does that today. And so online addresses that problem at the heart of it, and it does that using existing open source well known solutions. >>Ed, do I wanna get into the benefits? What's in it for me as the customer developer? But I want to finish this out real quick and get your thoughts. You mentioned open source. Why open source? What's the, what's the current state of the product? You run the product group over at platform nine, is it open source? And you guys have a product that's commercial? Can you explain the open source dynamic? And first of all, why open source? Yeah. And what is the consumption? I mean, open source is great, People want open source, they can download it, look up the code, but maybe wanna buy the commercial. So I'm assuming you have that thought through, can you share open source and commercial relationship? >>Yeah, I think, you know, starting with why open source? I think it's, you know, we as a company, we have, you know, one of the things that's absolutely critical to us is that we take mainstream open source technologies components and then we, you know, make them available to our customers at scale through either a SaaS model on from model, right? But, so as we are a company or startup or a company that benefits, you know, in a massive way by this open source economy, it's only right, I think in my mind that we do our part of the duty, right? And contribute back to the community that feeds us. And so, you know, we have always held that strongly as one of our principles. And we have, you know, created and built independent products starting all the way with fi, which was a serverless product, you know, that we had built to various other, you know, examples that I can give. But that's one of the main reasons why opensource and also opensource because we want the community to really firsthand engage with us on this problem, which is very difficult to achieve if your product is behind a wall, you know, behind, behind a block box. >>Well, and that's, that's what the developers want too. I mean, what we're seeing in reporting with Super Cloud is the new model of consumption is I wanna look at the code and see what's in there. That's right. And then also, if I want to use it, I, I'll do it. Great. That's open source, that's the value. But then at the end of the day, if I wanna move fast, that's when people buy in. So it's a new kind of freemium, I guess, business model. I guess that's the way that, Well, but that's, that's the benefit. Open source. This is why standards and open source is growing so fast. You have that confluence of, you know, a way for helpers to try before they buy, but also actually kind of date the application, if you will. We, you know, Adrian Karo uses the dating me metaphor, you know, Hey, you know, I wanna check it out first before I get married. Right? And that's what open source, So this is the new, this is how people are selling. This is not just open source, this is how companies are selling. >>Absolutely. Yeah. Yeah. You know, I think, and you know, two things. I think one is just, you know, this, this, this cloud native space is so vast that if you, if you're building a close flow solution, sometimes there's also a risk that it may not apply to every single enterprises use cases. And so having it open source gives them an opportunity to extend it, expand it, to make it proper to their use case if they choose to do so, right? But at the same time, what's also critical to us is we are able to provide a supported version of it with an SLA that we, you know, that's backed by us, a SAS hosted version of it as well, for those customers who choose to go that route, you know, once they have used the open source version and loved it and want to take it at scale and in production and need, need, need a partner to collaborate with, who can, you know, support them for that production >>Environment. I have to ask you now, let's get into what's in it for the customer. I'm a customer, why should I be enthused about Arlo? What's in it for me? You know? Cause if I'm not enthused about it, I'm not gonna be confident and it's gonna be hard for me to get behind this. Can you share your enthusiastic view of, you know, why I should be enthused about Arlo customer? >>Yeah, absolutely. And so, and there's multiple, you know, enterprises that we talk to, many of them, you know, our customers, where this is a very kind of typical story that you hear, which is we have, you know, a Kubernetes distribution. It could be on premise, it could be public clouds, native es, and then we have our C I CD pipelines that are automating the deployment of applications, et cetera. And then there's this gray zone. And the gray zone is well before you can you, your CS CD pipelines can deploy the apps. Somebody needs to do all of their groundwork of, you know, defining those clusters and yeah. You know, properly configuring them. And as these things, these things start by being done hand grown. And then as the, as you scale, what typically enterprises would do today is they will have their home homegrown DIY solutions for this. >>I mean, the number of folks that I talk to that have built Terra from automation, and then, you know, some of those key developers leave. So it's a typical open source or typical, you know, DIY challenge. And the reason that they're writing it themselves is not because they want to. I mean, of course technology is always interesting to everybody, but it's because they can't find a solution that's out there that perfectly fits the problem. And so that's that pitch. I think Spico would be delighted. The folks that we've talked, you know, spoken with, have been absolutely excited and have, you know, shared that this is a major challenge we have today because we have, you know, few hundreds of clusters on s Amazon and we wanna scale them to few thousands, but we don't think we are ready to do that. And this will give us >>Stability. Yeah, I think people are scared, not sc I won't say scare, that's a bad word. Maybe I should say that they feel nervous because, you know, at scale small mistakes can become large mistakes. This is something that is concerning to enterprises. And, and I think this is gonna come up at co con this year where enterprises are gonna say, Okay, I need to see SLAs. I wanna see track record, I wanna see other companies that have used it. Yeah. How would you answer that question to, or, or challenge, you know, Hey, I love this, but is there any guarantees? Is there any, what's the SLAs? I'm an enterprise, I got tight, you know, I love the open source trying to free fast and loose, but I need hardened code. >>Yeah, absolutely. So, so two parts to that, right? One is Arlan leverages existing open source components, products that are extremely popular. Two specifically. One is Lon uses Argo cd, which is probably one of the highest rated and used CD open source tools that's out there, right? It's created by folks that are as part of Intuit team now, you know, really brilliant team. And it's used at scale across enterprises. That's one. Second is arlon also makes use of cluster api capi, which is a ES sub-component, right? For lifecycle management of clusters. So there is enough of, you know, community users, et cetera, around these two products, right? Or, or, or open source projects that will find Arlan to be right up in their alley because they're already comfortable, familiar with algo cd. Now Arlan just extends the scope of what Algo CD can do. And so that's one. And then the second part is going back to a point of the comfort. And that's where, you know, Platform nine has a role to play, which is when you are ready to deploy Alon at scale, because you've been, you know, playing with it in your DEF test environments, you're happy with what you get with it, then Platform nine will stand behind it and provide that sla. >>And what's been the reaction from customers you've talked to Platform nine customers with, with, that are familiar with, with Argo and then Arlo? What's been some of the feedback? >>Yeah, I, I, I think the feedback's been fantastic. I mean, I can give you examples of customers where, you know, initially, you know, when you are, when you're telling them about your entire portfolio of solutions, it might not strike a card right away. But then we start talking about Arlan and, and we talk about the fact that it uses Argo CD and they start opening up, they say, We have standardized on Argo and we have built these components, homegrown, we would be very interested. Can we co-develop? Does it support these use cases? So we've had that kind of validation. We've had validation all the way at the beginning of our line before we even wrote a single line of code saying this is something we plan on doing. And the customer said, If you had it today, I would've purchased it. So it's been really great validation. >>All right. So next question is, what is the solution to the customer? If I asked you, Look it, I have, I'm so busy, my team's overworked. I got a skills gap. I don't need another project that's, I'm so tied up right now and I'm just chasing my tail. How does Platform nine help me? >>Yeah, absolutely. So I think, you know, one of the core tenets of Platform nine has always been that we try to bring that public cloud like simplicity by hosting, you know, this in a lot of such similar tools in a SaaS hosted manner for our customers, right? So our goal behind doing that is taking away or trying to take away all of that complexity from customer's hands and offloading it to our hands, right? And giving them that full white glove treatment as we call it. And so from a customer's perspective, one, something like arlon will integrate with what they have so they don't have to rip and replace anything. In fact, it will, even in the next versions, it may even discover your clusters that you have today and, you know, give you an inventory and that, >>So customers have clusters that are growing, that's a sign correct call you guys. >>Absolutely. Either they're, they have massive large clusters, right? That they wanna split into smaller clusters, but they're not comfortable doing that today, or they've done that already on say, public cloud or otherwise. And now they have management challenges. So >>Especially operationalizing the clusters, whether they want to kind of reset everything and remove things around and reconfigure Yeah. And or scale out. >>That's right. Exactly. >>And you provide that layer of policy. >>Absolutely. >>Yes. That's the key value >>Here. That's right. >>So policy based configuration for cluster scale up >>Profile and policy based declarative configuration and life cycle management for clusters. >>If I asked you how this enables Super club, what would you say to that? >>I think this is one of the key ingredients to super cloud, right? If you think about a super cloud environment, there's at least few key ingredients that that come to my mind that are really critical. Like they are, you know, life saving ingredients at that scale. One is having a really good strategy for managing that scale, you know, in a, going back to assembly line in a very consistent, predictable way so that our lot solves then you, you need to compliment that with the right kind of observability and monitoring tools at scale, right? Because ultimately issues are gonna happen and you're gonna have to figure out, you know, how to solve them fast. And alon by the way, also helps in that direction, but you also need observability tools. And then especially if you're running it on the public cloud, you need some cost management tools. In my mind, these three things are like the most necessary ingredients to make Super Cloud successful. And, you know, alarm flows >>In one. Okay, so now the next level is, Okay, that makes sense. There's under the covers kind of speak under the hood. Yeah. How does that impact the app developers and the cloud native modern application workflows? Because the impact to me, seems the apps are gonna be impacted. Are they gonna be faster, stronger? I mean, what's the impact if you do all those things, as you mentioned, what's the impact of the apps? >>Yeah, the impact is that your apps are more likely to operate in production the way you expect them to, because the right checks and balances have gone through, and any discrepancies have been identified prior to those apps, prior to your customer running into them, right? Because developers run into this challenge to their, where there's a split responsibility, right? I'm responsible for my code, I'm responsible for some of these other plugins, but I don't own the stack end to end. I have to rely on my ops counterpart to do their part, right? And so this really gives them, you know, the right tooling for >>That. So this is actually a great kind of relevant point, you know, as cloud becomes more scalable, you're starting to see this fragmentation gone of the days of the full stack developer to the more specialized role. But this is a key point, and I have to ask you because if this Arlo solution takes place, as you say, and the apps are gonna be stupid, there's designed to do, the question is, what did, does the current pain look like of the apps breaking? What does the signals to the customer Yeah. That they should be calling you guys up into implementing Arlo, Argo, and, and, and on all the other goodness to automate, What are some of the signals? Is it downtime? Is it, is it failed apps, Is it latency? What are some of the things that Yeah, absolutely would be in indications of things are effed up a little bit. >>Yeah. More frequent down times, down times that are, that take longer to triage. And so you are, you know, the, you know, your mean times on resolution, et cetera, are escalating or growing larger, right? Like we have environments of customers where they, they have a number of folks on in the field that have to take these apps and run them at customer sites. And that's one of our partners. And they're extremely interested in this because the, the rate of failures they're encountering for this, you know, the field when they're running these apps on site, because the field is automating their clusters that are running on sites using their own script. So these are the kinds of challenges, and those are the pain points, which is, you know, if you're looking to reduce your, your meantime to resolution, if you're looking to reduce the number of failures that occur on your production site, that's one. And second, if you are looking to manage these at scale environments with a relatively small, focused, nimble ops team, which has an immediate impact on your, So those are, those are the >>Signals. This is the cloud native at scale situation, the innovation going on. Final thought is your reaction to the idea that if the world goes digital, which it is, and the confluence of physical and digital coming together, and cloud continues to do its thing, the company becomes the application, not where it used to be supporting the business, you know, the back office and the IIA terminals and some PCs and handhelds. Now if technology's running, the business is the business. Yeah. The company's the application. Yeah. So it can't be down. So there's a lot of pressure on, on CSOs and CIOs now and see, and boards is saying, how is technology driving the top line revenue? That's the number one conversation. Yeah. Do you see that same thing? >>Yeah. It's interesting. I think there's multiple pressures at the CXO CIO level, right? One is that there needs to be that visibility and clarity and guarantee almost that, you know, that the, the technology that's, you know, that's gonna drive your top line is gonna drive that in a consistent, reliable, predictable manner. And then second, there is the constant pressure to do that while always lowering your costs of doing it, right? Especially when you're talking about, let's say retailers or those kinds of large scale vendors, they many times make money by lowering the amount that they spend on, you know, providing those goods to their end customers. So I think those, both those factors kind of come into play and the solution to all of them is usually in a very structured strategy around automation. >>Final question. What does cloudnative at scale look like to you? If all the things happen the way we want 'em to happen, The magic wand, the magic dust, what does it look like? >>What that looks like to me is a CIO sipping at his desk on coffee production is running absolutely smooth. And his, he's running that at a nimble, nimble team size of at the most, a handful of folks that are just looking after things with things. So just >>Taking care of, and the CIO doesn't exist. There's no CSO there at the beach. >>Yeah. >>Thank you for coming on, sharing the cloud native at scale here on the cube. Thank you for your time. >>Fantastic. Thanks for having >>Me. Okay. I'm John Fur here for special program presentation, special programming cloud native at scale, enabling super cloud modern applications with Platform nine. Thanks for watching. Welcome back everyone to the special presentation of cloud native at scale, the cube and platform nine special presentation going in and digging into the next generation super cloud infrastructure as code and the future of application development. We're here at Bickley, who's the chief architect and co-founder of Platform nine b. Great to see you Cube alumni. We, we met at an OpenStack event in about eight years ago, or well later, earlier when opens Stack was going. Great to see you and great to see congratulations on the success of platform nine. >>Thank you very much. >>Yeah. You guys have been at this for a while and this is really the, the, the year we're seeing the, the crossover of Kubernetes because of what happens with containers. Everyone now was realized, and you've seen what Docker's doing with the new docker, the open source Docker now just a success Exactly. Of containerization, right? And now the Kubernetes layer that we've been working on for years is coming, bearing fruit. This is huge. >>Exactly. Yes. >>And so as infrastructure's code comes in, we talked to Bacar talking about Super Cloud, I met her about, you know, the new Arlon, our R lawn you guys just launched, the infrastructure's code is going to another level. And then it's always been DevOps infrastructure is code. That's been the ethos that's been like from day one, developers just code. Then you saw the rise of serverless and you see now multi-cloud or on the horizon, connect the dots for us. What is the state of infrastructures code today? >>So I think, I think I'm, I'm glad you mentioned it, everybody or most people know about infrastructures code. But with Kubernetes, I think that project has evolved at the concept even further. And these dates, it's infrastructure as configuration, right? So, which is an evolution of infrastructure as code. So instead of telling the system, here's how I want my infrastructure by telling it, you know, do step A, B, C, and D instead with Kubernetes, you can describe your desired state declaratively using things called manifest resources. And then the system kind of magically figures it out and tries to converge the state towards the one that you specify. So I think it's, it's a even better version of infrastructures code. >>Yeah, yeah. And, and that really means it's developer just accessing resources. Okay. Not declaring, Okay, give me some compute, stand me up some, turn the lights on, turn 'em off, turn 'em on. That's kind of where we see this going. And I like the configuration piece. Some people say composability, I mean now with open source, so popular, you don't have to have to write a lot of code. It's code being developed. And so it's into integration, it's configuration. These are areas that we're starting to see computer science principles around automation, machine learning, assisting open source. Cuz you got a lot of code that's right in hearing software, supply chain issues. So infrastructure as code has to factor in these new, new dynamics. Can you share your opinion on these new dynamics of, as open source grows, the glue layers, the configurations, the integration, what are the core issues? >>I think one of the major core issues is with all that power comes complexity, right? So, you know, despite its expressive power systems like Kubernetes and declarative APIs let you express a lot of complicated and complex stacks, right? But you're dealing with hundreds if not thousands of these yamo files or resources. And so I think, you know, the emergence of systems and layers to help you manage that complexity is becoming a key challenge and opportunity in, in this space that, >>That's, I wrote a LinkedIn post today was comments about, you know, hey, enterprise is the new breed, the trend of SaaS companies moving our consumer comp consumer-like thinking into the enterprise has been happening for a long time, but now more than ever, you're seeing it the old way used to be solve complexity with more complexity and then lock the customer in. Now with open source, it's speed, simplification and integration, right? These are the new dynamic power dynamics for developers. Yeah. So as companies are starting to now deploy and look at Kubernetes, what are the things that need to be in place? Because you have some, I won't say technical debt, but maybe some shortcuts, some scripts here that make it look like infrastructure is code. People have done some things to simulate or or make infrastructure as code happen. Yes. But to do it at scale Yes. Is harder. What's your take on this? What's your >>View? It's hard because there's a per proliferation of methods, tools, technologies. So for example, today it's very common for DevOps and platform engineering tools, I mean, sorry, teams to have to deploy a large number of Kubernetes clusters, but then apply the applications and configurations on top of those clusters. And they're using a wide range of tools to do this, right? For example, maybe Ansible or Terraform or bash scripts to bring up the infrastructure and then the clusters. And then they may use a different set of tools such as Argo CD or other tools to apply configurations and applications on top of the clusters. So you have this sprawl of tools. You, you also have this sprawl of configurations and files because the more objects you're dealing with, the more resources you have to manage. And there's a risk of drift that people call that where, you know, you think you have things under control, but some people from various teams will make changes here and there and then before the end of the day systems break and you have no idea of tracking them. So I think there's real need to kind of unify, simplify, and try to solve these problems using a smaller, more unified set of tools and methodologies. And that's something that we try to do with this new project. Arlon. >>Yeah. So, so we're gonna get into Arlan in a second. I wanna get into the why Arlon. You guys announced that at our GoCon, which was put on here in Silicon Valley at the, at the by intu. They had their own little day over there at their headquarters. But before we get there, Vascar, your CEO came on and he talked about Super Cloud at our inaugural event. What's your definition of super cloud? If you had to kind of explain that to someone at a cocktail party or someone in the industry technical, how would you look at the super cloud trend that's emerging? It's become a thing. What's your, what would be your contribution to that definition or the narrative? >>Well, it's, it's, it's funny because I've actually heard of the term for the first time today, speaking to you earlier today. But I think based on what you said, I I already get kind of some of the, the gist and the, the main concepts. It seems like super cloud, the way I interpret that is, you know, clouds and infrastructure, programmable infrastructure, all of those things are becoming commodity in a way. And everyone's got their own flavor, but there's a real opportunity for people to solve real business problems by perhaps trying to abstract away, you know, all of those various implementations and then building better abstractions that are perhaps business or application specific to help companies and businesses solve real business problems. >>Yeah, I remember that's a great, great definition. I remember, not to date myself, but back in the old days, you know, IBM had a proprietary network operating system, so to deck for the mini computer vendors, deck net and SNA respectively. But T C P I P came out of the osi, the open systems interconnect and remember, ethernet beat token ring out. So not to get all nerdy for all the young kids out there, look, just look up token ring, you'll see, you've probably never heard of it. It's IBM's, you know, connection for the internet at the, the layer too is Amazon, the ethernet, right? So if T C P I P could be the Kubernetes and the container abstraction that made the industry completely change at that point in history. So at every major inflection point where there's been serious industry change and wealth creation and business value, there's been an abstraction Yes. Somewhere. Yes. What's your reaction to that? >>I think this is, I think a saying that's been heard many times in this industry and, and I forgot who originated it, but I think the saying goes like, there's no problem that can't be solved with another layer of indirection, right? And we've seen this over and over and over again where Amazon and its peers have inserted this layer that has simplified, you know, computing and, and infrastructure management. And I believe this trend is going to continue, right? The next set of problems are going to be solved with these insertions of additional abstraction layers. I think that that's really a, yeah, it's gonna continue. >>It's interesting. I just really wrote another post today on LinkedIn called the Silicon Wars AMD Stock is down arm has been on rise, we've remember pointing for many years now, that arm's gonna be hugely, it has become true. If you look at the success of the infrastructure as a service layer across the clouds, Azure, aws, Amazon's clearly way ahead of everybody. The stuff that they're doing with the silicon and the physics and the, the atoms, the pro, you know, this is where the innovation, they're going so deep and so strong at ISAs, the more that they get that gets come on, they have more performance. So if you're an app developer, wouldn't you want the best performance and you'd wanna have the best abstraction layer that gives you the most ability to do infrastructures, code or infrastructure for configuration, for provisioning, for managing services. And you're seeing that today with service MeSHs, a lot of action going on in the service mesh area in, in this community of co con, which will be a covering. So that brings up the whole what's next? You guys just announced our lawn at ar GoCon, which came out of Intuit. We've had Maria Teel at our super cloud event, She's a cto, you know, they're all in the cloud. So they contributed that project. Where did Arlon come from? What was the origination? What's the purpose? Why our lawn, why this announcement? Yeah, >>So the, the inception of the project, this was the result of us realizing that problem that we spoke about earlier, which is complexity, right? With all of this, these clouds, these infrastructure, all the variations around and you know, compute storage networks and the proliferation of tools we talked about the Ansibles and Terraforms and Kubernetes itself, you can think of that as another tool, right? We saw a need to solve that complexity problem, and especially for people and users who use Kubernetes at scale. So when you have, you know, hundreds of clusters, thousands of applications, thousands of users spread out over many, many locations, there, there needs to be a system that helps simplify that management, right? So that means fewer tools, more expressive ways of describing the state that you want and more consistency. And, and that's why, you know, we built AR lawn and we built it recognizing that many of these problems or sub problems have already been solved. So Arlon doesn't try to reinvent the wheel, it instead rests on the shoulders of several giants, right? So for example, Kubernetes is one building block, GI ops, and Argo CD is another one, which provides a very structured way of applying configuration. And then we have projects like cluster API and cross plane, which provide APIs for describing infrastructure. So arlon takes all of those building blocks and builds a thin layer, which gives users a very expressive way of defining configuration and desired state. So that's, that's kind of the inception of, And >>What's the benefit of that? What does that give the, what does that give the developer, the user, in this case, >>The developers, the, the platform engineer, team members, the DevOps engineers, they get a a ways to provision not just infrastructure and clusters, but also applications and configurations. They get a way, a system for provisioning, configuring, deploying, and doing life cycle management in a, in a much simpler way. Okay. Especially as I said, if you're dealing with a large number of applications. >>So it's like an operating fabric, if you will. Yes. For them. Okay, so let's get into what that means for up above and below the, the, this abstraction or thin layer below the infrastructure. We talked a lot about what's going on below that. Yeah. Above our workloads at the end of the day, and I talk to CXOs and IT folks that, that are now DevOps engineers. They care about the workloads and they want the infrastructure's code to work. They wanna spend their time getting in the weeds, figuring out what happened when someone made a push that that happened or something happened. They need observability and they need to, to know that it's working. That's right. And here's my workloads running effectively. So how do you guys look at the workload side of it? Cuz now you have multiple workloads on these fabric, right? >>So workloads, so Kubernetes has defined kind of a standard way to describe workloads and you can, you know, tell Kubernetes, I want to run this container this particular way, or you can use other projects that are in the Kubernetes cloud native ecosystem, like K native, where you can express your application in more at a higher level, right? But what's also happening is in addition to the workloads, DevOps and platform engineering teams, they need to very often deploy the applications with the clusters themselves. Clusters are becoming this commodity. It's, it's becoming this host for the application and it kind of comes bundled with it. In many cases it is like an appliance, right? So DevOps teams have to provision clusters at a really incredible rate and they need to tear them down. Clusters are becoming more, >>It's coming like an EC two instance, spin up a cluster. We've heard people used words like that. That's >>Right. And before arlon you kind of had to do all of that using a different set of tools as, as I explained. So with AR loan you can kind of express everything together. You can say I want a cluster with a health monitoring stack and a logging stack and this ingress controller and I want these applications and these security policies. You can describe all of that using something we call the profile. And then you can stamp out your app, your applications and your clusters and manage them in a very, So >>It's essentially standard, like creates a mechanism. Exactly. Standardized, declarative kind of configurations. And it's like a playbook, just deploy it. Now what there is between say a script like I'm, I have scripts, I can just automate scripts >>Or yes, this is where that declarative API and infrastructure as configuration comes in, right? Because scripts, yes you can automate scripts, but the order in which they run matters, right? They can break, things can break in the middle and, and sometimes you need to debug them. Whereas the declarative way is much more expressive and powerful. You just tell the system what you want and then the system kind of figures it out. And there are these things are controllers which will in the background reconcile all the state to converge towards your desire. It's a much more powerful, expressive and reliable way of getting things done. >>So infrastructure as configuration is built kind of on, it's a super set of infrastructures code because it's >>An evolution. >>You need edge's code, but then you can configure the code by just saying do it. You basically declaring saying Go, go do that. That's right. Okay, so, alright, so cloud native at scale, take me through your vision of what that means. Someone says, Hey, what does cloud native at scale mean? What's success look like? How does it roll out in the future as you, not future next couple years. I mean people are now starting to figure out, okay, it's not as easy as it sounds. Kubernetes has value. We're gonna hear this year at CubeCon a lot of this, what does cloud native at scale >>Mean? Yeah, there are different interpretations, but if you ask me, when people think of scale, they think of a large number of deployments, right? Geographies, many, you know, supporting thousands or tens or millions of, of users there, there's that aspect to scale. There's also an equally important a aspect of scale, which is also something that we try to address with Arran. And that is just complexity for the people operating this or configuring this, right? So in order to describe that desired state, and in order to perform things like maybe upgrades or updates on a very large scale, you want the humans behind that to be able to express and direct the system to do that in, in relatively simple terms, right? And so we want the tools and the abstractions and the mechanisms available to the user to be as powerful but as simple as possible. So there's, I think there's gonna be a number and there have been a number of CNCF and cloud native projects that are trying to attack that complexity problem as well. And Arlon kind of falls in in that >>Category. Okay, so I'll put you on the spot rogue, that CubeCon coming up and now this'll be shipping this segment series out before. What do you expect to see at this year? It's the big story this year. What's the, what's the most important thing happening? Is it in the open source community and also within a lot of the, the people jockeying for leadership. I know there's a lot of projects and still there's some white space in the overall systems map about the different areas get run time and there's ability in all these different areas. What's the, where's the action? Where, where's the smoke? Where's the fire? Where's the piece? Where's the tension? >>Yeah, so I think one thing that has been happening over the past couple of coupon and I expect to continue and, and that is the, the word on the street is Kubernetes is getting boring, right? Which is good, right? >>Boring means simple. >>Well, well >>Maybe, >>Yeah, >>Invisible, >>No drama, right? So, so the, the rate of change of the Kubernetes features and, and all that has slowed but in, in a, in a positive way. But there's still a general sentiment and feeling that there's just too much stuff. If you look at a stack necessary for hosting applications based on Kubernetes, there are just still too many moving parts, too many components, right? Too much complexity. I go, I keep going back to the complexity problem. So I expect Cube Con and all the vendors and the players and the startups and the people there to continue to focus on that complexity problem and introduce further simplifications to, to the stack. >>Yeah. Vic, you've had an storied career VMware over decades with them within 12 years with 14 years or something like that. Big number co-founder here a platform. I you's been around for a while at this game, man. We talked about OpenStack, that project we interviewed at one of their events. So OpenStack was the beginning of that, this new revolution. I remember the early days it was, it wasn't supposed to be an alternative to Amazon, but it was a way to do more cloud cloud native. I think we had a Cloud Aati team at that time. We would joke we, you know, about, about the dream. It's happening now, now at Platform nine. You guys have been doing this for a while. What's the, what are you most excited about as the chief architect? What did you guys double down on? What did you guys pivot from or two, did you do any pivots? Did you extend out certain areas? Cuz you guys are in a good position right now, a lot of DNA in Cloud native. What are you most excited about and what does Platform Nine bring to the table for customers and for people in the industry watching this? >>Yeah, so I think our mission really hasn't changed over the years, right? It's been always about taking complex open source software because open source software, it's powerful. It solves new problems, you know, every year and you have new things coming out all the time, right? Opens Stack was an example and then Kubernetes took the world by storm. But there's always that complexity of, you know, just configuring it, deploying it, running it, operating it. And our mission has always been that we will take all that complexity and just make it, you know, easy for users to consume regardless of the technology, right? So the successor to Kubernetes, you know, I don't have a crystal ball, but you know, you have some indications that people are coming up of new and simpler ways of running applications. There are many projects around there who knows what's coming next year or the year after that. But platform will a, platform nine will be there and we will, you know, take the innovations from the the community. We will contribute our own innovations and make all of those things very consumable to customers. >>Simpler, faster, cheaper. Exactly. Always a good business model technically to make that happen. Yes. Yeah, I think the, the reigning in the chaos is key, you know, Now we have now visibility into the scale. Final question before we depart this segment. What is at scale, how many clusters do you see that would be a watermark for an at scale conversation around an enterprise? Is it workloads we're looking at or, or clusters? How would you, Yeah, how would you describe that? When people try to squint through and evaluate what's a scale, what's the at scale kind of threshold? >>Yeah. And, and the number of clusters doesn't tell the whole story because clusters can be small in terms of the number of nodes or they can be large. But roughly speaking when we say, you know, large scale cluster deployments, we're talking about maybe hundreds, two thousands. >>Yeah. And final final question, what's the role of the hyperscalers? You got AWS continuing to do well, but they got their core ias, they got a PAs, they're not too too much putting a SaaS out there. They have some SaaS apps, but mostly it's the ecosystem. They have marketplaces doing, doing over $2 billion billions of transactions a year and, and it's just like, just sitting there. It hasn't really, they're now innovating on it, but that's gonna change ecosystems. What's the role the cloud play in the cloud need of its scale? >>The, the hyper squares? >>Yeah, yeah. A's Azure Google, >>You mean from a business perspective, they're, they have their own interests that, you know, that they're, they will keep catering to, they, they will continue to find ways to lock their users into their ecosystem of services and, and APIs. So I don't think that's gonna change, right? They're just gonna keep well, >>They got great performance. I mean, from a, from a hardware standpoint, yes. That's gonna be key, >>Right? Yes. I think the, the move from X 86 being the dominant way and platform to run workloads is changing, right? That, that, that, that, and I think the, the hyper skaters really want to be in the game in terms of, you know, the, the new risk and arm ecosystems, the platforms. >>Yeah. Not joking aside, Paul Morritz, when he was the CEO of VMware, when he took over once said, I remember our first year doing the cube. Oh the cloud is one big distributed computer. It's, it's hardware and you got software and you got middleware and he kinda over, well he's kind of tongue in cheek, but really you're talking about large compute and sets of services that is essentially a distributed computer. Yes, >>Exactly. >>It's, we're back in the same game. Thank you for coming on the segment. Appreciate your time. This is cloud native at scale special presentation with Platform nine. Really unpacking super cloud Arlon open source and how to run large scale applications on the cloud, cloud native develop for developers. And John Furrier with the cube. Thanks for Washington. We'll stay tuned for another great segment coming right up. Hey, welcome back everyone to Super Cloud 22. I'm John Fur, host of the Cuba here all day talking about the future of cloud. Where's it all going? Making it super multi-cloud is around the corner and public cloud is winning. Got the private cloud on premise and Edge. Got a great guest here, Vascar Gorde, CEO of Platform nine, just on the panel on Kubernetes. An enabler blocker. Welcome back. Great to have you on. >>Good to see you >>Again. So Kubernetes is a blocker enabler by, with a question mark I put on on there. Panel was really to discuss the role of Kubernetes. Now great conversation operations is impacted. What's just thing about what you guys are doing at Platform nine? Is your role there as CEO and the company's position, kind of like the world spun into the direction of Platform nine while you're at the helm, right? >>Absolutely. In fact, things are moving very well and since they came to us, it was an insight to call ourselves the platform company eight years ago, right? So absolutely whether you are doing it in public clouds or private clouds, you know, the application world is moving very fast in trying to become digital and cloud native. There are many options for you to run the infrastructure. The biggest blocking factor now is having a unified platform. And that's what where we come into >>Patrick, we were talking before we came on stage here about your background and we were kind of talking about the glory days in 2000, 2001 when the first ASPs application service providers came out. Kind of a SaaS vibe, but that was kind of all kind of cloud-like >>It wasn't, >>And web services started then too. So you saw that whole growth. Now, fast forward 20 years later, 22 years later, where we are now, when you look back then to here and all the different cycles, >>In fact, you know, as we were talking offline, I was in one of those ASPs in the year 2000 where it was a novel concept of saying we are providing a software and a capability as a service, right? You sign up and start using it. I think a lot has changed since then. The tooling, the tools, the technology has really skyrocketed. The app development environment has really taken off exceptionally well. There are many, many choices of infrastructure now, right? So I think things are in a way the same but also extremely different. But more importantly now for any company, regardless of size, to be a digital native, to become a digital company is extremely mission critical. It's no longer a nice to have everybody's in the journey somewhere. >>Everyone is going digital transformation here. Even on a so-called downturn recession that's upcoming inflations sea year. It's interesting. This is the first downturn, the history of the world where the hyperscale clouds have been pumping on all cylinders as an economic input. And if you look at the tech trends, GDPs down, but not tech. Nope. Cause pandemic showed everyone digital transformation is here and more spend and more growth is coming even in, in tech. So this is a unique factor which proves that that digital transformation's happening and company, every company will need a super cloud. >>Everyone, every company, regardless of size, regardless of location, has to become modernize their infrastructure. And modernizing infrastructure is not just some, you know, new servers and new application tools. It's your approach, how you're serving your customers, how you're bringing agility in your organization. I think that is becoming a necessity for every enterprise to survive. >>I wanna get your thoughts on Super Cloud because one of the things Dave Alon and I want to do with Super Cloud and calling it that was we, I, I personally, and I know Dave as well, he can, I'll speak from, he can speak for himself. We didn't like multi-cloud. I mean not because Amazon said don't call things multi-cloud, it just didn't feel right. I mean everyone has multiple clouds by default. If you're running productivity software, you have Azure and Office 365. But it wasn't truly distributed. It wasn't truly decentralized, it wasn't truly cloud enabled. It didn't, it felt like they're not ready for a market yet. Yet public clouds booming on premise. Private cloud and Edge is much more on, you know, more, More dynamic, more unreal. >>Yeah. I think the reason why we think Super cloud is a better term than multi-cloud. Multi-cloud are more than one cloud, but they're disconnected. Okay, you have a productivity cloud, you have a Salesforce cloud, you may have, everyone has an internal cloud, right? So, but they're not connected. So you can say, okay, it's more than one cloud. So it's, you know, multi-cloud. But super cloud is where you are actually trying to look at this holistically. Whether it is on-prem, whether it is public, whether it's at the edge, it's a store at the branch. You are looking at this as one unit. And that's where we see the term super cloud is more applicable because what are the qualities that you require if you're in a super cloud, right? You need choice of infrastructure, you need, but at the same time you need a single pan or a single platform for you to build your innovations on, regardless of which cloud you're doing it on, right? So I think Super Cloud is actually a more tightly integrated orchestrated management philosophy we think. >>So let's get into some of the super cloud type trends that we've been reporting on. Again, the purpose of this event is as a pilot to get the conversations flowing with, with the influencers like yourselves who are running companies and building products and the builders, Amazon and Azure are doing extremely well. Google's coming up in third Cloudworks in public cloud. We see the use cases on premises use cases. Kubernetes has been an interesting phenomenon because it's become from the developer side a little bit, but a lot of ops people love Kubernetes. It's really more of an ops thing. You mentioned OpenStack earlier. Kubernetes kind of came out of that open stack. We need an orchestration. And then containers had a good shot with, with Docker. They re pivoted the company. Now they're all in an open source. So you got containers booming and Kubernetes as a new layer there. >>What's, >>What's the take on that? What does that really mean? Is that a new defacto enabler? It >>Is here. It's for here for sure. Every enterprise somewhere in the journey is going on. And you know, most companies are, 70 plus percent of them have 1, 2, 3 container based, Kubernetes based applications now being rolled out. So it's very much here. It is in production at scale by many customers. And it, the beauty of it is yes, open source, but the biggest gating factor is the skill set. And that's where we have a phenomenal engineering team, right? So it's, it's one thing to buy a tool and >>Just be clear, you're a managed service for Kubernetes. >>We provide, provide a software platform for cloud acceleration as a service and it can run anywhere. It can run in public private. We have customers who do it in truly multi-cloud environments. It runs on the edge, it runs at this in stores about thousands of stores in a retailer. So we provide that and also for specific segments where data sovereignty and data residency are key regulatory reasons. We also un on-prem as an air gap version. Can >>You give an example on how you guys are deploying your platform to enable a super cloud experience for your customer? Right. >>So I'll give you two different examples. One is a very large networking company, public networking company. They have hundreds of products, hundreds of r and d teams that are building different, different products. And if you look at few years back, each one was doing it on a different platforms, but they really needed to bring the agility. And they worked with us now over three years where we are their build test dev pro platform where all their products are built on, right? And it has dramatically increased their agility to release new products. Number two, it actually is a light out operation. In fact, the customer says like, like the Maytag service person, cuz we provide it as a service and it barely takes one or two people to maintain it for them. >>So it's kinda like an SRE vibe. One person managing a >>Large 4,000 engineers building infrastructure >>On their tools, >>Whatever they want on their tools. They're using whatever app development tools they use, but they use our platform. What >>Benefits are they seeing? Are they seeing speed? >>Speed, definitely. Okay. Definitely they're speeding. Speed uniformity because now they're building able to build, so their customers who are using product A and product B are seeing a similar set of tools that are being used. >>So a big problem that's coming outta this super cloud event that we're, we're seeing and we heard it all here, ops and security teams. Cause they're kind of part of one thing, but option security specifically need to catch up speed wise. Are you delivering that value to ops and security? Right? >>So we, we work with ops and security teams and infrastructure teams and we layer on top of that. We have like a platform team. If you think about it, depending on where you have data centers, where you have infrastructure, you have multiple teams, okay, but you need a unified platform. Who's your buyer? Our buyer is usually, you know, the product divisions of companies that are looking at or the CTO would be a buyer for us functionally cio definitely. So it it's, it's somewhere in the DevOps to infrastructure. But the ideal one we are beginning to see now many large corporations are really looking at it as a platform and saying we have a platform group on which any app can be developed and it is run on any infrastructure. So the platform engineering teams. So >>You working two sides to that coin. You've got the dev side and then >>And then infrastructure >>Side. >>Okay. Another customer that I give an example, which I would say is kind of the edge of the store. So they have thousands of stores. Retail, retail, you know food retailer, right? They have thousands of stores that are on the globe, 50,000, 60,000. And they really want to enhance the customer experience that happens when you either order the product or go into the store and pick up your product or buy or browse or sit there. They have applications that were written in the nineties and then they have very modern AIML applications today. They want something that will not have to send an IT person to install a rack in the store or they can't move everything to the cloud because the store operations has to be local. The menu changes based on it's classic edge. It's classic edge, yeah. Right? They can't send it people to go install rack access servers then they can't sell software people to go install the software and any change you wanna put through that, you know, truck roll. So they've been working with us where all they do is they ship, depending on the size of the store, one or two or three little servers with instructions that >>You, you say little servers like how big one like a box, like a small little box, >>Right? And all the person in the store has to do like what you and I do at home and we get a, you know, a router is connect the power, connect the internet and turn the switch on. And from there we pick it up. >>Yep. >>We provide the operating system, everything and then the applications are put on it. And so that dramatically brings the velocity for them. They manage thousands of >>Them. True plug and play >>Two, plug and play thousands of stores. They manage it centrally. We do it for them, right? So, so that's another example where on the edge then we have some customers who have both a large private presence and one of the public clouds. Okay. But they want to have the same platform layer of orchestration and management that they can use regardless of the locations. >>So you guys got some success. Congratulations. Got some traction there. It's awesome. The question I want to ask you is that's come up is what is truly cloud native? Cuz there's lift and shift of the cloud >>That's not cloud native. >>Then there's cloud native. Cloud native seems to be the driver for the super cloud. How do you talk to customers? How do you explain when someone says what's cloud native, what isn't cloud native? >>Right. Look, I think first of all, the best place to look at what is the definition and what are the attributes and characteristics of what is truly a cloud native, is CNC foundation. And I think it's very well documented, very well. >>Tucan, of course Detroit's >>Coming so, so it's already there, right? So we follow that very closely, right? I think just lifting and shifting your 20 year old application onto a data center somewhere is not cloud native. Okay? You can't put to cloud, not you have to rewrite and redevelop your application in business logic using modern tools. Hopefully more open source and, and I think that's what Cloudnative is and we are seeing a lot of our customers in that journey. Now everybody wants to be cloudnative, but it's not that easy, okay? Because it's, I think it's first of all, skill set is very important. Uniformity of tools that there's so many tools there. Thousands and thousands of tools you could spend your time figuring out which tool to use. Okay? So I think the complexity is there, but the business benefits of agility and uniformity and customer experience are truly being done. >>And I'll give you an example, I don't know how clear native they are, right? And they're not a customer of ours, but you order pizzas, you do, right? If you just watch the pizza industry, how dominoes actually increase their share and mind share and wallet share was not because they were making better pizzas or not, I don't know anything about that, but the whole experience of how you order, how you watch what's happening, how it's delivered. There were a pioneer in it. To me, those are the kinds of customer experiences that cloud native can provide. >>Being agility and having that flow to the application changes what the expectations >>Are >>For the customer. Customer, >>The customer's expectations change, right? Once you get used to a better customer experience, you learn. >>That's to wrap it up. I wanna just get your perspective again. One of the benefits of chatting with you here and having you part of the Super Cloud 22 is you've seen many cycles, you have a lot of insights. I want to ask you, given your career where you've been and what you've done and now let's CEO platform nine, how would you compare what's happening now with other inflection points in the industry? And you've been, again, you've been an entrepreneur, you sold your company to Oracle, you've been seeing the big companies, you've seen the different waves. What's going on right now put into context this moment in time around Super Cloud. >>Sure. I think as you said, a lot of battles. CARSs being been in an asb, being in a real time software company, being in large enterprise software houses and a transformation. I've been on the app side, I did the infrastructure right and then tried to build our own platforms. I've gone through all of this myself with lot of lessons learned in there. I think this is an event which is happening now for companies to go through to become cloud native and digitalize. If I were to look back and look at some parallels of the tsunami that's going on is a couple of paddles come to me. One is, think of it, which was forced to honors like y2k. Everybody around the world had to have a plan, a strategy, and an execution for y2k. I would say the next big thing was e-commerce. I think e-commerce has been pervasive right across all industries. >>And disruptive. >>And disruptive, extremely disruptive. If you did not adapt and adapt and accelerate your e-commerce initiative, you were, it was an existence question. Yeah. I think we are at that pivotal moment now in companies trying to become digital and cloudnative. You know, that is what I see >>Happening there. I think that that e-commerce is interesting and I think just to riff with you on that is that it's disrupting and refactoring the business models. I think that is something that's coming out of this is that it's not just completely changing the gain, it's just changing how you operate, >>How you think and how you operate. See, if you think about the early days of e-commerce, just putting up a shopping cart that made you an e-commerce or e retailer or an e e e customer, right? Or so. I think it's the same thing now is I think this is a fundamental shift on how you're thinking about your business. How are you gonna operate? How are you gonna service your customers? I think it requires that just lift and shift is not gonna work. >>Nascar, thank you for coming on, spending the time to come in and share with our community and being part of Super Cloud 22. We really appreciate, we're gonna keep this open. We're gonna keep this conversation going even after the event, to open up and look at the structural changes happening now and continue to look at it in the open in the community. And we're gonna keep this going for, for a long, long time as we get answers to the problems that customers are looking for with cloud cloud computing. I'm Sean Fur with Super Cloud 22 in the Cube. Thanks for watching. >>Thank you. Thank you. >>Hello and welcome back. This is the end of our program, our special presentation with Platform nine on cloud native at scale, enabling the super cloud. We're continuing the theme here. You heard the interviews Super Cloud and its challenges, new opportunities around solutions around like Platform nine and others with Arlon. This is really about the edge situations on the internet and managing the edge multiple regions, avoiding vendor lock in. This is what this new super cloud is all about. The business consequences we heard and and the wide ranging conversations around what it means for open source and the complexity problem all being solved. I hope you enjoyed this program. There's a lot of moving pieces and things to configure with cloud native install, all making it easier for you here with Super Cloud and of course Platform nine contributing to that. Thank you for watching.

>>Hey, welcome back everyone to Super Cloud 22. I'm John Fur, host of the Cuba here all day talking about the future of cloud. Where's it all going? Making it super multi-Cloud is around the corner and public cloud is winning. Got the private cloud on premise and Edge. Got a great guest here, Bacar, go deep CEO of Platform nine, just on the panel on Kubernetes. An enabler blocker. Welcome back. Great to have you on. >>Good to see you again. >>So Kubernetes is a blocker enabler by, with a question mark. I put on on that panel was really to discuss the role of Kubernetes. Now, great conversation operations is impacted. What's just thing about what you guys are doing at Platform nine? Is your role there as CEO and the company's position, kind of like the world spun into the direction of Platform nine while you're at the helm, right? >>Absolutely. In fact, things are moving very well and since they came to us, it was an insight to call ourselves the platform company eight years ago, right? So absolutely whether you are doing it in public clouds or private clouds, you know the application world is moving very fast in trying to become digital and cloud native. There are many options for you to run the infrastructure. The biggest blocking factor now is having a unified platform. And that's what where we come into >>Patrick, we were talking before we came on stage here about your background and we were kind of talking about the glory days in 2000, 2001 when the first ASPs application service providers came out. Kind of a SaaS vibe, but that was kind of all kind of cloudlike. >>It wasn't, >>And and web services started then too. So you saw that whole growth. Now, fast forward 20 years later, 22 years later, where we are now, when you look back then to here and all the different cycles, >>In fact, you know, as we were talking offline, I was in one of those asbs in the year 2000 where it was a novel concept of saying we are providing a software and a capability as a service, right? You sign up and start using it. I think a lot has changed since then. The tooling, the tools, the technology has really skyrocketed. The app development environment has really taken off exceptionally well. There are many, many choices of infrastructure now, right? So I think things are in a way the same but also extremely different. But more importantly now for any company, regardless of size, to be a digital native, to become a digital company is extremely mission critical. It's no longer a nice to have everybody's in their journey somewhere. >>Everyone is going digital transformation here, even on a so-called downturn recession that's upcoming inflation's here. It's interesting. This is the first downturn, the history of the world where the hyperscale clouds have been pumping on all cylinders as an economic input. And if you look at the tech trends, GDPs down, but not tech. Nope. Because the pandemic showed everyone digital transformation is here and more spend and more growth is coming even in, in tech. So this is a unique factor which proves that that digital transformation's happening and company, every company will need a super cloud. >>Everyone, every company, regardless of size, regardless of location, has to become modernize their infrastructure. And modernizing infrastructure is not just some, you know, new servers and new application tools. It's your approach, how you're serving your customers, how you're bringing agility in your organization. I think that is becoming a necessity for every enterprise to survive. >>I wanna get your thoughts on Super Cloud because one of the things Dave Alon and I want to do with Super Cloud and calling at that was we, I I personally, and I know Dave as well, he can, I'll speak from, he can speak for himself. We didn't like multi-cloud. I mean not because Amazon said don't call things multi-cloud, it just didn't feel right. I mean everyone has multiple clouds by default. If you're running productivity software, you have Azure and Office 365. But it wasn't truly distributed. It wasn't truly decentralized, it wasn't truly cloud enabled. It didn't, it felt like they're not ready for a market yet. Yet public clouds booming on premise. Private cloud and Edge is much more on, you know, more, more dynamic, more, more >>Real. I, yeah, I think the reason why we think super cloud is a better term than multi-cloud. Multi-cloud are more than one cloud. But they're disconnected to, okay, you have a productivity cloud, you have a Salesforce cloud, you may have, everyone has an internal cloud, right? So, but they're not connected. So you can say okay, it's more than one cloud. So it's you know, multi-cloud. But super cloud is where you are actually trying to look at this holistically. Whether it is on-prem, whether it is public, whether it's at the edge, it's a store at the branch, you are looking at this as one unit. And that's where we see the, the term super cloud is more applicable because what are the qualities that you require if you're in a super cloud, right? You need choice of infrastructure, you need, but at the same time you need a single pan, a single platform for you to build your innovations on regardless of which cloud you're doing it on, right? So I think Super Cloud is actually a more tightly integrated orchestrated management philosophy we think. >>So let's get into some of the super cloud type trends that we've been reporting on. Again, the purpose of this event is to, as a pilots, to get the conversations flowing with with the influencers like yourselves who are running companies and building products and the builders, Amazon and Azure are doing extremely well. Google's coming up in third cloudworks in public cloud. We see the use cases on-premises use cases. Kubernetes has been an interesting phenomenon because it's become from the developer side a little bit, but a lot of ops people love Kubernetes. It's really more of an ops thing. You mentioned OpenStack earlier. Kubernetes kind of came out of that OpenStack, we need an orchestration and then containers had a good shot with, with Docker, they re pivoted the company. Now they're all in an open source. So you got containers booming and Kubernetes as a new layer there. What's the, what's the take on that? What does that really mean? Is that a new defacto enabler? It >>Is here. It's for here for sure. Every enterprise somewhere in the journey is going on and you know, most companies are, 70 plus percent of them have won two, three container based, Kubernetes based applications now being rolled out. So it's very much here, it is in production at scale by many customers and it, the beauty of it is yes, open source, but the biggest gating factor is the skill. And that's where we have a phenomenal engineering team, right? So it's, it's one thing to buy a tool and >>Just be clear, you're a managed service for Kubernetes. >>We provide, provide a software platform for cloud acceleration as a service and it can run anywhere. It can run in public private. We have customers who do it in truly multi-cloud environments. It runs on the edge, it runs at this in stores. There are thousands of stores in a retailer. So we provide that and also for specific segments where data sovereignty and data residency, our key regulatory reasons. We also run OnPrem as an air gap version. >>Can you give an example on how you guys are deploying your platform to enable a super cloud experience for your >>Customer? Right. So I'll give you two different examples. One is a very large networking company, public networking company. They have, I dunno, hundreds of products, hundreds of r and d teams that are building different, different products. And if you look at few years back, each one was doing it on a different platforms but they really needed to bring the agility and they worked with us now over three years where we are their build test dev pro platform where all their products are built on, right? And it has dramatically increased their agility to release new products. Number two, it actually is a light out operation. In fact the customer says like, like the Maytag service person cuz we provide it as a service and it barely takes one or two people to maintain it for them. >>So it's kinda like an SRE vibe. One person managing a >>Large 4,000 engineers building infrastructure >>On their tools, >>Whatever they want their tools, they're using whatever app development tools they use, but they use our platform. >>And what benefits are they seeing? Are they seeing speed? >>Speed, definitely. Okay. Definitely they're speeding. Speed uniformity because now they're building able to build, so their customers who are using product A and product B are seeing a similar set of tools that are being >>Used. So a big problem that's coming outta this super cloud event that we're, we're seeing and we've heard it all here, ops and security teams, cuz they're kind of two part of one thing, but ops and security specifically need to catch up speed-wise. Are you delivering that value to ops and security? >>Right? So we, we work with ops and security teams and infrastructure teams and we layer on top of that. We have like a platform team. If you think about it, depending on where you have data centers, where you have infrastructure, you have multiple teams, okay, but you need a unified platform. Who's your buyer? Our buyer is usually, you know, the product divisions of companies that are looking at or the CTO would be a buyer for us functionally cio definitely. So it it's, it's somewhere in the DevOps to infrastructure. But the ideal one we are beginning to see now many large corporations are really looking at it as a platform and saying we have a platform group on which any app can be developed and it is run on any infrastructure. So the platform engineering >>Teams, So you were just two sides of that coin. You've got the dev side and then and the infrastructure side. Okay, >>Another customer, like give an example, which I would say is kind of the edge of the store. So they have thousands of stores. Retail, retail, you know food retailer, right? They have thousands of stores that are on the globe, 50,000, 60,000. And they really want to enhance the customer experience that happens when you either order the product or go into the store and pick up your product or buy or browse or sit there. They have applications that were written in the nineties and then they have very modern AIML applications today. They want something that will not have to send an IT person to install rack in the store or they can't move everything to the cloud because the store operations have to be local. The menu changes based on it's classic edge if >>Classic >>Edge. Yeah. Right? They can't send it people to go install rack access servers then they can't sell software people to go install the software and any change you wanna put through that, you know, truck roll. So they've been working with us where all they do is they ship, depending on the size of the store, one or two or three little servers with instructions that you >>Say little shares, like how big one like a box, like a small little box, >>Right? And all the person in the store has to do like what you and I do at home and we get a, you know, a router is connect the power, connect the internet and turn the switch on. And from there we pick it up, we provide the operating system, everything and then the applications are put on it. And so that dramatically brings the velocity for them. They manage thousands of >>Them. True plug and play >>Two, plug and play thousands of stores. They manage it centrally. We do it for them, right? So, so that's another example where on the edge then we have some customers who have both a large private presence and one of the public clouds. Okay. But they want to have the same platform layer of orchestration and management that they can use regardless of the location. >>So you guys got some success. Congratulations. Got some traction there. It's awesome. The question I want to ask you is that's come up is what is truly cloud native? Cuz there's lift and shift of the cloud >>That's not cloud >>Native. Then there's cloud native. Cloud native seems to be the driver for the super cloud. How do you talk to customers? How do you explain when someone says what's cloud native, what isn't cloud native? >>Right. Look, I think first of all, the best place to look at what is the definition and what are the attributes and characteristics of what is truly a cloud native is CNC foundation. And I think it's very well documented where you, well >>Tucan of course Detroit's >>Coming here, so, So it's already there, right? So we follow that very closely, right? I think just lifting and shifting your 20 year old application onto a data center somewhere is not cloudnative, okay? You can't port to cloud, not you have to rewrite and redevelop your application and business logic using modern tools. Hopefully more open source and, and I think that's what Cloudnative is and we are seeing lot of our customers in that journey. Now everybody wants to be cloud native, but it's not that easy, okay? Because it's, I think it's first of all, skill set is very important. Uniformity of tools that there's so many tools there. Thousands and thousands of tools you could spend your time figuring out which tool to you use. Okay? So, so I think the complexity is there, but the business benefits of agility and uniformity and customer experience are truly being done. >>And I'll give you an example, I don't know how clear native they are, right? And they're not a customer of ours, but you order pizzas, you do, right? If you just watch the pizza industry, how Domino's actually increase their share and mind share and wallet share was not because they were making better pizzas or not, I don't know anything about that, but the whole experience of how you order, how you watch what's happening, how it's delivered, they were the pioneer in it. To me, those are the kinds of customer experiences that cloud native can provide. >>Being agility and having that flow through the application changes what the expectations of are for the customer. >>Customer, the customer's expectations change, right? Once you get used to a better customer experience, you will not >>Best part. To wrap it up, I wanna just get your perspective again. One of the benefits of chatting with you here and having you part of the Super cloud 22 is you've seen many cycles, you have in a lot of insights. I want to ask you, given your career where you've been and what you've done and now the CEO of Platform nine, how would you compare what's happening now with other inflection points in the industry? And you've been, again, you've been an entrepreneur, you sold your company to Oracle, you've been seeing the, the big companies, you've seen the different waves. What's going on right now Put into context this moment in time. Sure. Around Super >>Cloud. Sure. I think as you said, a lot of battles. Cars being, being in an asb, being in a real time software company, being in large enterprise software houses and a transformation. I've been on the app side, I did the infrastructure right and then tried to build our own platforms. I've gone through all of this myself with lot of lessons learned in there. I think this is an event which is happening now for companies to go through to become cloud native and digitalize. If I were to look back and look at some parallels of the tsunami that's going on is, couple of parallels come to me. One is, think of it, which was forced to on us like y2k, everybody around the world had to have a plan, a strategy and an execution for y2k. I would say the next big thing was e-commerce. I think e-commerce has been pervasive right across all industries. >>And disruptive. And >>Disruptive, extremely disruptive. If you did not adapt and adapt and accelerate your e-commerce initiative, you were, it wasn't existence. Question. Yeah, I think we are at that pivotal moment now in companies trying to become digital and cloud native and that is what I see >>Happening there. I think that that e-commerce is interesting and I think just to riff with you on that is that it's disrupting and refactoring the business models. I think that is something that's coming out of this is that it's not just completely changing the gain, it's just changing how you operate, >>How you think and how you operate. See, if you think about the early days of e-commerce, just putting up a shopping cart then made you an e-commerce or e retailer or e e customer, right? Or so. I think it's the same thing now is I think this is a fundamental shift on how you're thinking about your business. How are you gonna operate? How are you gonna service your customers? I think it requires that just lift and shift is not gonna work. >>Mascar, thank you for coming on, spending the time to come in and share with our community and being part of Super Cloud 22. We really appreciate, we're gonna keep this open. We're gonna keep this conversation going even after the event, to open up and look at the structural changes happening now and continue to look at it in the open in the community. And we're gonna keep this going for, for a long, long time as we get answers to the problems that customers are looking for with cloud cloud computing. I'm Sean for with Super Cloud 22 in the Cube. Thanks for watching. >>Thank you. Thank you John. >>Hello. Welcome back. This is the end of our program, our special presentation with Platform nine on cloud native at scale, enabling the super cloud. We're continuing the theme here. You heard the interviews Super cloud and its challenges, new opportunities around solutions around like Platform nine and others with Arlon. This is really about the edge situations on the internet and managing the edge multiple regions, avoiding vendor lock in. This is what this new super cloud is all about. The business consequences we heard and and the wide ranging conversations around what it means for open source and the complexity problem all being solved. I hope you enjoyed this program. There's a lot of moving pieces and things to configure with cloud native install, all making it easier for you here with Super Cloud and of course Platform nine contributing to that. Thank you for watching.

>>Hello, welcome to the Cube here in Palo Alto, California for a special presentation on Cloud native at scale, enabling super cloud modern applications with Platform nine. I'm John Furr, your host of The Cube. We had a great lineup of three interviews we're streaming today. Meor Ma Makowski, who's the co-founder and VP of Product of Platform nine. She's gonna go into detail around Arlon, the open source products, and also the value of what this means for infrastructure as code and for cloud native at scale. Bickley the chief architect of Platform nine Cube alumni. Going back to the OpenStack days. He's gonna go into why Arlon, why this infrastructure as code implication, what it means for customers and the implications in the open source community and where that value is. Really great wide ranging conversation there. And of course, Vascar, Gort, the CEO of Platform nine, is gonna talk with me about his views on Super Cloud and why Platform nine has a scalable solutions to bring cloudnative at scale. So enjoy the program. See you soon. Hello everyone. Welcome to the cube here in Palo Alto, California for special program on cloud native at scale, enabling next generation cloud or super cloud for modern application cloud native developers. I'm John Furry, host of the Cube. A pleasure to have here, me Makoski, co-founder and VP of product at Platform nine. Thanks for coming in today for this Cloudnative at scale conversation. Thank >>You for having me. >>So Cloudnative at scale, something that we're talking about because we're seeing the, the next level of mainstream success of containers Kubernetes and cloud native develop, basically DevOps in the C I C D pipeline. It's changing the landscape of infrastructure as code, it's accelerating the value proposition and the super cloud as we call it, has been getting a lot of traction because this next generation cloud is looking a lot different, but kind of the same as the first generation. What's your view on super cloud as it fits to cloud native as scales up? >>Yeah, you know, I think what's interesting, and I think the reason why Super Cloud is a really good, in a really fit term for this, and I think, I know my CEO was chatting with you as well, and he was mentioning this as well, but I think there needs to be a different term than just multi-cloud or cloud. And the reason is because as cloud native and cloud deployments have scaled, I think we've reached a point now where instead of having the traditional data center style model where you have a few large distributions of infrastructure and workload at a few locations, I think the model is kind of flipped around, right? Where you have a large number of microsites, these microsites could be your public cloud deployment, your private on-prem infrastructure deployments, or it could be your edge environment, right? And every single enterprise, every single industry is moving in that direction. And so you gotta rougher that with a terminology that, that, that indicates the scale and complexity of it. And so I think supercloud is a, is an appropriate term for that. >>So you brought a couple of things I want to dig into. You mentioned edge nodes. We're seeing not only edge nodes being the next kind of area of innovation, mainly because it's just popping up everywhere. And that's just the beginning. Wouldn't even know what's around the corner. You got buildings, you got iot, ot, and IT kind of coming together, but you also got this idea of regions, global infras infrastructures, big part of it. I just saw some news around CloudFlare shutting down a site here. There's policies being made at scale, These new challenges there. Can you share because you can have edge. So hybrid cloud is a winning formula. Everybody knows that it's a steady state. Yeah. But across multiple clouds brings in this new un engineered area, yet it hasn't been done yet. Spanning clouds. People say they're doing it, but you start to see the toe in the water, it's happening, it's gonna happen. It's only gonna get accelerated with the edge and beyond globally. So I have to ask you, what is the technical challenges in doing this? Because there's something business consequences as well, but there are technical challenges. Can you share your view on what the technical challenges are for the super cloud or across multiple edges and regions? >>Yeah, absolutely. So I think, you know, in in the context of this, the, this, this term of super cloud, I think it's sometimes easier to visualize things in terms of two access, right? I think on one end you can think of the scale in terms of just pure number of nodes that you have deploy a number of clusters in the Kubernetes space. And then on the other axis you would have your distribution factor, right? Which is, do you have these tens of thousands of nodes in one site or do you have them distributed across tens of thousands of sites with one node at each site? Right? And if you have just one flavor of this, there is enough complexity, but potentially manageable. But when you are expanding on both these access, you really get to a point where that scale really needs some well thought out, well structured solutions to address it, right? A combination of homegrown tooling along with your, you know, favorite distribution of Kubernetes is not a strategy that can help you in this environment. It may help you when you have one of this or when you, when you scale, is not at the level. >>Can you scope the complexity? Because I mean, I hear a lot of moving parts going on there, the technology's also getting better. We we're seeing cloud native become successful. There's a lot to configure, there's a lot to install. Can you scope the scale of the problem? Because we're talking about at scale Yep. Challenges here. Yeah, >>Absolutely. And I think, you know, I I like to call it, you know, the, the, the problem that the scale creates, you know, there's various problems, but I think one, one problem, one way to think about it is, is, you know, it works on my cluster problem, right? So I, you know, I come from engineering background and there's a, you know, there's a famous saying between engineers and QA and the support folks, right? Which is, it works on my laptop, which is I tested this chain, everything was fantastic, it worked flawlessly on my machine, on production, It's not working. The exact same problem now happens and these distributed environments, but at massive scale, right? Which is that, you know, developers test their applications, et cetera within the sanctity of their sandbox environments. But once you expose that change in the wild world of your production deployment, right? >>And the production deployment could be going at the radio cell tower at the edge location where a cluster is running there, or it could be sending, you know, these applications and having them run at my customer site where they might not have configured that cluster exactly the same way as I configured it, or they configured the cluster, right? But maybe they didn't deploy the security policies, or they didn't deploy the other infrastructure plugins that my app relies on. All of these various factors are their own layer of complexity. And there really isn't a simple way to solve that today. And that is just, you know, one example of an issue that happens. I think another, you know, whole new ball game of issues come in the context of security, right? Because when you are deploying applications at scale in a distributed manner, you gotta make sure someone's job is on the line to ensure that the right security policies are enforced regardless of that scale factor. So I think that's another example of problems that occur. >>Okay. So I have to ask about scale, because there are a lot of multiple steps involved when you see the success of cloud native. You know, you see some, you know, some experimentation. They set up a cluster, say it's containers and Kubernetes, and then you say, Okay, we got this, we can figure it. And then they do it again and again, they call it day two. Some people call it day one, day two operation, whatever you call it. Once you get past the first initial thing, then you gotta scale it. Then you're seeing security breaches, you're seeing configuration errors. This seems to be where the hotspot is in when companies transition from, I got this to, Oh no, it's harder than I thought at scale. Can you share your reaction to that and how you see this playing out? >>Yeah, so, you know, I think it's interesting. There's multiple problems that occur when, you know, the two factors of scale, as we talked about, start expanding. I think one of them is what I like to call the, you know, it, it works fine on my cluster problem, which is back in, when I was a developer, we used to call this, it works on my laptop problem, which is, you know, you have your perfectly written code that is operating just fine on your machine, your sandbox environment. But the moment it runs production, it comes back with p zeros and pos from support teams, et cetera. And those issues can be really difficult to triage us, right? And so in the Kubernetes environment, this problem kind of multi folds, it goes, you know, escalates to a higher degree because you have your sandbox developer environments, they have their clusters and things work perfectly fine in those clusters because these clusters are typically handcrafted or a combination of some scripting and handcrafting. >>And so as you give that change to then run at your production edge location, like say your radio cell tower site, or you hand it over to a customer to run it on their cluster, they might not have not have configured that cluster exactly how you did, or they might not have configured some of the infrastructure plugins. And so the things don't work. And when things don't work, triaging them becomes nightmarishly hard, right? It's just one of the examples of the problem, another whole bucket of issues is security, which is, is you have these distributed clusters at scale, you gotta ensure someone's job is on the line to make sure that these security policies are configured properly. >>So this is a huge problem. I love that comment. That's not not happening on my system. It's the classic, you know, debugging mentality. Yeah. But at scale it's hard to do that with error prone. I can see that being a problem. And you guys have a solution you're launching. Can you share what Arlon is this new product? What is it all about? Talk about this new introduction. >>Yeah, absolutely. Very, very excited. You know, it's one of the projects that we've been working on for some time now because we are very passionate about this problem and just solving problems at scale in on-prem or at in the cloud or at edge environments. And what arlon is, it's an open source project, and it is a tool, it's a Kubernetes native tool for complete end to end management of not just your clusters, but your clusters. All of the infrastructure that goes within and along the site of those clusters, security policies, your middleware, plug-ins, and finally your applications. So what our LA you do in a nutshell is in a declarative way, it lets you handle the configuration and management of all of these components in at scale. >>So what's the elevator pitch simply put for what dissolves in, in terms of the chaos you guys are reigning in, what's the, what's the bumper sticker? Yeah, what >>Would it do? There's a perfect analogy that I love to reference in this context, which is think of your assembly line, you know, in a traditional, let's say, you know, an auto manufacturing factory or et cetera, and the level of efficiency at scale that that assembly line brings, right? Our line, and if you look at the logo we've designed, it's this funny little robot. And it's because when we think of online, we think of these enterprise large scale environments, you know, sprawling at scale, creating chaos because there isn't necessarily a well thought through, well structured solution that's similar to an assembly line, which is taking each component, you know, addressing them, manufacturing, processing them in a standardized way, then handing to the next stage. But again, it gets, you know, processed in a standardized way. And that's what arlon really does. That's like the deliver pitch. If you have problems of scale of managing your infrastructure, you know, that is distributed. Arlon brings the assembly line level of efficiency and consistency for >>Those. So keeping it smooth, the assembly on things are flowing. See c i CD pipe pipelining. Exactly. So that's what you're trying to simplify that ops piece for the developer. I mean, it's not really ops, it's their ops, it's coding. >>Yeah. Not just developer, the ops, the operations folks as well, right? Because developers, you know, there is, developers are responsible for one picture of that layer, which is my apps, and then maybe that middleware of applications that they interface with, but then they hand it over to someone else who's then responsible to ensure that these apps are secure properly, that they are logging, logs are being collected properly, monitoring and observability integrated. And so it solves problems for both >>Those teams. Yeah. It's DevOps. So the DevOps is the cloud needed developer's. That's right. The option teams have to kind of set policies. Is that where the declarative piece comes in? Is that why that's important? >>Absolutely. Yeah. And, and, and, and you know, ES really in introduced or elevated this declarative management, right? Because, you know, s clusters are Yeah. Or your, yeah, you know, specifications of components that go in Kubernetes are defined a declarative way, and Kubernetes always keeps that state consistent with your defined state. But when you go outside of that world of a single cluster, and when you actually talk about defining the clusters or defining everything that's around it, there really isn't a solution that does that today. And so Arlon addresses that problem at the heart of it, and it does that using existing open source well known solutions. >>And do I want to get into the benefits? What's in it for me as the customer developer? But I want to finish this out real quick and get your thoughts. You mentioned open source. Why open source? What's the, what's the current state of the product? You run the product group over at Platform nine, is it open source? And you guys have a product that's commercial? Can you explain the open source dynamic? And first of all, why open source? Yeah. And what is the consumption? I mean, open source is great, People want open source, they can download it, look up the code, but maybe wanna buy the commercial. So I'm assuming you have that thought through, can you share open source and commercial relationship? >>Yeah, I think, you know, starting with why open source? I think it's, you know, we as a company, we have, you know, one of the things that's absolutely critical to us is that we take mainstream open source technologies components and then we, you know, make them available to our customers at scale through either a SaaS model or on-prem model, right? But, so as we are a company or startup or a company that benefits, you know, in a massive way by this open source economy, it's only right, I think in my mind that we do our part of the duty, right? And contribute back to the community that feeds us. And so, you know, we have always held that strongly as one of our principles. And we have, you know, created and built independent products starting all the way with fision, which was a serverless product, you know, that we had built to various other, you know, examples that I can give. But that's one of the main reasons why opensource and also open source, because we want the community to really firsthand engage with us on this problem, which is very difficult to achieve if your product is behind a wall, you know, behind, behind a block box. >>Well, and that's, that's what the developers want too. And what we're seeing in reporting with Super Cloud is the new model of consumption is I wanna look at the code and see what's in there. That's right. And then also, if I want to use it, I'll do it. Great. That's open source, that's the value. But then at the end of the day, if I wanna move fast, that's when people buy in. So it's a new kind of freemium, I guess, business model. I guess that's the way that long. But that's, that's the benefit. Open source. This is why standards and open source is growing so fast. You have that confluence of, you know, a way for developers to try before they buy, but also actually kind of date the application, if you will. We, you know, Adrian Karo uses the dating met metaphor, you know, Hey, you know, I wanna check it out first before I get married. Right? And that's what open source, So this is the new, this is how people are selling. This is not just open source, this is how companies are selling. >>Absolutely. Yeah. Yeah. You know, I think, and you know, two things. I think one is just, you know, this, this, this cloud native space is so vast that if you, if you're building a close flow solution, sometimes there's also a risk that it may not apply to every single enterprises use cases. And so having it open source gives them an opportunity to extend it, expand it, to make it proper to their use case if they choose to do so, right? But at the same time, what's also critical to us is we are able to provide a supported version of it with an SLA that we, you know, that's backed by us, a SAS hosted version of it as well, for those customers who choose to go that route, you know, once they have used the open source version and loved it and want to take it at scale and in production and need, need, need a partner to collaborate with, who can, you know, support them for that production >>Environment. I have to ask you now, let's get into what's in it for the customer. I'm a customer. Yep. Why should I be enthused about Arla? What's in it for me? You know? Cause if I'm not enthused about it, I'm not gonna be confident and it's gonna be hard for me to get behind this. Can you share your enthusiastic view of, you know, why I should be enthused about Arlo? I'm a >>Customer. Yeah, absolutely. And so, and there's multiple, you know, enterprises that we talk to, many of them, you know, our customers, where this is a very kind of typical story that you hear, which is we have, you know, a Kubernetes distribution. It could be on premise, it could be public clouds, native Kubernetes, and then we have our C I C D pipelines that are automating the deployment of applications, et cetera. And then there's this gray zone. And the gray zone is well before you can you, your CS c D pipelines can deploy the apps. Somebody needs to do all of that groundwork of, you know, defining those clusters and yeah. You know, properly configuring them. And as these things, these things start by being done hand grown. And then as the, as you scale, what typically enterprises would do today is they will have their home homegrown DIY solutions for this. >>I mean, the number of folks that I talk to that have built Terra from automation, and then, you know, some of those key developers leave. So it's a typical open source or typical, you know, DIY challenge. And the reason that they're writing it themselves is not because they want to. I mean, of course technology is always interesting to everybody, but it's because they can't find a solution that's out there that perfectly fits the problem. And so that's that pitch. I think Ops FICO would be delighted. The folks that we've talk, you know, spoken with, have been absolutely excited and have, you know, shared that this is a major challenge we have today because we have, you know, few hundreds of clusters on ecos Amazon, and we wanna scale them to few thousands, but we don't think we are ready to do that. And this will give us the >>Ability to, Yeah, I think people are scared. Not sc I won't say scare, that's a bad word. Maybe I should say that they feel nervous because, you know, at scale small mistakes can become large mistakes. This is something that is concerning to enterprises. And, and I think this is gonna come up at co con this year where enterprises are gonna say, Okay, I need to see SLAs. I wanna see track record, I wanna see other companies that have used it. Yeah. How would you answer that question to, or, or challenge, you know, Hey, I love this, but is there any guarantees? Is there any, what's the SLAs? I'm an enterprise, I got tight, you know, I love the open source trying to free fast and loose, but I need hardened code. >>Yeah, absolutely. So, so two parts to that, right? One is Arlan leverages existing open source components, products that are extremely popular. Two specifically. One is Arlan uses Argo cd, which is probably one of the highest and used CD open source tools that's out there. Right's created by folks that are as part of into team now, you know, really brilliant team. And it's used at scale across enterprises. That's one. Second is Alon also makes use of Cluster api cappi, which is a Kubernetes sub-component, right? For lifecycle management of clusters. So there is enough of, you know, community users, et cetera, around these two products, right? Or, or, or open source projects that will find Arlan to be right up in their alley because they're already comfortable, familiar with Argo cd. Now Arlan just extends the scope of what City can do. And so that's one. And then the second part is going back to a point of the comfort. And that's where, you know, platform line has a role to play, which is when you are ready to deploy online at scale, because you've been, you know, playing with it in your DEF test environments, you're happy with what you get with it, then Platform nine will stand behind it and provide that >>Sla. And what's been the reaction from customers you've talked to Platform nine customers with, with that are familiar with, with Argo and then rlo? What's been some of the feedback? >>Yeah, I, I think the feedback's been fantastic. I mean, I can give you examples of customers where, you know, initially, you know, when you are, when you're telling them about your entire portfolio of solutions, it might not strike a card right away. But then we start talking about Arlan and, and we talk about the fact that it uses Argo adn, they start opening up, they say, We have standardized on Argo and we have built these components, homegrown, we would be very interested. Can we co-develop? Does it support these use cases? So we've had that kind of validation. We've had validation all the way at the beginning of our land before we even wrote a single line of code saying this is something we plan on doing. And the customer said, If you had it today, I would've purchased it. So it's been really great validation. >>All right. So next question is, what is the solution to the customer? If I asked you, Look it, I have, I'm so busy, my team's overworked. I got a skills gap. I don't need another project that's, I'm so tied up right now and I'm just chasing my tail. How does Platform nine help me? >>Yeah, absolutely. So I think, you know, one of the core tenets of Platform nine has always been been that we try to bring that public cloud like simplicity by hosting, you know, this in a lot of such similar tools in a SaaS hosted manner for our customers, right? So our goal behind doing that is taking away or trying to take away all of that complexity from customers' hands and offloading it to our hands, right? And giving them that full white glove treatment, as we call it. And so from a customer's perspective, one, something like arlon will integrate with what they have so they don't have to rip and replace anything. In fact, it will, even in the next versions, it may even discover your clusters that you have today and you know, give you an inventory. And that will, >>So if customers have clusters that are growing, that's a sign correct call you guys. >>Absolutely. Either they're, they have massive large clusters, right? That they wanna split into smaller clusters, but they're not comfortable doing that today, or they've done that already on say, public cloud or otherwise. And now they have management challenges. So >>Especially operationalizing the clusters, whether they want to kind of reset everything and remove things around and reconfigure Yep. And or scale out. >>That's right. Exactly. And >>You provide that layer of policy. >>Absolutely. >>Yes. That's the key value here. >>That's right. >>So policy based configuration for cluster scale up, >>Well profile and policy based declarative configuration and lifecycle management for clusters. >>If I asked you how this enables supercloud, what would you say to that? >>I think this is one of the key ingredients to super cloud, right? If you think about a super cloud environment, there's at least few key ingredients that that come to my mind that are really critical. Like they are, you know, life saving ingredients at that scale. One is having a really good strategy for managing that scale, you know, in a, going back to assembly line in a very consistent, predictable way so that our lot solves then you, you need to compliment that with the right kind of observability and monitoring tools at scale, right? Because ultimately issues are gonna happen and you're gonna have to figure out, you know, how to solve them fast. And arlon by the way, also helps in that direction, but you also need observability tools. And then especially if you're running it on the public cloud, you need some cost management tools. In my mind, these three things are like the most necessary ingredients to make Super Cloud successful. And you know, our alarm fills in >>One. Okay. So now the next level is, Okay, that makes sense. Is under the covers kind of speak under the hood. Yeah. How does that impact the app developers and the cloud native modern application workflows? Because the impact to me, seems the apps are gonna be impacted. Are they gonna be faster, stronger? I mean, what's the impact if you do all those things, as you mentioned, what's the impact of the apps? >>Yeah, the impact is that your apps are more likely to operate in production the way you expect them to, because the right checks and balances have gone through, and any discrepancies have been identified prior to those apps, prior to your customer running into them, right? Because developers run into this challenge to their, where there's a split responsibility, right? I'm responsible for my code, I'm responsible for some of these other plugins, but I don't own the stack end to end. I have to rely on my ops counterpart to do their part, right? And so this really gives them, you know, the right tooling for that. >>So this is actually a great kind of relevant point, you know, as cloud becomes more scalable, you're starting to see this fragmentation gone of the days of the full stack developer to the more specialized role. But this is a key point, and I have to ask you because if this RLO solution takes place, as you say, and the apps are gonna be stupid, they're designed to do, the question is, what did does the current pain look like of the apps breaking? What does the signals to the customer Yeah. That they should be calling you guys up into implementing Arlo, Argo and, and all the other goodness to automate? What are some of the signals? Is it downtime? Is it, is it failed apps, Is it latency? What are some of the things that Yeah, absolutely would be indications of things are effed up a little bit. Yeah. >>More frequent down times, down times that are, that take longer to triage. And so you are, you know, the, you know, your mean times on resolution, et cetera, are escalating or growing larger, right? Like we have environments of customers where they're, they have a number of folks on in the field that have to take these apps and run them at customer sites. And that's one of our partners. And they're extremely interested in this because they're the, the rate of failures they're encountering for this, you know, the field when they're running these apps on site, because the field is automating their clusters that are running on sites using their own script. So these are the kinds of challenges, and those are the pain points, which is, you know, if you're looking to reduce your meantime to resolution, if you're looking to reduce the number of failures that occur on your production site, that's one. And second, if you are looking to manage these at scale environments with a relatively small, focused, nimble ops team, which has an immediate impact on your budget. So those are, those are the signals. >>This is the cloud native at scale situation, the innovation going on. Final thought is your reaction to the idea that if the world goes digital, which it is, and the confluence of physical and digital coming together, and cloud continues to do its thing, the company becomes the application, not where it used to be supporting the business, you know, the back office and the maybe terminals and some PCs and handhelds. Now if technology's running, the business is the business. Yeah. Company's the application. Yeah. So it can't be down. So there's a lot of pressure on, on CSOs and CIOs now and boards is saying, How is technology driving the top line revenue? That's the number one conversation. Yep. Do you see that same thing? >>Yeah. It's interesting. I think there's multiple pressures at the CXO CIO level, right? One is that there needs to be that visibility and clarity and guarantee almost that, you know, that the, the technology that's, you know, that's gonna drive your top line is gonna drive that in a consistent, reliable, predictable manner. And then second, there is the constant pressure to do that while always lowering your costs of doing it, right? Especially when you're talking about, let's say retailers or those kinds of large scale vendors, they many times make money by lowering the amount that they spend on, you know, providing those goods to their end customers. So I think those, both those factors kind of come into play and the solution to all of them is usually in a very structured strategy around automation. >>Final question. What does cloudnative at scale look like to you? If all the things happen the way we want 'em to happen, The magic wand, the magic dust, what does it look like? >>What that looks like to me is a CIO sipping at his desk on coffee production is running absolutely smooth. And his, he's running that at a nimble, nimble team size of at the most, a handful of folks that are just looking after things, but things are >>Just taking care of the CIO doesn't exist. There's no ciso, they're at the beach. >>Yep. >>Thank you for coming on, sharing the cloud native at scale here on the cube. Thank you for your time. >>Fantastic. Thanks for >>Having me. Okay. I'm John Fur here for special program presentation, special programming cloud native at scale, enabling super cloud modern applications with Platform nine. Thanks for watching. Welcome back everyone to the special presentation of cloud native at scale, the cube and platform nine special presentation going in and digging into the next generation super cloud infrastructure as code and the future of application development. We're here with Bickley, who's the chief architect and co-founder of Platform nine Pick. Great to see you Cube alumni. We, we met at an OpenStack event in about eight years ago, or later, earlier when OpenStack was going. Great to see you and great to see congratulations on the success of platform nine. >>Thank you very much. >>Yeah. You guys have been at this for a while and this is really the, the, the year we're seeing the, the crossover of Kubernetes because of what happens with containers. Everyone now has realized, and you've seen what Docker's doing with the new docker, the open source Docker now just the success Exactly. Of containerization, right? And now the Kubernetes layer that we've been working on for years is coming, bearing fruit. This is huge. >>Exactly. Yes. >>And so as infrastructures code comes in, we talked to Bacar talking about Super Cloud, I met her about, you know, the new Arlon, our, our lawn, and you guys just launched the infrastructures code is going to another level, and then it's always been DevOps infrastructures code. That's been the ethos that's been like from day one, developers just code. Then you saw the rise of serverless and you see now multi-cloud or on the horizon, connect the dots for us. What is the state of infrastructure as code today? >>So I think, I think I'm, I'm glad you mentioned it, everybody or most people know about infrastructures code. But with Kubernetes, I think that project has evolved at the concept even further. And these dates, it's infrastructure is configuration, right? So, which is an evolution of infrastructure as code. So instead of telling the system, here's how I want my infrastructure by telling it, you know, do step A, B, C, and D instead with Kubernetes, you can describe your desired state declaratively using things called manifest resources. And then the system kind of magically figures it out and tries to converge the state towards the one that you specified. So I think it's, it's a even better version of infrastructures code. >>Yeah. And that really means it's developer just accessing resources. Okay. That declare, Okay, give me some compute, stand me up some, turn the lights on, turn 'em off, turn 'em on. That's kind of where we see this going. And I like the configuration piece. Some people say composability, I mean now with open source so popular, you don't have to have to write a lot of code, this code being developed. And so it's into integration, it's configuration. These are areas that we're starting to see computer science principles around automation, machine learning, assisting open source. Cuz you got a lot of code that's right in hearing software, supply chain issues. So infrastructure as code has to factor in these new dynamics. Can you share your opinion on these new dynamics of, as open source grows, the glue layers, the configurations, the integration, what are the core issues? >>I think one of the major core issues is with all that power comes complexity, right? So, you know, despite its expressive power systems like Kubernetes and declarative APIs let you express a lot of complicated and complex stacks, right? But you're dealing with hundreds if not thousands of these yamo files or resources. And so I think, you know, the emergence of systems and layers to help you manage that complexity is becoming a key challenge and opportunity in, in this space. >>That's, I wrote a LinkedIn post today was comments about, you know, hey, enterprise is a new breed. The trend of SaaS companies moving our consumer comp consumer-like thinking into the enterprise has been happening for a long time, but now more than ever, you're seeing it the old way used to be solve complexity with more complexity and then lock the customer in. Now with open source, it's speed, simplification and integration, right? These are the new dynamic power dynamics for developers. Yeah. So as companies are starting to now deploy and look at Kubernetes, what are the things that need to be in place? Because you have some, I won't say technical debt, but maybe some shortcuts, some scripts here that make it look like infrastructure is code. People have done some things to simulate or or make infrastructure as code happen. Yes. But to do it at scale Yes. Is harder. What's your take on this? What's your view? >>It's hard because there's a per proliferation of methods, tools, technologies. So for example, today it's very common for DevOps and platform engineering tools, I mean, sorry, teams to have to deploy a large number of Kubernetes clusters, but then apply the applications and configurations on top of those clusters. And they're using a wide range of tools to do this, right? For example, maybe Ansible or Terraform or bash scripts to bring up the infrastructure and then the clusters. And then they may use a different set of tools such as Argo CD or other tools to apply configurations and applications on top of the clusters. So you have this sprawl of tools. You, you also have this sprawl of configurations and files because the more objects you're dealing with, the more resources you have to manage. And there's a risk of drift that people call that where, you know, you think you have things under control, but some people from various teams will make changes here and there and then before the end of the day systems break and you have no idea of tracking them. So I think there's real need to kind of unify, simplify, and try to solve these problems using a smaller, more unified set of tools and methodologies. And that's something that we try to do with this new project. Arlon. >>Yeah. So, so we're gonna get into Arlan in a second. I wanna get into the why Arlon. You guys announced that at AR GoCon, which was put on here in Silicon Valley at the, at the community meeting by in two, they had their own little day over there at their headquarters. But before we get there, vascar, your CEO came on and he talked about Super Cloud at our in AAL event. What's your definition of super cloud? If you had to kind of explain that to someone at a cocktail party or someone in the industry technical, how would you look at the super cloud trend that's emerging? It's become a thing. What's your, what would be your contribution to that definition or the narrative? >>Well, it's, it's, it's funny because I've actually heard of the term for the first time today, speaking to you earlier today. But I think based on what you said, I I already get kind of some of the, the gist and the, the main concepts. It seems like super cloud, the way I interpret that is, you know, clouds and infrastructure, programmable infrastructure, all of those things are becoming commodity in a way. And everyone's got their own flavor, but there's a real opportunity for people to solve real business problems by perhaps trying to abstract away, you know, all of those various implementations and then building better abstractions that are perhaps business or applications specific to help companies and businesses solve real business problems. >>Yeah, I remember that's a great, great definition. I remember, not to date myself, but back in the old days, you know, IBM had a proprietary network operating system, so of deck for the mini computer vendors, deck net and SNA respectively. But T C P I P came out of the osi, the open systems interconnect and remember, ethernet beat token ring out. So not to get all nerdy for all the young kids out there, look, just look up token ring, you'll see, you've probably never heard of it. It's IBM's, you know, connection for the internet at the, the layer two is Amazon, the ethernet, right? So if T C P I P could be the Kubernetes and the container abstraction that made the industry completely change at that point in history. So at every major inflection point where there's been serious industry change and wealth creation and business value, there's been an abstraction Yes. Somewhere. Yes. What's your reaction to that? >>I think this is, I think a saying that's been heard many times in this industry and, and I forgot who originated it, but I think that the saying goes like, there's no problem that can't be solved with another layer of indirection, right? And we've seen this over and over and over again where Amazon and its peers have inserted this layer that has simplified, you know, computing and, and infrastructure management. And I believe this trend is going to continue, right? The next set of problems are going to be solved with these insertions of additional abstraction layers. I think that that's really a, yeah, it's gonna >>Continue. It's interesting. I just, when I wrote another post today on LinkedIn called the Silicon Wars AMD stock is down arm has been on a rise. We remember pointing for many years now that arm's gonna be hugely, it has become true. If you look at the success of the infrastructure as a service layer across the clouds, Azure, aws, Amazon's clearly way ahead of everybody. The stuff that they're doing with the silicon and the physics and the, the atoms, the pro, you know, this is where the innovation, they're going so deep and so strong at ISAs, the more that they get that gets come on, they have more performance. So if you're an app developer, wouldn't you want the best performance and you'd wanna have the best abstraction layer that gives you the most ability to do infrastructures, code or infrastructure for configuration, for provisioning, for managing services. And you're seeing that today with service MeSHs, a lot of action going on in the service mesh area in in this community of, of co con, which will be a covering. So that brings up the whole what's next? You guys just announced our lawn at Argo Con, which came out of Intuit. We've had Mariana Tessel at our super cloud event. She's the cto, you know, they're all in the cloud. So they contributed that project. Where did Arlon come from? What was the origination? What's the purpose? Why our lawn, why this announcement? >>Yeah, so the, the inception of the project, this was the result of us realizing that problem that we spoke about earlier, which is complexity, right? With all of this, these clouds, these infrastructure, all the variations around and, you know, compute storage networks and the proliferation of tools we talked about the Ansibles and Terraforms and Kubernetes itself. You can, you can think of that as another tool, right? We saw a need to solve that complexity problem, and especially for people and users who use Kubernetes at scale. So when you have, you know, hundreds of clusters, thousands of applications, thousands of users spread out over many, many locations, there, there needs to be a system that helps simplify that management, right? So that means fewer tools, more expressive ways of describing the state that you want and more consistency. And, and that's why, you know, we built our lawn and we built it recognizing that many of these problems or sub problems have already been solved. So Arlon doesn't try to reinvent the wheel, it instead rests on the shoulders of several giants, right? So for example, Kubernetes is one building block, GI ops, and Argo CD is another one, which provides a very structured way of applying configuration. And then we have projects like cluster API and cross plane, which provide APIs for describing infrastructure. So arlon takes all of those building blocks and builds a thin layer, which gives users a very expressive way of defining configuration and desired state. So that's, that's kind of the inception of, And >>What's the benefit of that? What does that give the, what does that give the developer, the user, in this case, >>The developers, the, the platform engineer, team members, the DevOps engineers, they get a a ways to provision not just infrastructure and clusters, but also applications and configurations. They get a way, a system for provisioning, configuring, deploying, and doing life cycle management in a, in a much simpler way. Okay. Especially as I said, if you're dealing with a large number of applications. >>So it's like an operating fabric, if you will. Yes. For them. Okay, so let's get into what that means for up above and below the the, this abstraction or thin layer below as the infrastructure. We talked a lot about what's going on below that. Yeah. Above our workloads. At the end of the day, you know, I talk to CXOs and IT folks that are now DevOps engineers. They care about the workloads and they want the infrastructures code to work. They wanna spend their time getting in the weeds, figuring out what happened when someone made a push that that happened or something happened. They need observability and they need to, to know that it's working. That's right. And is my workloads running effectively? So how do you guys look at the workload side of it? Cuz now you have multiple workloads on these fabric, >>Right? So workloads, so Kubernetes has defined kind of a standard way to describe workloads and you can, you know, tell Kubernetes, I want to run this container this particular way, or you can use other projects that are in the Kubernetes cloud native ecosystem like K native, where you can express your application in more at a higher level, right? But what's also happening is in addition to the workloads, DevOps and platform engineering teams, they need to very often deploy the applications with the clusters themselves. Clusters are becoming this commodity. It's, it's becoming this host for the application and it kind of comes bundled with it. In many cases it is like an appliance, right? So DevOps teams have to provision clusters at a really incredible rate and they need to tear them down. Clusters are becoming more, >>It's kinda like an EC two instance, spin up a cluster. We very, people used words like that. That's >>Right. And before arlon you kind of had to do all of that using a different set of tools as, as I explained. So with Armon you can kind of express everything together. You can say I want a cluster with a health monitoring stack and a logging stack and this ingress controller and I want these applications and these security policies. You can describe all of that using something we call a profile. And then you can stamp out your app, your applications and your clusters and manage them in a very, so >>Essentially standard creates a mechanism. Exactly. Standardized, declarative kind of configurations. And it's like a playbook. You deploy it. Now what's there is between say a script like I'm, I have scripts, I could just automate scripts >>Or yes, this is where that declarative API and infrastructures configuration comes in, right? Because scripts, yes you can automate scripts, but the order in which they run matters, right? They can break, things can break in the middle and, and sometimes you need to debug them. Whereas the declarative way is much more expressive and powerful. You just tell the system what you want and then the system kind of figures it out. And there are these things about controllers which will in the background reconcile all the state to converge towards your desire. It's a much more powerful, expressive and reliable way of getting things done. >>So infrastructure has configuration is built kind of on, it's as super set of infrastructures code because it's >>An evolution. >>You need edge's code, but then you can configure the code by just saying do it. You basically declaring and saying Go, go do that. That's right. Okay, so, alright, so cloud native at scale, take me through your vision of what that means. Someone says, Hey, what does cloud native at scale mean? What's success look like? How does it roll out in the future as you, not future next couple years? I mean people are now starting to figure out, okay, it's not as easy as it sounds. Could be nice, it has value. We're gonna hear this year coan a lot of this. What does cloud native at scale >>Mean? Yeah, there are different interpretations, but if you ask me, when people think of scale, they think of a large number of deployments, right? Geographies, many, you know, supporting thousands or tens or millions of, of users there, there's that aspect to scale. There's also an equally important a aspect of scale, which is also something that we try to address with Arran. And that is just complexity for the people operating this or configuring this, right? So in order to describe that desired state and in order to perform things like maybe upgrades or updates on a very large scale, you want the humans behind that to be able to express and direct the system to do that in, in relatively simple terms, right? And so we want the tools and the abstractions and the mechanisms available to the user to be as powerful but as simple as possible. So there's, I think there's gonna be a number and there have been a number of CNCF and cloud native projects that are trying to attack that complexity problem as well. And Arlon kind of falls in in that >>Category. Okay, so I'll put you on the spot road that CubeCon coming up and obviously this will be shipping this segment series out before. What do you expect to see at Coan this year? What's the big story this year? What's the, what's the most important thing happening? Is it in the open source community and also within a lot of the, the people jogging for leadership. I know there's a lot of projects and still there's some white space in the overall systems map about the different areas get run time and there's ability in all these different areas. What's the, where's the action? Where, where's the smoke? Where's the fire? Where's the piece? Where's the tension? >>Yeah, so I think one thing that has been happening over the past couple of cons and I expect to continue and, and that is the, the word on the street is Kubernetes is getting boring, right? Which is good, right? >>Boring means simple. >>Well, well >>Maybe, >>Yeah, >>Invisible, >>No drama, right? So, so the, the rate of change of the Kubernetes features and, and all that has slowed but in, in a, in a positive way. But there's still a general sentiment and feeling that there's just too much stuff. If you look at a stack necessary for hosting applications based on Kubernetes, there are just still too many moving parts, too many components, right? Too much complexity. I go, I keep going back to the complexity problem. So I expect Cube Con and all the vendors and the players and the startups and the people there to continue to focus on that complexity problem and introduce further simplifications to, to the stack. >>Yeah. Vic, you've had an storied career, VMware over decades with them obviously in 12 years with 14 years or something like that. Big number co-founder here at Platform. Now you guys have been around for a while at this game. We, man, we talked about OpenStack, that project you, we interviewed at one of their events. So OpenStack was the beginning of that, this new revolution. And I remember the early days it was, it wasn't supposed to be an alternative to Amazon, but it was a way to do more cloud cloud native. I think we had a cloud ERO team at that time. We would to joke we, you know, about, about the dream. It's happening now, now at Platform nine. You guys have been doing this for a while. What's the, what are you most excited about as the chief architect? What did you guys double down on? What did you guys tr pivot from or two, did you do any pivots? Did you extend out certain areas? Cuz you guys are in a good position right now, a lot of DNA in Cloud native. What are you most excited about and what does Platform nine bring to the table for customers and for people in the industry watching this? >>Yeah, so I think our mission really hasn't changed over the years, right? It's been always about taking complex open source software because open source software, it's powerful. It solves new problems, you know, every year and you have new things coming out all the time, right? OpenStack was an example when the Kubernetes took the world by storm. But there's always that complexity of, you know, just configuring it, deploying it, running it, operating it. And our mission has always been that we will take all that complexity and just make it, you know, easy for users to consume regardless of the technology, right? So the successor to Kubernetes, you know, I don't have a crystal ball, but you know, you have some indications that people are coming up of new and simpler ways of running applications. There are many projects around there who knows what's coming next year or the year after that. But platform will a, platform nine will be there and we will, you know, take the innovations from the the community. We will contribute our own innovations and make all of those things very consumable to customers. >>Simpler, faster, cheaper. Exactly. Always a good business model technically to make that happen. Yes. Yeah, I think the, the reigning in the chaos is key, you know, Now we have now visibility into the scale. Final question before we depart this segment. What is at scale, how many clusters do you see that would be a watermark for an at scale conversation around an enterprise? Is it workloads we're looking at or, or clusters? How would you, Yeah, how would you describe that? When people try to squint through and evaluate what's a scale, what's the at scale kind of threshold? >>Yeah. And, and the number of clusters doesn't tell the whole story because clusters can be small in terms of the number of nodes or they can be large. But roughly speaking when we say, you know, large scale cluster deployments, we're talking about maybe hundreds, two thousands. >>Yeah. And final final question, what's the role of the hyperscalers? You got AWS continuing to do well, but they got their core ias, they got a PAs, they're not too too much putting a SaaS out there. They have some SaaS apps, but mostly it's the ecosystem. They have marketplaces doing over $2 billion billions of transactions a year and, and it's just like, just sitting there. It hasn't really, they're now innovating on it, but that's gonna change ecosystems. What's the role the cloud play in the cloud native of its scale? >>The, the hyperscalers, >>Yeahs Azure, Google. >>You mean from a business perspective? Yeah, they're, they have their own interests that, you know, that they're, they will keep catering to, they, they will continue to find ways to lock their users into their ecosystem of services and, and APIs. So I don't think that's gonna change, right? They're just gonna keep, >>Well they got great I performance, I mean from a, from a hardware standpoint, yes, that's gonna be key, right? >>Yes. I think the, the move from X 86 being the dominant way and platform to run workloads is changing, right? That, that, that, that, and I think the, the hyperscalers really want to be in the game in terms of, you know, the the new risk and arm ecosystems and the platforms. >>Yeah, not joking aside, Paul Morritz, when he was the CEO of VMware, when he took over once said, I remember our first year doing the cube. Oh the cloud is one big distributed computer, it's, it's hardware and he got software and you got middleware and he kind over, well he's kind of tongue in cheek, but really you're talking about large compute and sets of services that is essentially a distributed computer. >>Yes, >>Exactly. It's, we're back on the same game. Vic, thank you for coming on the segment. Appreciate your time. This is cloud native at scale special presentation with Platform nine. Really unpacking super cloud Arlon open source and how to run large scale applications on the cloud Cloud Native Phil for developers and John Furrier with the cube. Thanks for Washington. We'll stay tuned for another great segment coming right up. Hey, welcome back everyone to Super Cloud 22. I'm John Fur, host of the Cuba here all day talking about the future of cloud. Where's it all going? Making it super multi-cloud clouds around the corner and public cloud is winning. Got the private cloud on premise and edge. Got a great guest here, Vascar Gorde, CEO of Platform nine, just on the panel on Kubernetes. An enabler blocker. Welcome back. Great to have you on. >>Good to see you >>Again. So Kubernetes is a blocker enabler by, with a question mark. I put on on that panel was really to discuss the role of Kubernetes. Now great conversation operations is impacted. What's interest thing about what you guys are doing at Platform nine? Is your role there as CEO and the company's position, kind of like the world spun into the direction of Platform nine while you're at the helm? Yeah, right. >>Absolutely. In fact, things are moving very well and since they came to us, it was an insight to call ourselves the platform company eight years ago, right? So absolutely whether you are doing it in public clouds or private clouds, you know, the application world is moving very fast in trying to become digital and cloud native. There are many options for you do on the infrastructure. The biggest blocking factor now is having a unified platform. And that's what we, we come into, >>Patrick, we were talking before we came on stage here about your background and we were gonna talk about the glory days in 2000, 2001, when the first as piece application service providers came out, kind of a SaaS vibe, but that was kind of all kind of cloudlike. >>It wasn't, >>And and web services started then too. So you saw that whole growth. Now, fast forward 20 years later, 22 years later, where we are now, when you look back then to here and all the different cycles, >>I, in fact you, you know, as we were talking offline, I was in one of those ASPs in the year 2000 where it was a novel concept of saying we are providing a software and a capability as a service, right? You sign up and start using it. I think a lot has changed since then. The tooling, the tools, the technology has really skyrocketed. The app development environment has really taken off exceptionally well. There are many, many choices of infrastructure now, right? So I think things are in a way the same but also extremely different. But more importantly now for any company, regardless of size, to be a digital native, to become a digital company is extremely mission critical. It's no longer a nice to have everybody's in the journey somewhere. >>Everyone is going digital transformation here. Even on a so-called downturn recession that's upcoming inflation's here. It's interesting. This is the first downturn in the history of the world where the hyperscale clouds have been pumping on all cylinders as an economic input. And if you look at the tech trends, GDPs down, but not tech. >>Nope. >>Cuz the pandemic showed everyone digital transformation is here and more spend and more growth is coming even in, in tech. So this is a unique factor which proves that that digital transformation's happening and company, every company will need a super cloud. >>Everyone, every company, regardless of size, regardless of location, has to become modernize their infrastructure. And modernizing Infras infrastructure is not just some new servers and new application tools, It's your approach, how you're serving your customers, how you're bringing agility in your organization. I think that is becoming a necessity for every enterprise to survive. >>I wanna get your thoughts on Super Cloud because one of the things Dave Ante and I want to do with Super Cloud and calling it that was we, I, I personally, and I know Dave as well, he can, I'll speak from, he can speak for himself. We didn't like multi-cloud. I mean not because Amazon said don't call things multi-cloud, it just didn't feel right. I mean everyone has multiple clouds by default. If you're running productivity software, you have Azure and Office 365. But it wasn't truly distributed. It wasn't truly decentralized, it wasn't truly cloud enabled. It didn't, it felt like they're not ready for a market yet. Yet public clouds booming on premise. Private cloud and Edge is much more on, you know, more, more dynamic, more real. >>Yeah. I think the reason why we think super cloud is a better term than multi-cloud. Multi-cloud are more than one cloud, but they're disconnected. Okay, you have a productivity cloud, you have a Salesforce cloud, you may have, everyone has an internal cloud, right? So, but they're not connected. So you can say okay, it's more than one cloud. So it's you know, multi-cloud. But super cloud is where you are actually trying to look at this holistically. Whether it is on-prem, whether it is public, whether it's at the edge, it's a store at the branch. You are looking at this as one unit. And that's where we see the term super cloud is more applicable because what are the qualities that you require if you're in a super cloud, right? You need choice of infrastructure, you need, but at the same time you need a single pain, a single platform for you to build your innovations on regardless of which cloud you're doing it on, right? So I think Super Cloud is actually a more tightly integrated orchestrated management philosophy we think. >>So let's get into some of the super cloud type trends that we've been reporting on. Again, the purpose of this event is to, as a pilots, to get the conversations flowing with with the influencers like yourselves who are running companies and building products and the builders, Amazon and Azure are doing extremely well. Google's coming up in third cloudworks in public cloud. We see the use cases on premises use cases. Kubernetes has been an interesting phenomenon because it's become from the developer side a little bit, but a lot of ops people love Kubernetes. It's really more of an ops thing. You mentioned OpenStack earlier. Kubernetes kind of came out of that open stack. We need an orchestration and then containers had a good shot with, with Docker. They re pivoted the company. Now they're all in an open source. So you got containers booming and Kubernetes as a new layer there. What's the, what's the take on that? What does that really mean? Is that a new defacto enabler? It >>Is here. It's for here for sure. Every enterprise somewhere else in the journey is going on. And you know, most companies are, 70 plus percent of them have won two, three container based, Kubernetes based applications now being rolled out. So it's very much here, it is in production at scale by many customers. And the beauty of it is, yes, open source, but the biggest gating factor is the skill set. And that's where we have a phenomenal engineering team, right? So it's, it's one thing to buy a tool >>And just be clear, you're a managed service for Kubernetes. >>We provide, provide a software platform for cloud acceleration as a service and it can run anywhere. It can run in public private. We have customers who do it in truly multi-cloud environments. It runs on the edge, it runs at this in stores are thousands of stores in a retailer. So we provide that and also for specific segments where data sovereignty and data residency are key regulatory reasons. We also un OnPrem as an air gap version. >>Can you give an example on how you guys are deploying your platform to enable a super cloud experience for your >>Customer? Right. So I'll give you two different examples. One is a very large networking company, public networking company. They have, I dunno, hundreds of products, hundreds of r and d teams that are building different, different products. And if you look at few years back, each one was doing it on a different platforms but they really needed to bring the agility and they worked with us now over three years where we are their build test dev pro platform where all their products are built on, right? And it has dramatically increased their agility to release new products. Number two, it actually is a light out operation. In fact the customer says like, like the Maytag service person cuz we provide it as a service and it barely takes one or two people to maintain it for them. >>So it's kinda like an SRE vibe. One person managing a >>Large 4,000 engineers building infrastructure >>On their tools, >>Whatever they want on their tools. They're using whatever app development tools they use, but they use our platform. >>What benefits are they seeing? Are they seeing speed? >>Speed, definitely. Okay. Definitely they're speeding. Speed uniformity because now they're building able to build, so their customers who are using product A and product B are seeing a similar set of tools that are being used. >>So a big problem that's coming outta this super cloud event that we're, we're seeing and we've heard it all here, ops and security teams cuz they're kind of too part of one theme, but ops and security specifically need to catch up speed wise. Are you delivering that value to ops and security? Right. >>So we, we work with ops and security teams and infrastructure teams and we layer on top of that. We have like a platform team. If you think about it, depending on where you have data centers, where you have infrastructure, you have multiple teams, okay, but you need a unified platform. Who's your buyer? Our buyer is usually, you know, the product divisions of companies that are looking at or the CTO would be a buyer for us functionally cio definitely. So it it's, it's somewhere in the DevOps to infrastructure. But the ideal one we are beginning to see now many large corporations are really looking at it as a platform and saying we have a platform group on which any app can be developed and it is run on any infrastructure. So the platform engineering teams, >>You working two sides of that coin. You've got the dev side and then >>And then infrastructure >>Side side, okay. >>Another customer like give you an example, which I would say is kind of the edge of the store. So they have thousands of stores. Retail, retail, you know food retailer, right? They have thousands of stores that are on the globe, 50,000, 60,000. And they really want to enhance the customer experience that happens when you either order the product or go into the store and pick up your product or buy or browse or sit there. They have applications that were written in the nineties and then they have very modern AIML applications today. They want something that will not have to send an IT person to install a rack in the store or they can't move everything to the cloud because the store operations has to be local. The menu changes based on, It's a classic edge. It's classic edge. Yeah. Right. They can't send it people to go install rack access servers then they can't sell software people to go install the software and any change you wanna put through that, you know, truck roll. So they've been working with us where all they do is they ship, depending on the size of the store, one or two or three little servers with instructions that >>You, you say little servers like how big one like a net box box, like a small little >>Box and all the person in the store has to do like what you and I do at home and we get a, you know, a router is connect the power, connect the internet and turn the switch on. And from there we pick it up. >>Yep. >>We provide the operating system, everything and then the applications are put on it. And so that dramatically brings the velocity for them. They manage >>Thousands of them. True plug and play >>Two, plug and play thousands of stores. They manage it centrally. We do it for them, right? So, so that's another example where on the edge then we have some customers who have both a large private presence and one of the public clouds. Okay. But they want to have the same platform layer of orchestration and management that they can use regardless of the location. So >>You guys got some success. Congratulations. Got some traction there. It's awesome. The question I want to ask you is that's come up is what is truly cloud native? Cuz there's lift and shift of the cloud >>That's not cloud native. >>Then there's cloud native. Cloud native seems to be the driver for the super cloud. How do you talk to customers? How do you explain when someone says what's cloud native, what isn't cloud native? >>Right. Look, I think first of all, the best place to look at what is the definition and what are the attributes and characteristics of what is truly a cloud native, is CNC foundation. And I think it's very well documented where you, well >>Con of course Detroit's >>Coming here, so, so it's already there, right? So, so we follow that very closely, right? I think just lifting and shifting your 20 year old application onto a data center somewhere is not cloud native. Okay? You can't put to cloud native, you have to rewrite and redevelop your application and business logic using modern tools. Hopefully more open source and, and I think that's what Cloudnative is and we are seeing a lot of our customers in that journey. Now everybody wants to be cloudnative, but it's not that easy, okay? Because it's, I think it's first of all, skill set is very important. Uniformity of tools that there's so many tools there. Thousands and thousands of tools you could spend your time figuring out which tool to use. Okay? So I think the complexities there, but the business benefits of agility and uniformity and customer experience are truly them. >>And I'll give you an example. I don't know how clear native they are, right? And they're not a customer of ours, but you order pizzas, you do, right? If you just watch the pizza industry, how dominoes actually increase their share and mind share and wallet share was not because they were making better pizzas or not, I don't know anything about that, but the whole experience of how you order, how you watch what's happening, how it's delivered. There were a pioneer in it. To me, those are the kinds of customer experiences that cloud native can provide. >>Being agility and having that flow to the application changes what the expectations of the, for the customer. >>Customer, the customer's expectations change, right? Once you get used to a better customer experience, you learn >>Best car. To wrap it up, I wanna just get your perspective again. One of the benefits of chatting with you here and having you part of the Super Cloud 22 is you've seen many cycles, you have a lot of insights. I want to ask you, given your career where you've been and what you've done and now the CEO platform nine, how would you compare what's happening now with other inflection points in the industry? And you've been, again, you've been an entrepreneur, you sold your company to Oracle, you've been seeing the big companies, you've seen the different waves. What's going on right now put into context this moment in time around Super >>Cloud. Sure. I think as you said, a lot of battles. Cars being been, been in an asp, been in a realtime software company, being in large enterprise software houses and a transformation. I've been on the app side, I did the infrastructure right and then tried to build our own platforms. I've gone through all of this myself with a lot of lessons learned in there. I think this is an event which is happening now for companies to go through to become cloud native and digitalize. If I were to look back and look at some parallels of the tsunami that's going on is a couple of paddles come to me. One is, think of it, which was forced to honors like y2k. Everybody around the world had to have a plan, a strategy, and an execution for y2k. I would say the next big thing was e-commerce. I think e-commerce has been pervasive right across all industries. >>And disruptive. >>And disruptive, extremely disruptive. If you did not adapt and adapt and accelerate your e-commerce initiative, you were, it was an existence question. Yeah. I think we are at that pivotal moment now in companies trying to become digital and cloudnative that know that is what I see >>Happening there. I think that that e-commerce was interesting and I think just to riff with you on that is that it's disrupting and refactoring the business models. I think that is something that's coming out of this is that it's not just completely changing the game, it's just changing how you operate, >>How you think, and how you operate. See, if you think about the early days of eCommerce, just putting up a shopping cart didn't made you an eCommerce or an E retailer or an e e customer, right? Or so. I think it's the same thing now is I think this is a fundamental shift on how you're thinking about your business. How are you gonna operate? How are you gonna service your customers? I think it requires that just lift and shift is not gonna work. >>Mascar, thank you for coming on, spending the time to come in and share with our community and being part of Super Cloud 22. We really appreciate, we're gonna keep this open. We're gonna keep this conversation going even after the event, to open up and look at the structural changes happening now and continue to look at it in the open in the community. And we're gonna keep this going for, for a long, long time as we get answers to the problems that customers are looking for with cloud cloud computing. I'm Sean Feer with Super Cloud 22 in the Cube. Thanks for watching. >>Thank you. Thank you, John. >>Hello. Welcome back. This is the end of our program, our special presentation with Platform nine on cloud native at scale, enabling the super cloud. We're continuing the theme here. You heard the interviews Super Cloud and its challenges, new opportunities around the solutions around like Platform nine and others with Arlon. This is really about the edge situations on the internet and managing the edge multiple regions, avoiding vendor lock in. This is what this new super cloud is all about. The business consequences we heard and and the wide ranging conversations around what it means for open source and the complexity problem all being solved. I hope you enjoyed this program. There's a lot of moving pieces and things to configure with cloud native install, all making it easier for you here with Super Cloud and of course Platform nine contributing to that. Thank you for watching.

>>Hey everyone. Welcome back to Miami. Lisa Martin here live with the Cube at IFS Unleashed 2022. We're so excited to be here. We just had a great conversation with Ifss, CEO of Darren Rouse. Now we've got another exciting conversation. F1 is here. You know how much I love f1. Christian Peterson joins us as well, the Chief Product Officer at ifs, and Sean Edwards IT business partner at Aston Martin. F1. Guys, it's great to have you on the program. Thank you for having >>Us. Thank you >>Very much. We were talking about F one. We probably could have an entire conversation just on that, but Christian, I wanna talk with you. It's been three years since the Cube has covered ifs obviously for obvious reasons during that time. So much momentum has happened. IFS cloud was launched about 18 months ago. Give our audience an o, a flavor of IFS, cloud and some of the milestones that you've hit in such a short time period. >>Yeah, I mean IFS cloud is really transformational in many ways. It's transformational for first and foremost for our customers in what enables them to do, but also transformational for us from a technology perspective, how we work and how we do everything. And at the end of the day, it has really surfaced, served around the the, the fact of what we need to do for our customers. And what we saw our customers often do back then, or any company, was they were out looking for EAP solutions or FSM Solutions or EAM Solutions or what have you. And then they were trying to stitch it all together and we, we said like, Hang on a second, these these traditional software s, those are some that I'm guilty. You know, there's some that we actually invented over the years together with analysts. So we invented EER P and we invented CRM and EAM and all these different things. >>But at the end of the day, customers really want a solution to what they are, they are what they're dealing with. And so in these conversations it became very clear that and very repeated conclusions from the conversations that customers wanted something that could manage and help them optimize the use of their assets. Regardless of what industry you're in, assets is such a key component. Either you are using your assets or you're producing assets. Second thing is really get the best use of of your people, your teams and your crew. How do you get the right people on the right job at the same time? How do you assemble the right crew with the right set of skills in the crew? Get them to the right people at the same time. So, and then the final thing is of course customers, you know all the things that you need to do to get customers to answer these ultimate questions, Will you buy from this company again? And they should say yes. That's the ultimate results of moments of service. So that's how we bring it all together and that's what we have been fast at work at. That's what IFS cloud is all about. >>And you, you talked about IFS cloud, being able to to help customers, orchestrate assets, people, customers, Aston Martin being one of those customers. Shawn, you came from ifs so you have kind of the backstory but just give the audience a little bit of, of flavor of your role at Aston Martin and then let's dig into the smart factory. >>Sure. So I previously worked at IFS as a manufacturing consultant. So my bread and butter is production planning in the ERP sector. So we, I Aston Martin didn't have an ERP system pre IFS or a legacy system that wasn't working for them and the team couldn't rely upon it. So what we did was bring IFS in. I was the consultant there and as IFS always preached customer first, well customer first did come and I jumped to support the team. So we've implemented a fully RP solution to manage the production control and the material traceability all the way through from design until delivery to track. And we've mo most recently implemented a warehouse solution at Trackside as well. So we are now tracking our parts going out with the garage. So that's a really exciting time for RFS. In terms of the smart factory, it's not built yet. >>We're we're supposed to move next year. So that's really exciting cause we're quadrupling our footprint. So going from quite a small factory spread out across the North Hampton Share countryside, we're going into one place quadruple in our footprint. And what we're gonna start looking at is using the technology we're implementing there. So enabling 5G to springboard our IFFs implementations going forward with the likes of Internet of things to connect our 15 brand new CMC machines, but also things like R F I D. So that comes with its own challenges on a Formula One car, but it's all about speed of data capture, single point of truth. And IFFs provides that >>And well, Formula One, the first word that comes to mind is speed. >>Absolutely. Second >>Word is crazy. >>We, we are very unique in terms of most customers Christian deals with, they're about speed but also about profit and efficiency. That doesn't matter to us. It is all about time. Time is our currency and if we go quicker in designing and manufacturing, which ifs supports ultimately the cargo quicker. So speed is everything. >>And and if we, if we think of of people, customers and assets at Asset Martin F one, I can't, I can't imagine the quantity of assets that you're building every race weekend and refactoring. >>Absolutely. So a Formula one car that drives out of the garage is made up of 13,000 car parts, most of which, 50% of which we've made in house. So we have to track that all the way through from the smallest metallic component all the way up to the most complex assembly. So orchestrating that and having a single point of truth for people to look at and track is what IFFs has provided us. >>Christian, elaborate on that a little bit in terms of, I mean, what you're facilitating, F1 is such a great example of of speed we talked about, but the fact that you're setting up the car every, every other weekend maybe sometimes back to back weeks, so many massive changes going on. You mentioned 50% of those 13,000 parts you manufacture. Absolutely. Talk about IFS as being a catalyst for that. >>I mean the, it's, it's fascinating with Formula One, but because as a technology geek like me, it's really just any other business on steroids. I mean we talk, we talk about this absolutely high tech, super high tech manufacturing, but even, even before that, the design that goes in with CFDs and how you optimize for different things and loose simulation software for these things goes into manufacturing, goes into wind tunnels and then goes on track. But guess what, when it's on track, it's an asset. It's an asset that streams from how many sensors are on the car, >>I think it's over 10,000 >>Sensors, over 10,000 sensors that streams maybe at 50 hertz or 50 readings. So every lap you just get this mountain of data, which is really iot. So I always say like F one if one did IOT before anybody invented the term. >>Absolutely. >>Yep. You know, F1 did machine learning and AI before anybody thought about it in terms of pattern recognition and things like that with the data. So that's why it's fascinating to work with an organization like that. It's the, it's the sophistication around the technologies and then the pace what they do. It's not that what they do is actually so different. >>It is, it absolutely isn't. We just have to do it really quickly. Really >>Quickly. Right. And the same thing when you talk about parts. I mean I was fascinated of a conversation with, with one of your designers that says that, you know, sometimes we are, we are designing a part and this, the car is now ready for production but the previous version of that part has not even been deployed on the car yet. So that's how quick the innovation comes through and it's, it's, it's fascinating and that's why we like the challenge that Esther Martin gives us because if we can, if we can address that, there's a lot of businesses we can make happy with that as far, >>So Sha I talk a little bit about this is, so we're coming up, there's what four races left in the 2022 season, but this is your busy time because that new car, the 23 car needs to be debuted in what February? So just a few months time? >>Absolutely. So it's a bit cancer intuitive. So our busiest time is now we're ramping up into it. So we co, we go into something called car build which is from December to December to February, which is our end point and there's no move in that point. The car has gotta go around that track in February. So we have got to make those 13,000 components. We've gotta design 'em, we've gotta make 'em and then we've gotta get 'em to the car in February for our moment of service. They said it on stage. Our moment of service as a manufacturing company is that car going around the track and we have to do it 24 times next year and we've gotta start. Well otherwise we're not gonna keep up. >>I'm just gonna ask you what a, what a moment, what's a moment of service in f1 and you're saying basically getting that >>Functional car >>On the track quickly, as quickly as possible and being able to have the technology underpinning that's really abstracting the complexity. >>Absolutely. So I would say our customer ultimately is the driver and the fans they, they need to have a fast car so they can sport it and they ultimately drive it around the track and go get first place and be competitive. So that is our moment of service to our drivers is to deliver that car 24 times next year. >>I imagine they might be a little demanding >>They are and I think it's gonna be exciting with Alonzo coming in, could the driver if we've gotta manage that change and he'll have new things that he wants to try out on a car. So adds another level of complexity to that. >>Well how influential are the drivers in terms some of the, the manufacturing? Like did they, are they give me kind of a a sense of how Alon Fernando Alanzo your team and ifs maybe collaborate, maybe not directly but >>So Alonzo will come in and suggest that he wants cars to work a certain way so he will feed back to the team in terms of we need this car, we need this car part to do this and this car part to do that. So then we're in a cycle when he first gets into the car in that February, we've then gotta turnaround car parts based off his suggestions. So we need to do that again really quickly and that's where IFS feeds in. So we have to have the release and then the manufacturer of the component completely integrated and that's what we achieve with IFFs and >>It needs to be really seamless. >>Absolutely. If, if we don't get it right, that car doesn't go out track so there's no moving deadline. >>Right. That's the probably one of the industries where deadlines do not move. Absolutely. We're so used to things happening in tech where things shift and change and reorgs, but this is one where the dates are set in their firm. >>Absolutely. And we have to do anything we can do to get that car on the track. So yeah, it's just a move. >>Christian, talk about the partnership a little bit from your standpoint in terms of how influential has Aston Martin F1 been in IFS cloud and its first 18 months. I was looking at some stats that you've already gotten 400,000 plus users in just a short time period. How influential are your customers in the direction and even the the next launch 22 R too? >>I mean our customers do everything plain and simple. That's that's what it is. And we have, we have a partnership, I think about every single customer as a partner of ours and we are partnering in taking technology to the next level in terms of, of the outputs and the benefits it can create for our customers. That's what it's all, all about. And I, I always think about these, these three elements I think I mentioned in our state as well. I think the partnership we have is a partnership around innovation. Innovation doesn't not only come from IFS or the technology partner, it comes from discussions, requirements, opportunities, what if like all these things. So innovation comes from everywhere. There's technology driven innovation, there's customer driven innovation, but that's part of the partnership. The second part of the partnership is inspiration. So with innovation you inspire. So when you innovate on something new that inspires new innovation and new thinking and that's again the second part of the partnership. And then the third part is really iterate and execute, right? Because it's great that we can now innovate and we can agree on what we need to do, but now we need to put it into products, put it in technology and put it into actual use. That's when the benefits comes and that's when we can start bringing the bell. >>And I think it's really intrinsically linked. I mean if you look at progress with Formula One teams and their innovation, it's all underpinned by our technology partners and that's why it's so important. The likes of Christian pushes the product and improves it and innovates it because then we can realize the benefits and ultimately save time and go faster. So it's really important that our, our partners and certainly inform one, push the boundaries and find that technology. >>And I think one of the things that we also find very, very important is that we actually understand our customers and can talk the language. So I think that was one of the key things in our engagement, Martin from the beginning is that we had a set of people that really understand Formula One felt it on their bodies and can have the conversation. So when the Formula One teams they say something, then we actually understand what we're talking about. So for instance, when we talk about, you know, track side inventory, well it's not that different from what a field service technician have in his van when he goes service. The only difference is when you see something happening on track, you'll see the parts manager go out to the pit lane with a tablet and say like, oh we need this, we need that, we need this and we need that. And then we'll go back and pick it and put it on the car and the car is service and maintain and off go. Absolutely. >>Yeah that speed always impresses me. >>It's unbelievable. >>Shannon, last question for you. From a smart factory perspective, you said you're moving in next year. What are some of the things that you are excited about that you think are really gonna be transformative but IFS is doing? >>So I think what I'm really excited about once we get in is using the technology they've already put in terms of 5G networks to sort of springboard that into a further IFS implementation. Maybe IFFs cloud in terms of we always struggle to keep the system up to date with, with what's physically happening so that the less data entry and the more automatic sort of data capture, the better it is for the formula on team cuz we improve our our single point of truth. So I'm really excited to look at the internet of things and sort of integrate our CNC machines to sort of feed that information back into ifs. But also the RFID technology I think is gonna be a game changer when we go into the new factory. So really >>Excited. Excellent. Well well done this year. We look forward to seeing Alonso join the team in 23. Fingers >>Crossed. >>Okay. Fingers crossed. Christian, Jeanette, it's been a pleasure to have you on the program. Thank you so much for sharing your insights and how ifs asked Martin are working together, how you really synergistically working together. We appreciate your time. >>Thank you very much for having us. Our >>Thanks for having us. And go Aston >>Woo go Aston, you already here first Lisa Martin, no relation to Aston Martin, but well, I wanna thank Christian Peterson and Shannon Edwards for joining me, talking about IFS and Aston Martin team and what they're doing at Speed and Scale. Stick around my next guest joins me in a minute. >>Thank you.