>>Hey, everyone, welcome to the Cubes Coverage of the International Women's Showcase for 2022. I'm your host, Lisa Martin. Pleased to be here with an agreement ahead of small medium business SMB for Asia Pacific and Japan at Amazon Web services. Anna. It's great to have you on the programme, >>Lisa. I am delighted to be here and really excited to be talking about what we're gonna be talking about today, which is diversity and women in technology. >>One of the great things about International Women's Day Tuesday, March 8th, is there's always a campaign of theme. This year's theme is breaking the bias. What does that mean to you? And are we on our way to actually accomplish that? >>Look, Breaking the bias really is about all of us being more self aware in our workplaces. Really. What it means to me is understanding that the communities and the employment, the employee population, that all of us working is diverse. Um, and this is a great example of that, right? We are a global organisation and our employees come from across the world. I am representing people from across Asia Pacific and Japan. They look, feel and think differently to people in other parts of the world. So, really, what breaking the biases about is understanding our unconscious biases and thinking differently about how we approach conversations in the workplace to make sure that we're including everyone in the conversation. And honestly, Lisa, when you do that, you get much better. Business outcomes. I've seen that for sure. >>Definitely. There's some stats we can talk about later that I think really articulate that point incredibly well. But I want to talk about your background. You pivoted many times from lawyer to the CEO of ANZ Bank in the Philippines to now a leader at Amazon Web services. Talk to you about your career path with all those different pivots. How did you get to where you are tonight? >>Yeah, I mean, honestly, I recognise that I don't have a traditional Orthodox career plan, but that's my intention. I'm somebody who has always been really interested in the world around me, and I would say that my biggest driver is learning and being curious, which, as you know, is an Amazon leadership principles. So it's probably not a surprise that I ended up here at Ws, but really for me when I thought about my career and I have thought about it intentionally. I've been willing to put my hand up and take risks where I think probably others around me were not feeling as safe, and that's that's a function of who I am. But it's also a function of what I see women wanting to and needing to do more in order to bring their career forward. So as you say, I started my I had a pure technical lens when I started my career, which was being a lawyer, and there's been a lot of time just learning that and holding that skill set, I knew Lisa even then that that was not what I wanted to do forever. I wanted to do more than simply sit in an office and negotiate documents. Um, even though that was an exciting career, there was more that I wanted to do. So off the back of that, I moved into banking and was able to to learn and build some really important skill sets in terms of thinking about being a leader. And those skill sets include things like running a balance sheet, managing people thinking differently about risking compliance, which then allowed me to guess, run a bank and run the business. And then finally, how did I then pivot into technology? Well, it was a long conversation. If I'm honest with you, you know, there were there were conversations back and forth and I thought to myself and doing the right thing here. But what I could see for sure was that the world was moving to a technological context and for me not to take an opportunity to do it. A job like running a technology business across Asia, particularly Japan, just It just wasn't a possibility for me. I had to take the opportunity. So here I am, >>And that's one of the most exciting things I think is that these days every company has to be a tech company. Every company has to be a data company, a digital company with one of the lessons we've learned in the last couple of years. But another thing that we've learned is you mentioned skill sets. But it isn't just about those hard skill sets. What are some of those key soft skill sets that you think are really outstanding and really help to break down the bias. >>Yeah, again, Really interesting. So as I'm talking to women, when they hear about my career journey, a lot of them are surprised. How could you move into technology? And I think the challenge is that a lot of women view technology simply as a coding context. They view it as something that only someone with technical skills can do, and that is simply not the case. So if you look at a recent study by Deloitte Access Economics in Australia, for instance, the soft, skill intensive occupations are going to account for two thirds of all jobs by 2030. So if you think about that having a pure technical skill set, so certainly if you're going to do something like be a solutions architect or be a coda, it's really important that you must have those skills. But technology businesses are building and growing like no other, so we need all of those soft skills, like project management like P and L. Accountability and responsibility, like learning how to manage teams. These are caused fuels that have nothing to do with kind of fundamental technology, understanding that business contacts is important, but there are a lot of women out there who could be working in technology now but are a little bit scared to do so because they're thinking maybe they don't have the skills and I would encourage them to think differently. >>I think your your background with your pivots is a great articulation of you can take so many different backgrounds law banking into tech There's probably a fair amount of overlap there, but you also have you have in and of yourself thought diversity because of your background. I think that's another important thing for women to learn how important that thought diversity can be in any sort of job that they do, whether they are in a technical field. Or maybe they're in finance or operations or sales for a technology company. You guys talk about builders at A. W S. Talk to me about what a builder is, what's that definition and one of some of those key skill sets hard and soft that those builders exemplify. >>Yeah, so we are very build focused at AWS because we're building on behalf of our customers. But what that means is that the trays that make you a builder are exemplified by our leadership principles. So things like being curious. As you just pointed out, Lisa, these are the tenants of being a good builder, um, pursuing continuous learning. So whilst you you may know that you're good at something, you're not scared of trying something else. You're not scared of training and learning about something else. Being able to look around corners, um, and take calculated risks. I mean, whilst it may sound like my career journey has been pivot, pivot, pivot. Actually, if we're honest that these have been very intentional moves that I've made with my career to try to learn, as I said, to try to grow, um, and I've been fortunate and have been intentional also about building that leadership profile, But that's because I'm really fundamentally interested in how business and how people are connecting across the world. And as I said to you in a building context, really, that's about learning about how to build and run digital businesses. And at the end of the day is I guess the key message that I would send to everyone out there getting involved in a career in technology is not a bad move. >>No, it's definitely not a bad movie. I love the curiosity angle. That's one of those things that I'd love to hear. How do you encourage that? One of the biggest challenges. If we look at the stats of girls in stem programmes, from primary school to high school to university, as we see the numbers going down, we see them going up in university. And then, of course, when we're in, we're looking at the raw tech numbers. The number of women in technical positions is quite low to your point. There's many other opportunities besides technical positions. How do you encourage women to not be afraid to raise their hand and ask a question, even if they think maybe this is a dumb question? >>Uh, it's such a I think, you know, honestly, we need to see more women in leadership roles. Um, and, uh, and I think it's incumbent upon the organisations that are are running our businesses, that they make this a priority because you can't see I'm sorry. You can't be what you can't see Lisa, Um, and so it's great for us to talk about it. But once we start seeing women having active business, led conversations. That's where we're really going to see the dial shift. I have a 13 year old daughter, Um, and she's deeply interested in everything on her computer. Um, and what I try to do is encourage her to think differently about the type of roles that she could have if she was interested in, say, for instance, graphic design. She loves drawing, Um, singing. There are so many ways you can do all those YouTube videos. Maybe not, but you know, ways in which you can engage with technology to pursue a career that's interesting to you, regardless of your gender. So maybe the first part is making sure that we are talking about female leaders and what they're doing. I think also what we can do is start building programmes where we're involving women in building skills and certification skills. So here we've got this amazing event which we've built called She builds and I'm an active mentor for that. And what that's all about is kind of connecting women in the tech community and those who are interested with programmes that really speak to the way that women are thinking about their roles. So we have like minded peers. We have senior leaders, We have certification skills, programmes, always part of that, and we also have male allies. It's really important to include our male allies in that conversation, and you will have heard about things like male champions of change. These are very important conversations because again, what we know from statistics is that women are not as likely to build networks and sponsors as men are. And that's not statement of Miss Mala intense. What it means is that they just learn differently and think differently as they're building their careers. So if we're starting to get a man involved in the conversation in a more meaningful way, it's a conversation that's inclusive, and that's really what I want to drive. So I'm not sure I answered your question, but I certainly got to a couple of points that I was interested in highlighting, which is it's a conversation that has to happen at a grassroots level at a leadership level and across the organisation in terms of metrics, data understanding where women are and how to build and grow them >>right. But one of the things that you said that I was about to say was, We can't be what we can't see. We need to be able to elevate those female leaders like yourself so that more younger women and even women who maybe have been in the field for a while, can see the opportunities, the leadership. But you also brought up another great point. And that is, and something I was going to ask you about who are who are some of your mentors. And I imagine it's not just all females. It's got to be men as well. As you point out, it's incredibly important to have the men as allies. >>Yeah, absolutely. And certainly I wouldn't even be having this conversation with you now if I didn't have some amazing allies, both men and women, by my side as I've tracked this leadership journey. Certainly, um, Phil Davis, who is the head of our commercial organisation, Greg Pearson. These are people who have taken time out of their careers to talk with me about how we can help to build and grow women leaders, and to me, that's impactful. And I feel that that's an authentic engagement because there is a recognition in technology that we need to do more around this issue, and I see senior leaders like Matt Garman leading into the conversation. So for me, that's that's very inspiring. But I can't I couldn't have answered that question without telling you that the people who probably inspired me most in the organisation and within my network are those young women out there who are female founders. Now you know, I'm going to have to say a couple of names because I get the opportunity. Lisa, I've got a part of the networking, a women's networking, um, and mentoring organisation. And we have women here in Singapore like Ping Ping Han, who is building out an environmental education and sustainability digital business. We've got Francesco Cuccia, who is building Go get. She's already built it, which is an on demand workforce platform, which has over 250,000 people online that are helping people in Malaysia to work and has helped immensely during Covid. So what we're seeing with these young women is that they're actually building the digital businesses of the future, and it's not about, I mean, what I'm seeing them do is invest their time and energy in building. As I said, kind of programmes and models that are sustainable. So they're building businesses not just for the bottom line, but also to help the communities in which we operate, which to me is deeply inspirational. >>Absolutely. And the female founders need much more visibility than they're getting and obviously much more funding. One last point that I want to bring up because this is really important is that there is some data that I know that you have about performance company performance. When there are females at the helm, talk to me a little bit about that, and how can we help get that word out there more? Some more organisations understand the potential they have when they got that thought. Diversity. >>Yeah, it's such a wonderful point, and it's so well made now across the across media. But I feel like we need to double down on it because this is not a piecemeal conversation about doing the right thing. Um, sometimes we view it that way, and of course it is the right thing to have equity and diversity in our workplace. But in fact, there's so much data around how a diverse workforce creates better outcomes for business So in 2020 we had a McKenzie survey that found that companies with more than 30% of women executives were more likely to outperform companies with this percentage. So there is now a huge amount of data that's starting to show us what a diverse. And this is not just about gender. This is also about diversity across various lenses culture, ethnicity, minority groups, etcetera. So and for me, Lisa, it's just common sense. So if you're building a business that is trying to reach the most number of customers, it really is intuitive that you need to have all of those customers represented around the table. If you only have a single point of view, you're not going to represent all of those customers out there. And increasingly, those customers are expecting to be represented as part of your conversation in your business. So it totally makes sense from a business lens to build and recruit a diverse workforce. >>I couldn't agree more. One. I like to have one more question. Talk to me really quickly, briefly about how how are you building your teams to promote effectiveness through that diversity that, as you just described, can be so leading edge. >>Yeah, So what I'm doing is being intentional in my hiring practises. So this is something that all leaders can do. >>And that is really >>carefully about filling the roles in my organisation, where I'm given a role to fulfil, making sure that I'm looking at that diverse candidates, not just the same candidates who might have applied before. And that means sometimes throwing the net a bit wider than what you might usually have and thinking differently about the candidates that are applying. So, for instance, in my team, we have 50 50 men and women. Um, and we all come from very diverse backgrounds. We've got Indian, we've got Singaporean, we've got Australian talent, which means we've got a gender and cultural mix, which is actually, as I said, bringing a very different lens to the conversation when we're trying to solve customer problems. And what I would say is collaboration and respect is the cornerstone of the way that we should be. Building teams and diverse perspectives mean that our teams and the outcomes that we build are going to reflect the complexity of both the cross cultural and the divers, gender lens within which all of our customers are doing business today. >>Anna, thank you so much for joining me today, talking about the intentional pivots that you've made in your career, how inspiring those are two others and also how we're making progress on breaking the bias. My pleasure. >>Lisa. It's wonderful to join you. And thank you always think you for bringing us so much interesting data >>for Anna Greene. I'm Lisa Martin. You're watching the Cubes. Coverage of International Women's Showcase 2022.

why from Las Vegas it's the cube covering implementing a world 2018 machito by informatica okay welcome back everyone's the cube live here in Las Vegas at the Venetian ballroom is the cubes exclusive coverage of informatica world 2018 I'm John for your host in analyst here with Peter Baris host and analyst here for two days of coverage our next two guests are jitesh guy who's the senior vice president general manager data quality security and governance for informatica and barry green the chief data officer for bank of ireland great to see you attached great to have you on the cube and great to be here so love having two to smart people talking about data GPRS right around the corner and friday you're at the bank of ireland so in the middle of it while you're in you're in this in the territory you're in the heart get any sleep what talk about your role at the bank what are you guys doing I want to get into the GDP RS right on our doorstep it's going to major implications for data as a strategic asset talk about what you do so for me we've created a daily management framework frameworks pretty simple map process get context for data put it into the business data model or sign ownership put data quality over it and then maintain it using a risk model operational risk model now it doesn't matter with GDP our or becbs whatever it is it's about adding value to data understanding day they're using it for them and making sure you've got better customer experience all the good things you know GDP are is important but it's not the only thing you guys are new to managing data and certainly complies your financials bank so it's not a new thing what is how is GDP are being rolled out how is it impacting you guys what are you paying attention to what's the impact so the big thing about GDP are is we're having to understand where our key customer data's sits in the physical systems we're looking at mapping key processes something to see and what it's used for we're assigning ownership to people who own data so we can basically make decisions about it in the future GDP ours a bit like becbs that's going to evolve right you're not going to be GDP are compliant on May 25th you're gonna have to put in place the infrastructure the tooling the governance the management to make sure that as an organization you know you were using data the way it's supposed to be if you want to be a digital organization you have to manage data this is just pushing along they had evolution of data being important to an organization but just as y2k wasn't about making the world safe for mainframes in the year 2000 it forced a separation and understanding of the separation that's required between applications and data so gdpr is another one of those events it's forcing a separation in this case between data and the notion of data assets great so take us through how the thought process of gdpr has catalyzed new thinking within the bank about how we think about data differently as a consequence I think what it's done so we've developed the framework so we can apply it to any problem right I think what it's done is it's raised up data's the risk of data more generally so people talk about data as an asset I've talked about data as a liability right so it's a contingent liability if you think about gdpr it's raise that awareness up that we can't continue to operate and tricked out of the way we have in the past so there's a whole cultural change going on around how we treat data and there's a big understanding training going on about everyone knowing why they use data making sure that they don't use it for the purpose it's not used for and generally it's a big education cultural change very how would you describe the mindset for this new thinking it certainly I agree with you it's at the strategic nature center the center of the center of the value proposition right now on all aspects not just some department what's the mindset that people should be thinking about when they think of data okay should I have access to this data but do I need it for the role I'm undertaking and if it was my data would I be treating it you know how would I shred it how would I want it to be treated even if you're the subject yeah exactly it's almost like you know if I had my data being used for certain thing context is that the way I'd want my data treated there's almost in the old adage you know do unto others as you would have you done to you yeah ethics is important yeah to church talk about the informatics opportunity because you guys really timings pretty awesome for informatica with the catalog you guys have an interesting opportunity right now to come in and do a lot of good things for clients that's that's exactly right we've we've been working very hard with our clients over the last 18 months to help them on this gdpr journey what we you know think of as supporting their privacy and protection and and you mentioned catalog you know our we have our enterprise data catalog powered by Claire our AI machine learning capabilities and metadata and that helps you get an organized view of all your data assets within the enterprise leveraging that same technology we have a security source offering which is effectively a data subject catalog to help our customers understand where exactly is the data subject sensitive data not where the organization's data is but the data subject sensitive data within the organization where their national identifiers information is how where their personal home address email phone etc is and how many occurrences and what systems why so that our customers can take that information and more effectively respond to the data subject if the data subject wants to invoke you know the right to be forgotten or right for data portability etc as well as take that same information and demonstrate to the regulator that they are processing this sensitive data with the appropriate with the appropriate consent from the data subject as well as have the systems I presume to then be able to expose to the subject the reasons why the data may in fact still be part of the asset of the bank correct so I I hadn't heard that before we've had other company cells that they're going to help companies find subject data but you guys are taping us taking a step further and allowing the bank for in this case do we have to look at that data from the subjects perspective exactly right because it's not just with some regulations financial regulations you need to demonstrate the quality and trustworthiness of the data here at to the regulator here it's demonstrating to the data subject themselves the individual themselves how you're processing how you're treating their data how protected or unprotected it is and and how you're using it to market to them how you using to become part of the metadata that's exactly right it's using the same metadata foundation too but focused on the data subject specifically interesting interpret ection aspect of it if I say I want my right to be forgotten and you can hold data for something mean where's the where's the protection aspect for the business and the user is there conflict there how do you guys handle that yes that's interesting there is a conflict so there's a conflict already with an existing regulation so you know um the thing that a lot of people aren't talking about is you can hold data so if someone can't just delete data if you want to hold an account or you know these reasons for using it you got a legitimate use for using it you can still hold it you have to tell a customer why you're using it so there's a lot of context here which they didn't have before so it's giving the customer the power to understand what the data is being used for the context is being used for and so they know it's not gonna be used for sort of spiritless marketing campaigns it's being used for you know the reason that does that extra work for you guys is that automated this is where we start to get into the question next yeah which is a context the context is the metadata and you're going to be able to capture that context explicitly as these data elements have this context in metadata allows you to do that with some degree of certainty and you know relatively low cost I assume it's all about reuse right so a lot of what we've done in the past and on its way at the bank um to me everyone's done in the past is they've understood something and then thrown it away so with Exxon you can record it you know record it then with the metadata you can join the metadata in Exxon so you can do in a high level process understand what data is used at the context is used for who owns that quality all these kind of business relevant things then you put the metadata out and you've got a system view it's very very powerful so the technology is starting to allow us to automate but it's all about gathering it reusing it and making sure you understand it right that's for you know from a from a data subject catalog standpoint you get the technical metadata it tells you across your data landscape where all the sensitive information is for Barry green you marry that up with the business metadata of how is that sensitive information being used in every step of let's say customer onboarding your mission critical business processes within the organization and that's what you demonstrate to a data subject or a regulator if this is how I'm processing it based on this consent now if they invoke the right to be forgotten there's various things you can do there because there's conflicts you can just mask the data using our masking capabilities and then it's true forgotten or you can archive the data and remove it from a particular business process that is marketing or selling to them if that's so yeah choice is it some flexibility correct or or slight maybe slightly differently Mystere forgot that's right you can get work out of that data in an appropriate way so the customer can be forgotten so that this this kind of work now that you cannot apply that data to marketing whatever else it might be for when it comes to understanding better products or building better products whatever else through masking you can apply the data still to that work because it's a legitimate use under the law exactly also think about the fact you've mask key critical data right so the thing about data privacy in general was you know if you can't understand a data subject so if you can hide certain pieces of data and you can't identify them you didn't aggregate it you can it's not personal data anymore so you know there's this some real nuance there's a lot of people aren't talking about these things but these new icers will be surfaced yeah yeah because certainly it's a it's the beginning of a generational shift there gonna be some pain points coming online I mean we're hearing some people complaining here and there you guys are you know used to this some industries are like used to dealing with Brad you know compliance like no big deal some people are fast and loose with their data like wait a minute I said you can't be a digital wanker we can't be a head of digital propositions you don't understand your data you know you and you don't understand it and manage it so this is an opportunity to do this across the enterprise it exposes companies that have not planned for an architected data whether that's investment in data engineering or have staff this is a huge issue and pools and tools that can't support that process I mean if you got a I mean people are looking in their organization going oh man we've really don't have it or they're ready the exciting part is you know organizations have focused on quality and trustworthiness of their data we're now taking that same data and focusing on the privacy and protection and the ethical treatment of it and leveraging the appropriate technologies which happen to be very similar fundamentally for quality and Trust and privacy and protection and and in the absence of a global standard for GDP our we're we're seeing organizations without GDP our as a de facto standard in fact Facebook just announced that they're treating all users data you know that was one of our research predict yes yeah very obvious I mean we'll see how eleven have any teeth or anything but you know Facebook's got their own challenge but it's an opportunity for a clean sheet of paper Friday May 27 I'm sure there's gonna be a ton of class-action lawsuits against Facebook jitesh Barry thanks for coming on great to see you thanks for everything in Ireland we're here on the open and informatica world right and written the solutions expose the cue bringing you all the data right here in the catalog you got the cube dotnet check it out I'm people John free with Peterborough's stay with us for more day to coverage at different Matic world after this short break

>> Announcer: Live, from Las vegas, it's theCUBE! Covering Informatica World 2018. Brought to you by Informatica. >> Hey, welcome back everyone to theCUBE, live here in Las Vegas at The Venetian. I'm John Furrier the co-host of theCUBE, we're here at Informatica Word 2018 with Peter Burris, analyst at Wikibon, and SiliconANGLE, and theCUBE, our next guest is Dave Green, Senior Director of IT Informatics, Genomic Health, welcome to theCUBE! >> Thank you, great to be here. >> You guys are doin' a ton of data so, we want to get into it, very cool, obviously, a lot of testing, lot of proprietary work, you know, this is where the power of data can come in. But first before we get into it, just take a quick minute to describe the company, what you do there, and what the mission is. >> Absolutely yep. So I work for Genomic Health, the company was founded in the year 2000, and it was founded on the premise, there was a lot of science and technology around the areas of genetic testing, but it hadn't been applied to the world of cancer, and cancer specifically. So we launched the first product on the market in 2004, and it's focused on breast cancer, based in the US. And the job the company has is to really help physicians sit down with their patient, and inform the treatment decision that the physician and patient have to make together. So the situation is, let's use breast cancer again, if a woman's been diagnosed with breast cancer, they'll often go for a biopsy, the cancer cells are actually extracted form the body. We get a sample of those in our lab, we run trough a lot of diagnostic testing, and based upon a lot of clinical research, evidence, and studies we've done over the years, it's a lot of data there in itself. We can help predict the likelihood of recurrence of cancer, over five years, 10 years, based upon different types of treatment options. And we basically, even though we do diagnostic testing, we're really an information provider, an information company, that's the we see ourselves. The idea is to sit down, have the physician sit down with the patient, we deliver a report at the end of the day. So all this testing, all the data crunching, everything we do, ends up with a relatively simple report, there's a risk curve, and based upon that, different types of treatment options make sense for the patient. So if maybe a woman decided do I need chemotherapy yes or no well chemotherapy's incredibly expensive from a healthcare economics perspective, it's incredibly invasive in terms of side-effects, you know, people know about hair loss, but there's a ton of other really, really detrimental side effects too. So if there's no clinical benefit from going through chemotherapy, we can help inform that decision, right? Give the patient confidence that they know it's the right thing to do, and I'm on a certain side of a risk curve, or there may be better options. Drug therapies these days, every single day, there's a new drug comin' on the market to combat certain types of cancer in some way. So that's our job, that's the gist of what we do. >> So what do you do with the data, so what's the strategic initiatives around data? Obviously data is key to this, 'cause you need to analyze data but, just give us an order of magnitude, a taste or a sample of some of the things that you're doing with data. >> Right, so I mean, we're growing as a company, it's a growing space, so far as, there's more and more people throughout the world with cancer every day, we're growing internationally too. So we have data that we receive from all over the world. In terms of some of the key initiatives we have underway. So we're doing a lot more in the space of partnering, we're built up a commercial infrastructure over the course of years. And that commercial infrastructure goes with the IT infrastructure that matches to it. So we're using that commercial channel to really expand, the number of tests we're able to bring to market, and we do that by partnering with smaller labs. They're not able to build the same infrastructure themselves so we can use all of the capabilities that we've built up, we bring them into our ecosystem and extend the reach that we have to bring in other types of product tests. So we look at things like data, one of the initiatives we have right now is it's very difficult space to operate, right? Healthcare is incredibly complex, from a data perspective, it's messy, there are people involved, there's humans involved, literally we're all unique, we're all individual. The job we have, and in many of these cases, where we bring in third-party labs as well, is to take care of all of the processing of the commercial, and clinical related information we need to get from patients. We need to move through, and make sure we get the right information the first time through. And we use that information, then, to trigger the rest of the testing process. It's both clinical, it's business, it's related to healthcare insurance providers, government mandated information we have to collect as well, we've got to bring all these different facets together. >> You've got to a lot of moving parts and dynamics, what's the relationship with Informatica? As a customer, you're using which product? Could you just take a minute to explain? >> Yep, absolutely, yeah, so we're a customer. The couple main products we use, so, we use their master data management product, it's very important for us, that we know and recognize the right physician, right? The physicianal link to the patient, we've got to get that right, We've got to have accurate information, >> John: That's a big one. >> That's a big one, yeah. >> And we use that for the older information we get in, and we also use it for the billing site too, so ultimately we get paid, 'cause we want to reinvest in our patients, we want to put them through more of our tests, that's one angle, so incredibly important for us. >> John: It's a critical component to the business model. >> It's, yeah, absolutely, it's mission critical. If we get that wrong, forget the rest of the tests, forget the science, the technology, all of the cool stuff we do, it's a basic fundamental thing we have to get right. >> Well, you didn't just blow a campaign, you blew a life. >> Yeah! Or at least we're slowing down, getting the right information, the actual information, >> John: That'll ruin your reputation, I mean, everything, dominoes will just fall. >> It's incredible important for us to get right, that's still one thing we've got from Informatica. The other thing we've partnered with them from, is where we, we look at the integrations between the default applications that we have. We have some data that we have to process on-premise, we have a laboratory information system, that's real-time, critical processing, it's interfacing with robots in a lab, and things like this, so that's got to interface with the likes of Salesforce, which is our CRM, which is where we receive all of your information, and where we clinical information from the physician on behalf of the patient. These things have to connect together, the data has to integrate, we have to make sense of it, we have to logically know, what information is flowing through what business process throughout the company, and we use Informatica to be able to do that as well. >> Peter: Well healthcare is at the vanguard of so many things, it's the vanguard of ethics, because of the role that people play. It's at the vanguard of big data, it was one of the first clear, you know, broadly understood, the drive to understand the genome was fundamentally a big data problem, and people said, wow, I didn't realize we could do that with data! It's also at the vanguard of understanding the relationship between analog and digital and the fact that, this is all an analog experience that has to be turned into a digital experience, so we can do things with it. You must watch much of what's going on around here and say, yeah, we've gone through that, what kind of advice and counsel can you give to folks who are perhaps just entering into new ways of thinking about using data, new ways of applying data, new ways of understanding that relation between analog and digital. How would you advise your peers to think differently? >> Yeah, so one of the things I've certainly noted, in walking around and talking to some of my peers at Informatica World this week was just, a bit of some of the frustration actually, from the technical side. And that becomes, because they see the technical solutions, they see the data and the opportunity, but what we've not done, in many cases, with this technology is be able to explain that to the business people that we're working with, and establishing that business partnership. So I think, been patient, looking to educate, looking for quick wins, opportunities to show what data can do, how transformative, you know, data can be in terms of, how business people work every single day. The connection I've certainly seen in my company, no different, it's somewhat ironic that we, we have this treasure trove of clinical information that we've built up over time. We've not been looking at our business, the way we run our business the same way. So, in some ways we've been able to, to, well we do it in this area, the clinical space, let's replicate that and transform, bring it through to the business side too. >> Evidence-based business management. >> Exactly right, yeah. So I think being persistent, looking for the ability to educate, looking for quick wins, and looking to use the technology to show what's possible, help lead the way, and be consistent and patient on that journey. And it's a journey, it's not a one project, it's not a I just bring in a tool, life is good, it has to be much more than that. So that's what I've learned, at least, what I've seen so far today, this week. >> Dave, thanks for taking the time to come on theCUBE and share your story. >> Sure thing. >> Genomic Health, great work, growing international, they got data challenges, they're solving them, and they're getting, they have to get 'em right, and this is, we're hearing more of this. Great story, thank you for coming on. >> Dave: Appreciate it, thank you. >> I'm John Furrier, Peter Burris, here for day two of coverage of Informatica World, stay with us, we'll be back after this break. (bubbly music)

(light music) >> Welcome back, everybody. Jeff Frick here with theCUBE. We're having a CUBE Conversations at our Palo Alto studio, getting off the road, getting ready for the holidays. A little bit of break in the conference action, and we're excited to have our next guest, David Greene. He is the CEO of ZeroStack. David, great to see you. >> Thank you. Good to be here, Jeff. >> Again, for those who aren't that familiar with the company, give us a quick and dirty on ZeroStack. >> ZeroStack is a software company based here in Mountain View. We're building a new kind of private cloud infrastructure. The idea is to use automation to simplify operations while still keeping IT in control of that infrastructure. We're really trying to deliver what a public cloud-like experience to users while keeping IT in charge and in control. >> It's funny. your website, I've been doing my background work, self-driving private clouds like the autonomous private cloud. >> That's kind of where we're trying to get to, right? The idea is that too much of the work that IT has to do is bogged down in day-to-day administrative task and manual operations and working with boxes. Instead, we can start to bring automation and machine learning and intelligence there, IT can move forward on the things that are more important and move faster more importantly and support the rest of the business. >> And Andy Jassy might argue with me, but I don't think he would necessarily, but part of the genesis of public cloud was this friction between the dev and the ops because I'm on the hook, I have to develop a new application, I don't have time to wait for the IT guy to provision me a new box, I don't exactly know what kind of box is that. Various questions, you know? >> It's a ticket you submit, and then in two weeks, we'll get back to you, >> Then the operating system Then you got to order it from Michael Bell and then it's coming in the mail. So really it's that tension that probably created that demand for a quickly provision easy to provision, swipe my credit card and it just appears on my desktop. So that's the piece of cloud you are trying to emulate. >> Exactly, I think that's a good analogy right, it's interesting when you go back to the origin of Dev Ops, the idea was that the developers would take care of operations as part of building the application, as part of the application's life cycle. >> Right. In reality, I have yet to meet an application developer who has any any interest in operations. So really, Dev Ops today is about how does the IT organization, better support the development organization and the application teams. In context, keep in mind that every organization today is becoming a software company because every customer interaction, every business process, every service delivery is somehow being instantiated in a piece of software that the organization is rolling out to them, right? So when the business is driven by software, the developers need to move at the speed of the business, now how does IT keep up? And that's where this idea of IT being able to provide the kind of that experience that you talked about, the swipe and go, becomes so critical. >> But at the same time for all the reasons that have been well documented, there's just certain stuff that's not appropriate for a public cloud, but what we are talking about has nothing to do with the appropriateness of whether it is or isn't. It's really trying to deliver the benefits of that type of a working model to whatever your infrastructure is, and in your case it's private cloud. It's my own data, >> Exactly. It's my own infrastructure. >> Exactly. >> I think it's important to acknowledge that there have been people in the industry who have said that the whole world was going to become apart of a cloud, right? And I think our view is that that's not that case, and as you said, for a variety of good reasons. There are some really important external factors in the world right now that say that's not the case. As you start to see the current political climate, the current geopolitical climate, you got more and more barriers going up around the world that says my data shall be mine, shall remain in my country, it's not going anywhere else. Every time something rash and unexpected happens I have another set of customers in some European countries saying that my data will never leave this country. So that's one external factor that says you got to keep control of your data and your work code, right? There's also a set of internal factors that says people are discovering that as is always the case, it's much more expensive over time to rent than to own. You have houses and you have hotels. You don't live in a hotel, you use a hotel when you need it, you go live in your house. As public cloud is spreading out more mature, people are realizing that there's a need to bring that home to better control the cost around that. I think there's also a human dimension to this too, which is that you have an entire ecosystem of IT professionals with deep expertise, deep knowledge that is only relevant and only applicable in a world that still has a notion of on premise's private cloud infrastructure. And you can be sure that those people are going to do their best to make sure that their livelihood, their careers, that it all stays relevant. We see all those dimensions playing out as kind of motivators for organizations to want a private cloud. The flip side's been, it's typically been hard. And I would argue that the appeal of public clouds and, the users like it, but it's easy. So by trying to bring what we do, with that self service view and add an ease of operations around it, now IT can participate fully in this ecosystem. >> Now it's interesting, obviously the incumbents aren't not just taking this lying down. All these big infrastructure providers like, Dell EMC and HP have been pitching hybrid cloud. They accept that some stuff is going to be in the public cloud, so they're also trying to put in place to make their infrastructure more cloud like. So what are you guys doing differently than say, what might be coming down the line from Dell EMC, or coming down the line from HP, in terms of your customers point of view? What I think essentially is that we're going to work with a Dell EMC or a HP or a Lenovo, whoever, as part of that infrastructure right. Every cloud at the end of the day needs a set of computer resources, a set of storage resources, a set of networking resources, and those companies you've listed make excellent products in those areas, and we are going to use those to apply our software topfit. Where we see the bigger gaps around past cloud solutions has been around on the software layer. So look at some of the generations that have existed. You have VMWare, which is kind of the point of reference. A VMWare cloud is complicated, it's multiple products that are acquired over time, different architectures, different code bases, they don't integrate together. Hard to hire people, they're expensive, they're hard to keep, those challenges. What have we tried to do to make them better? You've had an open source alternative that came with OpenStack, okay? Better software, lower cost software, but even more difficult to operate. At least that's the feedback we get from our customers. I love the idea of Openstack, it's too hard to keep it running. You got a solution, like Nutanix that says, I'm going to restrict your options, by restricting your options to just my world, I'm going to make it simple to operate. But people don't want that restrictions, people still want access, particularly developers want access to a very rich set of tools that are available out there, that are only available in kind of more of an open world. And then of course you have ease of operations that the public hot guys have done. What we've tried to do is to take that same excellent base of infrastructure that, The HP's, and the Dell's, and the Lenovo's and whoever else provide, take that great foundation, then add software on to it that says, let's try and drive for the better software stack, like you would've got with OpenStack, let's try for software to find infrastructure like you would've gotten with Nutanix, let's try for your own automated operations, like you would've got from a public cloud, let's wrap machine learning around it to make sure we are continuously monitoring the behavior of this cloud such that it can more effectively what is required of it. >> So what is an engagement look like with a customer? Because obviously they got this infrastructure, they want to get more cloud like in the deployment of that, the accessibility really. Do they carve out a piece, is it a greenfield project? Is it some percentage of allocation of the infrastructure, how do they go about it? Because clearly, stuff's up, and it's running, there's still the IT piece of keeping the lights on. How do they carve it out, kind of what is there, I don't want to say go to market, but their internal project plan to start to bring this type of capability in-house? >> It can take a variety of us. The driver of it typically is Dev Ops, right? There's typically is a pain point that where IT isn't keeping up with it's application outbursts. That's usually the catalyst. >> And what's the screaming, bloody, I need help right now >> The screaming bloody I need help right now is, if I don't get my developers working any more quickly they are all going to Amazon. >> They just go, right. And they aren't allowed to do that, and I'm out of a job. >> I'm trying to stop the flame. >> I'm trying to stop this, stop that knee jerk reaction that says Amazon is the answer. But, I can't, because my current infrastructure is too hard and I can't keep up with it. So, that's simply the catalyst on how we bridge that gap. What we'll see, kind of probably two huge cases, to the examples that you gave, now one in maybe, in the context of a new application being deployed, I'm going to apply a new application. It is a cloud based application that needs a more flexible infrastructure. I don't want to put it on the stuff I have which doesn't work. Help me set up a new environment, that's a new use case. Similar, we also see, the I have a set of applications running and ready, the infrastructure is on, it works, but it's expensive, it's cumbersome, it's complicated, let me move some of those applications that is your stack as a a better place in which to live and operate and be managed. And we are operating both those models. In some cases, new infrastructure, in some cases using what our customers have. >> You've mentioned it a few times, the machine learning piece, a really important piece, not only the easy access and the easy interface with the infrastructure, but now you got a different level of intelligence around the use of that. So I wonder, are you seeing, do you guys flag them like, you not only have the cloud attributes of vis-a-vis but now you need a cloud attribute of big explosion, you better get some PO's in, with Michael and Meg. >> David: Don't call her Meg anymore. >> Don't call her Meg. Antonio, we love Antonio. >> I think that is the answer, right? So machine learning, that's a great use case for machine learning in a cloud, that says hey, given your current usage trends, this is when your resources are going to be consumed, let us help you get more. But machine learning is also helpful in how to get the most out of your infrastructure. Here are the resources the people have said they needed, versus what they're actually using. How do we better match for people actually using, to what's available and what's on demand. And over time you start to watch the behaviors in the system, these are the patterns we see advance. The whole idea here is that there's too many tasks that IT has had to do manually. And we want to be able to automate those tasks. We are not trying to eliminate jobs with automation, we are trying to eliminate tasks with automation. And machine learning is really the key that allows us to do that intelligently. >> It's funny this whole jobs discussion because on one hand all you hear about is the machines are taking all of our jobs, then you just go to the newspaper, whatever's your favorite, LinkedIn, and there's no shortage of jobs, right, there's plenty of IT jobs so, they aren't eliminating jobs, they're shifting jobs. They're looking for truck drivers still, even though we are going to wipe out all the truck drivers in a couple years. >> That's a different discussion. >> That's a whole different level of automation. But it is interesting, and it is about getting people to do higher order work and as you said, IT is no longer about keeping the lights on. It is the business, it's not support. >> It's about how do we grow with the business, how do we flex with the business, what's the right policy to support the business? That's not about configuring network addresses. Let the machines do that, let the cloud do that. Let's figure out what our strategy should be for connecting with our users and how IT's can handle that. >> So I'm curious, so you've had some deployment, you've got some early customers, kind of unexpected results, or second order impacts that you didn't necessarily expect or weren't that obvious that customers are starting to utilize by taking this approach to their hardware? >> David: Well, there's a couple of things. One is, part of what we do is we provide this idea of a workbench, we call the Dev Ops workbench, which takes a set of leading Dev Ops tools, you know, Jenkins, Ansible, Dooptroop, make your choice, and makes those available in one click, down to the users. What we've seen is people go very far, in terms of linking together those tools to fully automate their deployment. So being able to literally, software drive, software provisions the infrastructure, configures the application, deploys the application, spins it up, gets it going, I have service fires actually allowing users to go to a web portal, use a credit card, to order an application they want to use, which then creates the DM, installs the application, runs the application, and makes it available to users. So people just running with this idea of fully automated operations this way. I think the second thing is -- >> Literally IT guys are loving that, making them heroes. >> For a very large pharmaceutical company, an IT guy sat in the room with his Dev Ops peer, and said, hey, the more he can do without me, the better. And that's what we are trying to do. The second thing that's been, there's quite a few companies, that just said they're tired. You've got people that's been struggling with these cloud infrastructure requests for years, and at this point, they're like, you know what, I don't want to deal with it. We've had quite a bit of demand, and some of our big projects right now are actually in partnership with cloud service providers, with manage service providers who have been asked as a trusted advisor by their customers to come and say, build the next cloud for me. As an enterprise, I'm going to focus on the software, I'm going to focus on the applications, I'm going to focus on kind of managing my resources, you run it. And again, I think that opens up a new set of possibilities, in terms of how IT can evolve, and where they can focus going forward. >> That's a really interesting kind of under reported subset of probably new infrastructure providers, where it is, it's kind of a private cloud managed by a service provider. So I get the benefits of it, but I'm not having to run it. It's still undifferentiated heavy lifting, in terms of how my core business. >> Yes, and to add to that, all those things, and it's with someone you trust. Most of the time we see, is this is a long trusted relationship. If you're going to go to the cloud and you're not going to run it, you want to be able to look someone in the eye, and know they're taking care of your data, and they're securing your information, and they're taking care of your workloads, and that you can count on that partnership that you have. >> Well, I definitely think it supports the, it's a multi cloud world, right. >> It's a multi cloud world, yes. >> But the cloud benefits are still there. It's about being agile, it's about being fast, and like you said, it's about freeing up the Dev's to do dev, and not to do ops. >> Exactly. Let Ops do ops, and do it better, and faster, and easier than ever before. Let the developers focus on applications. >> Alright, David thanks for taking a few minutes to tell us all about ZeroStack, appreciate it. He's David, I'm Jeff, you're watching TheCUBE. We're in our Palo Alto studios for a Cube Conversation, we will see you next time. Thanks for watching. (light music)

>> Announcer: Live from Las Vegas, it's theCUBE. Covering InterConnect 2017, brought to you by IBM. >> Welcome back to Las Vegas, everybody. This is InterConnect 2017, and this is theCUBE, the leader in live tech coverage. GreenBrain Technologies is here. The CTO is Joanne Negron and the CEO, Himesh Patel. Folks, welcome to theCUBE; thanks for coming on. >> Interviewees: Thank you. >> So we were talking off-camera about this really interesting story about GreenBrain, but let's start with the founder, the CEO. Tell us about GreenBrain Technologies. >> Well, GreenBrain Technologies is a company that's brought together some really talented individuals, our core team. The technology itself is going to revolutionize electricity. This is our belief in terms of making people think what if they can charge their cell phone without plugging it in the wall. What if they can drive their car down the street without ever stopping at a charging station? >> So is this really going to happen, wireless charging? I can't wait. >> Joanne: Absolutely. >> Dave: So you're helping build this, right Joanne? >> Yes. >> Dave: So what's behind it, what can you tell us about the technology? >> I can tell you what makes us unique. So wireless power is not new. What we've done is we have a patent of integration, and what we do is we harvest ambient energy and alternative energy, we store it, and we transmit it wirelessly as usable energy across a distance so that you can move around with your phone, your tablet in your car or even at a hotel resort without ever having to plug in. And it's completely sustainable, and it heals the Earth. >> So you've got-- I don't know if this is a proper term, but you've got points of presence that I can connect to and charge my-- >> Absolutely, we call them power antenna stations, and those are the stations that transmit the wireless power, much like your cellular network works today. And you have what we're calling WISE power cards at the receiver end that actually receive that wire transmission, that wireless power transmission. >> So in concept, this could completely transform not only the energy business, but every business. All right, I guess that's why you started this, but why did you start GreenBrain? >> Well, my dear friend here made a phone call to me one day, and said, "I got an idea;" (laughs) that was it. >> It was part of my thesis-- >> Okay, so you guys are co founders? >> We've known each other for-- yes, of course. >> It was part of my thesis, and I did some things to prove the concept, and then called Himesh up and said, "What do you think?" And he said, "Let's do it." >> So now, okay, so what's the long-term vision? How do you see this transforming, let's start with the utilities industry, the energy industry? >> Well, I believe there will be possibly some challenges possibly on the regulatory side, because if we go to utility companies, we're asking utility companies today to unplug from the grid, and we're asking consumers to unplug from the grid. Depending on how they're going to take that, we can either partner with them or we'll build our own grid. >> Okay, so you were telling me you were a self-funded entity at this point in time; this is not an inexpensive proposition. >> Himesh: No, no. >> How do you see this evolving? You've got to prove the concept, right? >> Joanne: We have. >> And you have, okay. And then you've got to get some early customers. You know, usually, we sell to our friends, people we know in the business. They give us some good feedback and then you start to scale from there. But it's going to take a lot of ecosystem, money, hard work, eating glass we call it. >> So to begin with, IBM has helped us to develop an application that now allows Android mobile users to share their data with us, so their battery charging history, their location history; and that way we can build networks based on where the usage is, where the peak times are, et cetera, et cetera. It's kind of a focus group on a phone. In return, what we do is we give them a lot of information about their battery usage, and we also kind of educate them on what the current use of grid transmission technology does to the Earth, because at the end of the day, we want to heal the Earth. So we give them carbon footprint and their carbon emissions, and it also helps us build brand recognition. So that's phase one, is gathering enough data for us to be able to look at where are the municipalities or where are the areas where we can build and there's a definite need, and then we take it from there. >> So obviously, you're paying close attention to what Tesla's doing with its charging stations, and what do you make of that? What are the learnings that we can derive from that? What's working, what's not working? >> Well, I'll give an example. We've done some work in Asia. I was just talking to a friend in Hong Kong, and Tesla has sold 300 cars in Hong Kong, China. In the last 18 months, the Chinese government said, "No more tax on the import;" they sold 6,000. They got a big problem, because there's a queue to get to the superchargers; it's a three-hour line, and some of them are afraid that they're going to lose their charge while they're waiting in line. So there're some challenges I think coming for Tesla in terms of how he's going to expand if he doesn't have a good strategy, a well-defined strategy in terms of his recharging; whereas with GreenBrain, you never have to pull up to a charging station. You're going to get powered while you're moving. And it's like a cellular network, which is the unique part of this. We're integrating everything onto a network similar to a cellular network. Now, building out the network is an enormous task. So you asked how will this-- how much money and all this. Our timeline, we'll first go to a country which we've kind of spoke about in Asia, which is a small, compact country. We can't say which one right now. It's got a good size population, they're very innovative in terms of adaptation to technology. >> I can guess. I won't. >> Yeah (laughter) okay. And we believe it'll be a perfect example... of how GreenBrain can help a city, yet in this case, a country, and how we'll deal with the regulatory issues, how the adoption will come on the electrical vehicles or the cell phone usage. And then the hospitality, you know, there are so many different sectors that we can go to. Hospitality is a big one because it's a big consumer of energy, 24-365. And we have some very specific solutions for the hospitality industry, not just through GreenBrain, but some other applications that we've developed with IBM 15, 20 years ago. So now we're coming to fruition because of Watson and analytics has allowed the exponential growth and the speed at which we can deploy not just the software, but the GreenBrain technology also now. >> So in the example of the small country in Asia, the government obviously would put in some funding, right? 'Cause they're transforming lifestyles. So that's a funding model for sure. You mentioned the hospitality industry; you were talking about hotels, for instance, resorts, et cetera. They could put in infrastructure, is that right, or? >> It could be part of the construction of a hotel or the enhancement or remodeling of a hotel. I mean, hotels are going through upgrades all the time, and when the new hotel is being constructed, we can build it right into the infrastructure. >> Right, and that's an attraction for guests to stay. I don't know if you're familiar with the Levi's Stadium example, where they have great wireless, okay, everybody-- it's a great experience. It's a new stadium, okay, well of course the newer stadiums are going to improve on that. So the same thing within the hospitality industry. Is there any favorite industry or beachhead industry that you're going to target? >> Well, our initial prototype has been built around Android devices. I don't know how far we'll go with that, but we definitely are able now to connect Android devices and power them up remotely, so we may expand on that and just give Android users, for once, a leg up on Apple. >> So what kind of infrastructure do you need to enable that to occur? >> Well, it's actually quite simple. It's a lot simpler than the current, antiquated system. We have power antenna stations that are self-contained. They have all the technology for energy harvesting and capture. They have the proper ultracapacitor storage and they have the transmitter. And built in there we also have some network communication software and electronics. And then on the other end, we have a receiver that for now is external to the battery, but we will eventually either work with battery companies or build our own mobile cases that we can connect to and one speaks to the other over distance. >> How large are these stations? Is it like a cell tower, or is it-- >> No no, they're actually quite smaller. Right now, we only have in-building power antenna stations but the outdoor ones, if we go that route, won't be much larger. >> So at volume, they're less expensive than a cell tower? >> Oh yes. >> Much less, right? >> And less maintenance, right? As well, 'cause we don't have to build the power plants underneath them and whatnot; they're sustainable, they're self-contained. >> Right, okay. So you're starting with this Android vision. Talk a little bit about how you see that transforming the mobile phone business, the smartphone business. >> I think it-- well, for one, part of our ambient energy collection is actually cleaning up that RF energy that we're now surrounded by and making, and turning it into usable power. So there's a lot of that RF around us on a consistent basis. We're kind of filtering that out and giving it back to the consumer as something that they can use instead of something that they can fear. And the other thing is that it just-- we've learned that millennials specifically have, suffer from now what's called battery anxiety, right, where they need to be charging and connecting. >> It's not just millennials (laughs). Got my Mophie. (laughs) >> So it's going to change I think business and communication and just a comfort level I think that they'll be with people. And we're not even-- the mobile side of the house and even the hospitality side of the house is quite important to first world. But then there's third world issues that we can solve. Putting power in places that there isn't power. There's 1.2 billion people in the world that have never seen electricity before and we're going to change that. And, you know, electricity enables civilization and education, and for natural disasters, you no longer have to, you know, wait to build or fix what's been broken. We can bring in power immediately. So the mobile phone, that's the sexy part, but the part that really moves us is what we can do in places where there isn't power. >> And the source is solar. >> And the source is either solar, wind, earth, and ambient. >> It's, it's sustainable. >> It's sustainable. >> Wow. So what's next for you guys? >> Joanne: Vacation. (laughs) >> No, no; it's about 15 years from now. (all laugh) So how should we, what should we be looking for in terms of milestones and roll outs? >> I think milestones, roll outs, we'll get completed with our WISE card as Joanne's explained. We'll identify and secure the first prototype city and then go into deployment. But I think right now with the application that we've developed with IBM, you know, in the future, like if you were building out a network, you just start building out networks, pulling wires all over the city. Whereas with us, with this application, it will actually allow us to identify where the concentrated areas of usage is and deploy the network in a place where we know it's going to be used instead of putting an antenna where it's getting 10% usage. So I think to us, that's the most important step right now is getting this application out to consumers to start kind of understanding GreenBrain, the story. See how they're moving about, how they're consuming energy; and then, based on that, saying we need to put antennas here and build out the network like this. >> You obviously, you pay attention to what Musk is doing and there's a propensity toward vertical integration, to be able to control the supply chain and any customization. Is there a similar, I don't want to say requirement, but leaning in this business, or is it more the case of you need really this robust ecosystem to thrive? Is it more the latter or the former, do you think? >> I think we definitely need this robust ecosystem to survive. I mean, I think what Mr. Musk is doing is definitely revolutionary on its own, and I think there's room for-- You know, I think the common thread is that we all want to do the right thing now and bring the planet into the century that it should be in. The grid has been antiquated for a long time, long before Elon Musk came along or GreenBrain came along, and I think everybody working on some way to resolve that is a good thing. And we have different technologies, but it's-- They're not competing, they're certainly different. >> Well, GreenBrain, founded by some big brains, so congratulations on getting off the ground, and best of luck, we'll be watching. Thank you for coming on theCUBE. >> Interviewees: Thank you. >> You're welcome. All right, keep it right there everybody, we'll be back with our next guest. This is theCUBE; we're live from InterConnect 2017. Be right back. (light electronic music)

(upbeat music) >> Announcer: Live from Las Vegas. It's The Cube. Covering Interconnect 2017. Brought to you by IBM. >> Welcome back everyone. We are here and live in Las Vegas. This is The Cube's coverage of IBM's Interconnect 2017. Three days of wall to wall coverage. Day two here. I'm John Furrier with my co-host Dave Vellante. Our next guest is Harriet Green, General Manager of Watson IoT, a Cube alumni. Great to see you again. Thanks for coming on The Cube this year again, appreciate it. >> Oh it's my pleasure. I hope we're going to talk about Internet of Things, what's in customer engagement and education. Those are things that we hope to talk about. >> Congratulations. You guys have an IoT center now in Munich. You guys had that big launch there, but the real thing that's happening in context if you could zoom out on this is that we're seeing the trend of cloud and big data world being kind of accelerated together and IoT seems to be the center point of the action because it's industrial, it's business, it's people, it's cars, it's the world now. The data piece of it is really accelerating. Now combine that with machine learning, and the glam of AI, the sizzle of artificial intelligence and cognitive really kind of puts that at the center of the conversation. This is transformative. >> Oh totally and I mean you guys were at the Genius of Things so you know that there were 600 Cs: COs, Chief Innovation Officers, Chief Digital Officers from 400 different companies, accounting for about two trillion of revenues. You're exactly right. It's across every major industry, every major sector. I think there are kind of three critical elements. The first is that with the whole proliferation of sensors and the cost points, etcetera, the amount of data and information that is being created is absolutely suited for Watson. So all of those clients there, as you know, are working with us and we shared 22 major outcomes: things faster, cheaper, better, that clients are actually experiencing. Watson is the differentiator and from an IoT perspective, I think the other piece is for a very long time IBM has proven that we respect and keep people's data perfectly safe. We don't use it, we don't open it, we don't go into it, we're not taking it for a future world of knowledge graph. We consider client's data to be their DNA. People know that when you're doing IoT with IBM that deep level of security is imbued within our capability. Then thirdly, who's data is it? Which is a huge thing in Europe and we're able with our data centers to demonstrate if you want to keep that data within lower Bavaria, that's what we'll do. And those three elements, I think, are fundamental; cognitive, the protection of the data, and who's data is it? >> 'Cause who owns the data is really important. It's a big differentiator because the data informs the model. They're almost intertwined so who owns the model? The client owns the model? Is that correct? >> Yeah, but I think people have over-complicated this, those who perhaps do not have such a simple and clear answer to it. Who don't have written into their terms and conditions that it's actually their data and they can hang onto it for as long as they like. We have always to our clients said it's your data. It's absolutely your data. If we create something together with your data, it's still your data. People only start to confuse this when they have primary and secondary and tertiary levels of confusion to support their particular cause. There is no confusion with our clients. When you talk to the chief digital officers of Shaeffler, of ISS, of SNCF who are up on stage with us yesterday, people who are demonstrating amazing outcomes that they didn't have before with IoT, they will say to you there are three reasons why we went with IBM. The first, the platform. It is the best IoT platform. From an IDC, from a Gottner perspective that's what Forester, what the guys say. Secondly, our applications are very robust and help people get started on this IoT journey. Thirdly, that the digital transformation that is happening alongside this, back to your convergence point, we're also able to assist with our GPS IoT practice. >> And you're accelerating that too. Ginni Rometty on stage talking about how that Watson's learning faster by industry but it's not a silo thing. It's actually accelerating the transformation components. >> Well, you put your finger on that precisely because the amazing thing about the Internet of Things is it's not just consumer, it's not just one industry. We're interfacing 34 different industries who are represented at the Genius of Things. It's also affecting life. Yesterday you may have seen ISS and their amazing building that they've created, which now as you arrive at terminal five, wherever it is, a huge rush and suddenly the elevators don't work. Remotely these elevators are being fixed and the journey is absolutely amazing. It is kind of is industry. >> That social good angle is important is the cognitive for social good trend going on right now culturally. That's really important. But I want to ask you- >> But I do think on the ... Ginni announced in Davos our cognitive principle. There's no client working with us that doesn't know we're working from a cognitive perspective. We go to great levels to explain what we are doing, to whom it belongs and that charter is not something that we just came up with. That's IBM for 105 years. It's why I chose to come here around the Internet of Things. >> It's super inspirational for me personally and I want to ask you about a topic that's passionate for us as an organization. We've had the largest library of women in tech, going back to 2010, we've been interviewing some of the great leaders in the tech industry. This is really now going really amazing. You heard Mark Benning up on stage talking about all the goodness going on around equality and pay, everything else going on but there's more women now instrumental in all the computer science and business side. How are you continuing that? We talked a little bit about this last year with the mentoring. How do you attract the talent? How do you get that inspiration for the young women and girls out there from whether grade school, high school, college? What's the plan? >> Well, first of all I think IBM has on every level a proven history of diversity. 35 years before the equal pay act we were equal paying. We have an incredibly diverse cultural environment where regardless of your age, your sex, your color, your creed, your sexuality, or your physical ability if you're good you'll get on. IBM lives and breathes that in every sense. Now I think the challenge is in North America particularly, in the 80s 30% of young women were going into the STEM subjects and now it's dropped just below 18%. I think it's absolutely critical that investors in companies are thinking about this equality and measuring the power of diversity and innovation. That leaders inside of businesses do more than just pontificate on stage but live on breath it. as Ginni >> Walk the talk. >> Harriet: Does. And then also that all of us in our decision making, particularly, I did for International Women's Week last week a whole webx around inclusion and how we include, how we exclude, and I shared a particular story of a couple of weeks ago some said to me you're just such a left field candidate, Harriet. And maybe that's a compliment. He happens to be a very nice guy and maybe he's right but we want people to feel inclusive. One of the most amazing things that IBM has done for some time which is almost unique, up there with Watson, is we do this to attract millennials particularly, but anyone can participate. It's a program where we take people who go in a totally immersive six or seven weeks. It may be human trafficking in Thailand. It may be helping to train and educate in sub-Saharan Africa and they work with local bodies, local institutions, really helps build this collaborative capability. And then all of the work we're doing with Ptech around up-skilling and ensuring that the STEM subjects from a very wide range of young people are really embraced. >> Harriet, you're getting requested 'cause you got to move around the events so many places and your time is very scarce and you have to move to the next event. Thank you for taking the time to share that with us and also the awesomeness around IoT and Watson. Appreciate and good to see you. You look great. This is IBM Interconnect. Harriet Green the leader of Watson IoT Customer Engagement and Support. I'm John Furrier with Dave Vellante. We'll be right back with more after this short break. (upbeat music)

(soft music) >> Hello, fellow hardware nerds and welcome back to Dallas Texas where we're reporting live from Supercomputing 2022. My name is Savannah Peterson, joined with the John Furrier on my left. >> Looking good today. >> Thank you, John, so are you. It's been a great show so far. >> We've had more hosts, more guests coming than ever before. >> I know. >> Amazing, super- >> We've got a whole thing going on. >> It's been a super computing performance. >> It, wow. And, we'll see how many times we can say super on this segment. Speaking of super things, I am in a very unique position right now. I am a flanked on both sides by people who have been doing content on theCUBE for 12 years. Yes, you heard me right, our next guest was on theCUBE 12 years ago, the third event, was that right, John? >> Man: First ever VM World. >> Yeah, the first ever VM World, third event theCUBE ever did. We are about to have a lot of fun. Please join me in welcoming Justin Emerson of Pure Storage. Justin, welcome back. >> It's a pleasure to be here. It's been too long, you never call, you don't write. (Savannah laughs) >> Great to see you. >> Yeah, likewise. >> How fun is this? Has the set evolved? Is everything looking good? >> I mean, I can barely remember what happened last week, so. (everyone laughs) >> Well, I remember lot's changed that VM world. You know, Paul Moritz was the CEO if you remember at that time. His actual vision actually happened but not the way, for VMware, but the industry, the cloud, he called the software mainframe. We were kind of riffing- >> It was quite the decade. >> Unbelievable where we are now, how we got here, but not where we're going to be. And you're with Pure Storage now which we've been, as you know, covering as well. Where's the connection into the supercomputing? Obviously storage performance, big part of this show. >> Right, right. >> What's the take? >> Well, I think, first of all it's great to be back at events in person. We were talking before we went on, and it's been so great to be back at live events now. It's been such a drought over the last several years, but yeah, yeah. So I'm very glad that we're doing in person events again. For Pure, this is an incredibly important show. You know, the product that I work with, with FlashBlade is you know, one of our key areas is specifically in this high performance computing, AI machine learning kind of space. And so we're really glad to be here. We've met a lot of customers, met a lot of other folks, had a lot of really great conversations. So it's been a really great show for me. And also just seeing all the really amazing stuff that's around here, I mean, if you want to find, you know, see what all the most cutting edge data center stuff that's going to be coming down the pipe, this is the place to do it. >> So one of the big themes of the show for us and probably, well, big theme of your life, is balancing power efficiency. You have a product in this category, Direct Flash. Can you tell us a little bit more about that? >> Yeah, so Pure as a storage company, right, what do we do differently from everybody else? And if I had to pick one thing, right, I would talk about, it's, you know, as the name implies, we're an all, we're purely flash, we're an all flash company. We've always been, don't plan to be anything else. And part of that innovation with Direct Flash is the idea of rather than treating a solid state disc as like a hard drive, right? Treat it as it actually is, treat it like who it really is and that's a very different kind of thing. And so Direct Flash is all about bringing native Flash interfaces to our product portfolio. And what's really exciting for me as a FlashBlade person, is now that's also part of our FlashBlade S portfolio, which just launched in June. And so the benefits of that are our myriad. But, you know, talking about efficiency, the biggest difference is that, you know, we can use like 90% less DRAM in our drives, which you know, everything uses, everything that you put in a drive uses power, it adds cost and all those things and so that really gives us an efficiency edge over everybody else and at a show like this, where, I mean, you walk the aisles and there's there's people doing liquid cooling and so much immersion stuff, and the reason they're doing that is because power is just increasing everywhere, right? So if you can figure out how do we use less power in some areas means you can shift that budget to other places. So if you can talk to a customer and say, well, if I could shrink your power budget for storage by two thirds or even, save you two-thirds of power, how many more accelerators, how many more CPUs, how much more work could you actually get done? So really exciting. >> I mean, less power consumption, more power and compute. >> Right. >> Kind of power center. So talk about the AI implications, where the use cases are. What are you seeing here? A lot of simulations, a lot of students, again, dorm room to the boardroom we've been saying here on theCUBE this is a great broad area, where's the action in the ML and the AI for you guys? >> So I think, not necessarily storage related but I think that right now there's this enormous explosion of custom silicon around AI machine learning which I as a, you said welcome hardware nerds at the beginning and I was like, ah, my people. >> We're all here, we're all here in Dallas. >> So wonderful. You know, as a hardware nerd we're talking about conferences, right? Who has ever attended hot chips and there's so much really amazing engineering work going on in the silicon space. It's probably the most exciting time for, CPU and accelerator, just innovation in, since the days before X 86 was the defacto standard, right? And you could go out and buy a different workstation with 16 different ISAs. That's really the most exciting thing, I walked past so many different places where you know, our booth is right next to Havana Labs with their gout accelerator, and they're doing this cute thing with one of the AI image generators in their booth, which is really cute. >> Woman: We're going to have to go check that out. >> Yeah, but that to me is like one of the more exciting things around like innovation at a, especially at a show like this where it's all about how do we move forward, the state of the art. >> What's different now than just a few years ago in terms of what's opening up the creativity for people to look at things that they could do with some of the scale that's different now. >> Yeah well, I mean, every time the state of the art moves forward what it means is, is that the entry level gets better, right? So if the high end is going faster, that means that the mid-range is going faster, and that means the entry level is going faster. So every time it pushes the boundary forward, it's a rising tide that floats all boats. And so now, the kind of stuff that's possible to do, if you're a student in a dorm room or if you're an enterprise, the world, the possible just keeps expanding dramatically and expanding almost, you know, geometrically like the amount of data that we are, that we have, as a storage guy, I was coming back to data but the amount of data that we have and the amount of of compute that we have, and it's not just about the raw compute, but also the advances in all sorts of other things in terms of algorithms and transfer learning and all these other things. There's so much amazing work going on in this area and it's just kind of this Kay Green explosion of innovation in the area. >> I love that you touched on the user experience for the community, no matter the level that you're at. >> Yeah. >> And I, it's been something that's come up a lot here. Everyone wants to do more faster, always, but it's not just that, it's about making the experience and the point of entry into this industry more approachable and digestible for folks who may not be familiar, I mean we have every end of the ecosystem here, on the show floor, where does Pure Storage sit in the whole game? >> Right, so as a storage company, right? What AI is all about deriving insights from data, right? And so everyone remembers that magazine cover data's the new oil, right? And it's kind of like, okay, so what do you do with it? Well, how do you derive value from all of that data? And AI machine learning and all of this supercomputing stuff is about how do we take all this data? How do we innovate with it? And so if you want data to innovate with, you need storage. And so, you know, our philosophy is that how do we make the best storage platforms that we can using the best technology for our customers that enable them to do really amazing things with AI machine learning and we've got different products, but, you know at the show here, what we're specifically showing off is our new flashlight S product, which, you know, I know we've had Pure folks on theCUBE before talking about FlashBlade, but for viewers out there, FlashBlade is our our scale out unstructured data platform and AI and machine learning and supercomputing is all about unstructured data. It's about sensor data, it's about imaging, it's about, you know, photogrammetry, all this other kinds of amazing stuff. But, you got to land all that somewhere. You got to process that all somewhere. And so really high performance, high throughput, highly scalable storage solutions are really essential. It's an enabler for all of the amazing other kinds of engineering work that goes on at a place like Supercomputing. >> It's interesting you mentioned data's oil. Remember in 2010, that year, our first year of theCUBE, Hadoop World, Hadoop just started to come on the scene, which became, you know kind of went away and, but now you got, Spark and Databricks and Snowflake- >> Justin: And it didn't go away, it just changed, right? >> It just got refactored and right size, I think for what the people wanted it to be easy to use but there's more data coming. How is data driving innovation as you bring, as people see clearly the more data's coming? How is data driving innovation as you guys look at your products, your roadmap and your customer base? How is data driving innovation for your customers? >> Well, I think every customer who has been, you know collecting all of this data, right? Is trying to figure out, now what do I do with it? And a lot of times people collect data and then it will end up on, you know, lower slower tiers and then suddenly they want to do something with it. And it's like, well now what do I do, right? And so there's all these people that are reevaluating you know, we, when we developed FlashBlade we sort of made this bet that unstructured data was going to become the new tier one data. It used to be that we thought unstructured data, it was emails and home directories and all that stuff the kind of stuff that you didn't really need a really good DR plan on. It's like, ah, we could, now of course, as soon as email goes down, you realize how important email is. But, the perspectives that people had on- >> Yeah, exactly. (all laughing) >> The perspectives that people had on unstructured data and it's value to the business was very different and so now- >> Good bet, by the way. >> Yeah, thank you. So now unstructured data is considered, you know, where companies are going to derive their value from. So it's whether they use the data that they have to build better products whether it's they use the data they have to develop you know, improvements in processes. All those kinds of things are data driven. And so all of the new big advancements in industry and in business are all about how do I derive insights from data? And so machine learning and AI has something to do with that, but also, you know, it all comes back to having data that's available. And so, we're working very hard on building platforms that customers can use to enable all of this really- >> Yeah, it's interesting, Savannah, you know, the top three areas we're covering for reinventing all the hyperscale events is data. How does it drive innovation and then specialized solutions to make customers lives easier? >> Yeah. >> It's become a big category. How do you compose stuff and then obviously compute, more and more compute and services to make the performance goes. So those seem to be the three hot areas. So, okay, data's the new oil refineries. You've got good solutions. What specialized solutions do you see coming out because once people have all this data, they might have either large scale, maybe some edge use cases. Do you see specialized solutions emerging? I mean, obviously it's got DPU emerging which is great, but like, do you see anything else coming out at that people are- >> Like from a hardware standpoint. >> Or from a customer standpoint, making the customer's lives easier? So, I got a lot of data flowing in. >> Yeah. >> It's never stopping, it keeps powering in. >> Yeah. >> Are there things coming out that makes their life easier? Have you seen anything coming out? >> Yeah, I think where we are as an industry right now with all of this new technology is, we're really in this phase of the standards aren't quite there yet. Everybody is sort of like figuring out what works and what doesn't. You know, there was this big revolution in sort of software development, right? Where moving towards agile development and all that kind of stuff, right? The way people build software change fundamentally this is kind of like another wave like that. I like to tell people that AI and machine learning is just a different way of writing software. What is the output of a training scenario, right? It's a model and a model is just code. And so I think that as all of these different, parts of the business figure out how do we leverage these technologies, what it is, is it's a different way of writing software and it's not necessarily going to replace traditional software development, but it's going to augment it, it's going to let you do other interesting things and so, where are things going? I think we're going to continue to start coalescing around what are the right ways to do things. Right now we talk about, you know, ML Ops and how development and the frameworks and all of this innovation. There's so much innovation, which means that the industry is moving so quickly that it's hard to settle on things like standards and, or at least best practices you know, at the very least. And that the best practices are changing every three months. Are they really best practices right? So I think, right, I think that as we progress and coalesce around kind of what are the right ways to do things that's really going to make customers' lives easier. Because, you know, today, if you're a software developer you know, we build a lot of software at Pure Storage right? And if you have people and developers who are familiar with how the process, how the factory functions, then their skills become portable and it becomes easier to onboard people and AI is still nothing like that right now. It's just so, so fast moving and it's so- >> Wild West kind of. >> It's not standardized. It's not industrialized, right? And so the next big frontier in all of this amazing stuff is how do we industrialize this and really make it easy to implement for organizations? >> Oil refineries, industrial Revolution. I mean, it's on that same trajectory. >> Yeah. >> Yeah, absolutely. >> Or industrial revolution. (John laughs) >> Well, we've talked a lot about the chaos and sort of we are very much at this early stage stepping way back and this can be your personal not Pure Storage opinion if you want. >> Okay. >> What in HPC or AIML I guess it all falls under the same umbrella, has you most excited? >> Ooh. >> So I feel like you're someone who sees a lot of different things. You've got a lot of customers, you're out talking to people. >> I think that there is a lot of advancement in the area of natural language processing and I think that, you know, we're starting to take things just like natural language processing and then turning them into vision processing and all these other, you know, I think the, the most exciting thing for me about AI is that there are a lot of people who are, you are looking to use these kinds of technologies to make technology more inclusive. And so- >> I love it. >> You know the ability for us to do things like automate captioning or the ability to automate descriptive, audio descriptions of video streams or things like that. I think that those are really,, I think they're really great in terms of bringing the benefits of technology to more people in an automated way because the challenge has always been bandwidth of how much a human can do. And because they were so difficult to automate and what AI's really allowing us to do is build systems whether that's text to speech or whether that's translation, or whether that's captioning or all these other things. I think the way that AI interfaces with humans is really the most interesting part. And I think the benefits that it can bring there because there's a lot of talk about all of the things that it does that people don't like or that they, that people are concerned about. But I think it's important to think about all the really great things that maybe don't necessarily personally impact you, but to the person who's not cited or to the person who you know is hearing impaired. You know, that's an enormously valuable thing. And the fact that those are becoming easier to do they're becoming better, the quality is getting better. I think those are really important for everybody. >> I love that you brought that up. I think it's a really important note to close on and you know, there's always the kind of terminator, dark side that we obsess over but that's actually not the truth. I mean, when we think about even just captioning it's a tool we use on theCUBE. It's, you know, we see it on our Instagram stories and everything else that opens the door for so many more people to be able to learn. >> Right? >> And the more we all learn, like you said the water level rises together and everything is magical. Justin, it has been a pleasure to have you on board. Last question, any more bourbon tasting today? >> Not that I'm aware of, but if you want to come by I'm sure we can find something somewhere. (all laughing) >> That's the spirit, that is the spirit of an innovator right there. Justin, thank you so much for joining us from Pure Storage. John Furrier, always a pleasure to interview with you. >> I'm glad I can contribute. >> Hey, hey, that's the understatement of the century. >> It's good to be back. >> Yeah. >> Hopefully I'll see you guys in, I'll see you guys in 2034. >> No. (all laughing) No, you've got the Pure Accelerate conference. We'll be there. >> That's right. >> We'll be there. >> Yeah, we have our Pure Accelerate conference next year and- >> Great. >> Yeah. >> I love that, I mean, feel free to, you know, hype that. That's awesome. >> Great company, great runs, stayed true to the mission from day one, all Flash, continue to innovate congratulations. >> Yep, thank you so much, it's pleasure being here. >> It's a fun ride, you are a joy to talk to and it's clear you're just as excited as we are about hardware, so thanks a lot Justin. >> My pleasure. >> And thank all of you for tuning in to this wonderfully nerdy hardware edition of theCUBE live from Dallas, Texas, where we're at, Supercomputing, my name's Savannah Peterson and I hope you have a wonderful night. (soft music)

(light corporate music) >> Welcome back, everyone, to VMware Explore 22. I'm John Furrier, host of theCUBE with Dave Vellante. Our 12th year covering VMware's User Conference, formerly known as VMworld, now rebranded as VMware Explore. Two great cube alumnus coming down the cube. Ricky Cooper, SVP, Worldwide Partner Commercials VMware, great to see you. Thanks for coming on. >> Thank you. >> We just had a great chat- >> Good to see you again. >> With the Discovery and, of course, Joseph George, vice president of Compute Industry Alliances. Great to have you on. Great to see you. >> Great to see you, John. >> So guys this year is very curious in VMware. A lot goin' on, the name change, the event. Big, big move. Bold move. And then they changed the name of the event. Then Broadcom buys them. A lot of speculation, but at the end of the day, this conference kind of, people were wondering what would be the barometer of the event. We're reporting this morning on the keynote analysis. Very good mojo in the keynote. Very transparent about the Broadcom relationship. The expo floor last night was buzzing. >> Mhm. >> I mean, this is not a show that's lookin' like it's going to be, ya' know, going down. >> Yeah. >> This is clearly a wave. We're calling it Super Cloud. Multi-Cloud's their theme. Clearly the cloud's happenin'. We not to date ourselves, but 2013 we were discussing on theCUBE- >> We talked about that. Yeah. Yeah. >> Discover about DevOps infrastructure as code- >> Mhm. >> We're full realization now of that. >> Yep. >> This is where we're at. You guys had a great partnership with VMware and HPE. Talk about where you guys see this coming together because customers are refactoring. They are lookin' at Cloud Native. The whole Broadcom visibility to the VMware customer bases activated them. They're here and they're leaning in. >> Yeah. >> What's going on? >> Yeah. Absolutely. We're seeing a renewed interest now as customers are looking at their entire infrastructure, bottoms up, all the way up the stack, and the notion of a hybrid cloud, where you've got some visibility and control of your data and your infrastructure and your applications, customers want to live in that sort of a cloud environment and so we're seeing a renewed interest. A lot of conversations we're having with customers now, a lot of customers committing to that model where they have applications and workloads running at the Edge, in their data center, and in the public cloud in a lot of cases, but having that mobility, having that control, being able to have security in their own, you know, in their control. There's a lot that you can do there and, obviously, partnering with VMware. We've been partners for so long. >> 20 years about. Yeah. Yeah. >> Yeah. At least 20 years, back when they invented stuff, they were inventing way- >> Yeah. Yeah. Yeah. >> VMware's got a very technical culture, but Ricky, I got to say that, you know, we commented earlier when Raghu was on, the CEO, now CEO, I mean, legendary product. I sent the trajectory to VMware. Everyone knows that. VMware, I can't know whether to tell it was VMware or HP, HP before HPE, coined hybrid- >> Yeah. >> 'Cause you guys were both on. I can't recall, Dave, which company coined it first, but it was either one of you guys. Nobody else was there. >> It was the partnership. >> Yes. I- (cross talking) >> They had a big thing with Pat Gelsinger. Dave, remember when he said, you know, he got in my grill on theCUBE live? But now you see- >> But if you focus on that Multi-Cloud aspect, right? So you've got a situation where our customers are looking at Multi-Cloud and they're looking at it not just as a flash in the pan. This is here for five years, 10 years, 20 years. Okay. So what does that mean then to our partners and to our distributors? You're seeing a whole seed change. You're seeing partners now looking at this. So, look at the OEMs, you know, the ones that have historically been vSphere customers are now saying, they're coming in droves saying, okay, what is the next step? Well, how can I be a Multi-Cloud partner with you? >> Yep. Right. >> How can I look at other aspects that we're driving here together? So, you know, GreenLake is a great example. We keep going back to GreenLake and we are partaking in GreenLake at the moment. The real big thing for us is going to be, right, let's make sure that we've got the agreements in place that support this SaaS and subscription motion going forward and then the sky's the limit for us. >> You're pluggin' that right into GreenLake, right? >> Well, here's why. Here's why. So customers are loving the fact that they can go to a public cloud and they can get an SLA. They come to a, you know, an On-Premise. You've got the hardware, you've got the software, you've got the, you know, the guys on board to maintain this through its life cycle. >> Right. I mean, this is complicated stuff. >> Yeah. >> Now we've got a situation where you can say, hey, we can get an SLA On-Premise. >> Yeah. And I think what you're seeing is it's very analogous to having a financial advisor just manage your portfolio. You're taking care of just submitting money. That's really a lot of what the customers have done with the public cloud, but now, a lot of these customers are getting savvy and they have been working with VMware Technologies and HPE for so long. They've got expertise. They know how they want their workloads architected. Now, we've given them a model where they can leverage the Cloud platform to be able to do this, whether it's On-Premise, The Edge, or in the public cloud, leveraging HPE GreenLake and VMware. >> Is it predominantly or exclusively a managed service or do you find some customers saying, hey, we want to manage ourself? How, what are you seeing is the mix there? >> It is not predominantly managed services right now. We're actually, as we are growing, last time we talked to HPE Discover we talked about a whole bunch of new services that we've added to our catalog. It's growing by leaps and bounds. A lot of folks are definitely interested in the pay as you go, obviously, the financial model, but are now getting exposed to all the other management that can happen. There are managed services capabilities, but actually running it as a service with your systems On-Prem is a phenomenal idea for all these customers and they're opening their eyes to some new ways to service their customers better. >> And another phenomenon we're seeing there is where partners, such as HPA, using other partners for various areas of their services implementation as well. So that's another phenomenon, you know? You're seeing the resale motion now going into a lot more of the services motion. >> It's interesting too, you know, I mean, the digital modernization that's goin' on. The transformation, whatever you want to call it, is complicated. >> Yeah. >> That's clear. One of the things I liked about the keynote today was the concept of cloud chaos. >> Yeah. >> Because we've been saying, you know, quoting Andy Grove at Intel, "Let chaos rain and rain in the chaos." >> Mhm. >> And when you have inflection points, complexity, which is the chaos, needs to be solved and whoever solves it kicks the inflection point, that's up into the right. So- >> Prime idea right here. Yeah. >> So GreenLake is- >> Well, also look at the distribution model and how that's changed. A couple of points on a deal. Now they're saying, "I'll be your aggregator. I'll take the strain and I'll give you scale." You know? "I'll give you VMware Scale for all, you know, for all of the various different partners, et cetera." >> Yeah. So let's break this down because this is, I think, a key point. So complexity is good, but the old model in the Enterprise market was- >> Sure. >> You solve complexity with more complexity. >> Yeah. >> And everybody wins. Oh, yeah! We're locked in! That's not what the market wants. They want some self-service. They want, as a service, they want easy. Developer first security data ops, DevOps, is already in the cycle, so they're going to want simpler. >> Yeah. >> Easier. Faster. >> And this is kind of why I'll say, for the big announcement today here at VMware Explore, around the VMware vSphere Distributed Services Engine, Project Monterey- >> Yeah. >> That we've talked about for so long, HPE and VMware and AMD, with the Pensando DPU, actually work together to engineer a solution for exactly that. The capabilities are fairly straightforward in terms of the technologies, but actually doing the work to do integration, joint engineering, make sure that this is simple and easy and able to be running HPE GreenLake, that's- >> That's invested in Pensando, right? >> We are. >> We're all investors. Yeah. >> What's the benefit of that? What's, that's a great point you made. What's the value to the customer, bottom line? That deep co-engineering, co-partnering, what does it deliver that others don't do? >> Yeah. Well, I think one example would be, you know, a lot of vendors can say we support it. >> Yep. >> That's great. That's actually a really good move, supporting it. It can be resold. That's another great move. I'm not mechanically inclined to where I would go build my own car. I'll go to a dealership and actually buy one that I can press the button and I can start it and I can do what I need to do with my car and that's really what this does is the engineering work that's gone on between our two companies and AMD Pensando, as well as the business work to make that simple and easy, that transaction to work, and then to be able to make it available as a service, is really what made, it's, that's why it's such a winner winner with our- >> But it's also a lower cost out of the box. >> Yep. >> Right. >> So you get in whatever. Let's call it 20%. Okay? But there's, it's nuanced because you're also on a new technology curve- >> Right. >> And you're able to absorb modern apps, like, you know, we use that term as a bromide, but when I say modern apps, I mean data-rich apps, you know, things that are more AI-driven not the conventional, not that people aren't doing, you know, SAP and CRM, they are, but there's a whole slew of new apps that are coming in that, you know, traditional architectures aren't well-suited to handle from a price performance standpoint. This changes that doesn't it? >> Well, you think also of, you know, going to the next stage, which is to go to market between the two organizations that before. At the moment, you know, HPE's running off doing various different things. We were running off to it again, it's that chaos that you're talking about. In cloud chaos, you got to go to market chaos. >> Yeah. >> But by simplifying four or five things, what are we going to do really well together? How do we embed those in GreenLake- >> Mhm. >> And be known in the marketplace for these solutions? Then you get a, you know, an organization that's really behind the go to market. You can help with sales activation the enablement, you know, and then we benefit from the scale of HPE. >> Yeah. >> What are those solutions I mean? Is it just, is it I.S.? Is it, you know, compute storage? >> Yeah. >> Is it, you know, specific, you know, SAP? Is it VDI? What are you seeing out there? >> So right now, for this specific technology, we're educating our customers on what that could be and, at its core, this solution allows customers to take services that normally and traditionally run on the compute system and run on a DPU now with Project Monterey, and this is now allowing customers to think about, okay, where are their use cases. So I'm, rather than going and, say, use it for this, we're allowing our customers to explore and say, okay, here's where it makes sense. Where do I have workloads that are using a lot of compute cycles on services at the compute level that could be somewhere else like networking as a great example, right? And allowing more of those compute cycles to be available. So where there are performance requirements for an application, where there is timely response that's needed for, you know, for results to be able to take action on, to be able to get insight from data really quick, those are places where we're starting to see those services moving onto something like a DPU and that's where this makes a whole lot more sense. >> Okay. So, to get this right, you got the hybrid cloud, right? >> [Ricky And Joseph] Yes. >> You got GreenLake and you got the distributed engine. What's that called the- >> For, it's HPE ProLiant- >> ProLiant with- >> The VMware- >> With vSphere. >> That's the compute- >> Distributed. >> Okay. So does the customer, how do you guys implement that with the customer? All three at the same time or they mix and match? What's that? How does that work? >> All three of those components. Yeah. So the beauty of the HP ProLiant with VMware vSphere-distributed services engine- >> Mhm. >> Also known as Project Monterey for those that are keeping notes at home- >> Mhm. >> It's, again, already pre-engineered. So we've already worked through all the mechanics of how you would have to do this. So it's not something you have to go figure out how you build, get deployment, you know, work through those details. That's already done. It is available through HPE GreenLake. So you can go and actually get it as a service in partnership with our customer, our friends here at VMware, and because, if you're familiar and comfortable with all the things that HP ProLiant has done from a security perspective, from a reliability perspective, trusted supply chain, all those sorts of things, you're getting all of that with this particular (indistinct). >> Sumit Dhawan had a great quote on theCUBE just an hour or so ago. He said you have to be early to be first. >> Yeah. (laughing) >> I love that quote. Okay. So you were- >> I fought the urge. >> You were first. You were probably a little early, but do you have a lead? I know you're going to say yes, okay. Let's just- >> Okay. >> Let's just assume that. >> Okay. Yeah. >> Relative to the competition, how do you know? How do you determine that? >> If we have a lead or not? >> Yeah. If you lead. If you're the best. >> We go to the source of the truth which is our customers. >> And what do they tell you? What do you look at and say, okay, now, I mean, when you have that honest conversation and say, okay, we are, we're first, we're early. We're keeping our lead. What are the things that you- >> I'll say it this way. I'll say it this way. We've been in a lot of businesses where there, where we do compete head-to-head in a lot of places. >> Mhm. >> And we know how that sales process normally works. We're seeing a different motion from our customers. When we talk about HPE GreenLake, there's not a lot of back and forth on, okay, well, let me go shop around. It is HP Green. Let's talk about how we actually build this solution. >> And I can tell you, from a VMware perspective, our customers are asking us for this the other way around. So that's a great sign is that, hey, we need to see this partnership come together in GreenLake. >> Yeah. >> It's the old adage that Amazon used to coin and Andy Jassy, you know, they do the undifferentiated heavy lifting. >> [Ricky And Joseph] Yeah. >> A lot of that's now Cloud operations. >> Mhm. >> Underneath it is infrastructure's code to the developer. >> That's right. >> That's at scale. >> That's right. >> And so you got a lot of heavy lifting being done with GreenLake- >> Right. >> Which is why there's no objections probably. >> Right. >> What's the choice? What are you going to shop? >> Yeah. >> There's nothing to shop around. >> Yeah, exactly. And then we've got, you know, that is really icing on the cake that we've, you know, that we've been building for quite some time and there is an understanding in the market that what we do with our infrastructure is hardened from a reliability and quality perspective. Like, times are tough right now. Supply chain issues, all that stuff. We've talked, all talked about it, but at HPE, we don't skimp on quality. We're going to spend the dollars and time on making sure we got reliability and security built in. It's really important to us. >> We had a great use case. The storage team, they were provisioning with containers. >> Yes. >> Storage is a service instantly we're seeing with you guys with VMware. Your customers' bringing in a lot of that into the mix as well. I got to ask 'cause every event we talk about AI and machine learning- >> Mhm. >> Automation and DevOps are now infiltrating in with the CICD pipeline. Security and data become a big conversation. >> [Ricky And Joseph] Agreed. >> Okay. So how do you guys look at that? Okay. You sold me on Green. Like, I've been a big fan from day one. Now, it's got maturity on it. I know it's going to get a lot more headroom to do. There's still a lot of work to do, but directionally it's pretty accurate, you know? It's going to be a success. There's still concern about security, the data layer. That's agnostic of environment, private cloud, hybrid, public, and Edge. So that's important and security- >> Great. >> Has got a huge service area. >> Yeah. >> These are on working progress. >> Yeah. Yeah. >> How do you guys view those? >> I think you've just hit the net on the head. I mean, I was in the press and journalist meetings yesterday and our answer was exactly the same. There is still so much work that can be done here and, you know, I don't think anybody is really emerging as a true leader. It's just a continuation of, you know, tryin' to get that right because it is what is the most important thing to our customers. >> Right. >> And the industry is really sort of catching up to that. >> And, you know, when you start talking about privacy and when you, it's not just about company information. It's about individuals' information. It's about, you know, information that, if exposed, actually could have real impact on people. >> Mhm. >> So it's more than just an I.T. problem. It is actually, and from HPE's perspective, security starts from when we're picking our suppliers for our components. Like, there are processes that we put into our entire trusted supply chain from the factory on the way up. I liken it to my golf swing. My golf swing. I slice right like you wouldn't believe. (John laughing) But when I go to the golf pros, they start me back at the mechanics, the foundational pieces. Here's where the problems are and start workin' on that. So my view is, our view is, if your infrastructure is not secure, you're goin' to have troubles with security as you go further up. >> Stay in the sandbox. >> Yeah. >> Yeah. So to speak, you know, they're driving range on the golf analogy there. I love that. Talk about supply chain security real quick because you mentioned supply chain on the hardware side. You're seeing a lot of open source and supply chain in software, trusted software. >> Yep. >> How does GreenLake look at that? How do you guys view that piece of it? That's an important part. >> Yeah. Security is one of the key pillars that we're actually driving as a company right now. As I said, it's important to our customers as they're making purchasing decisions and we're looking at it from the infrastructure all the way up to the actual service itself and that's the beauty of having something like HPE GreenLake. We don't have to pick, is the infrastructure or the middle where, or the top of stack application- >> It's (indistinct), right? >> It's all of it. >> Yeah. >> It's all of it. That matters. >> Quick question on the ecosystem posture. So- >> Sure. >> I remember when HP was, you know, one company and then the GSIs were a little weird with HP because of EDS, you know? You had data protector so we weren't really chatting up Veeam at the time, right? And as soon as the split happened, ecosystem exploded. Now you have a situation where you, Broadcom, is acquiring VMware. You guys, big Broadcom customer. Has your attitude changed or has it not because, oh, we meet with the customers already. Well, you've always said that, but have you have leaned in more? I mean, culturally, is HPE now saying, hmm, now we have some real opportunities to partner in new ways that we don't have to sleep with one eye open, maybe. (John laughing) >> So first of all, VMware and HPE, we've got a variety of different partners. We always have. >> Mhm. >> Well before any Broadcom announcement came along. >> Yeah, sure. >> We've been working with a variety of partners. >> And that hasn't changed. >> And that hasn't changed. And, if your question is, has our posture toward VMware changed at all, the answer's absolutely not. We believe in what VMware is doing. We believe in what our customers are doing with VMware and we're going to continue to work with VMware and partner with the (indistinct). >> And of course, you know, we had to spin out ourselves in November of last year, which I worked on, you know, the whole Dell thing. >> Yeah. We still had the same chairman. >> Yeah. There- (Dave chuckling) >> Yeah, but since then, I think what's really become very apparent and not, it's not just with HPE, but with many of our partners, many of the OEM partners, the opportunity in front of us is vast and we need to rely on each other to help us as, you know, solve the customer problems that are out there. So there's a willingness to overlook some things that, in the past, may have been, you know, barriers. >> But it's important to note also that it's not that we have not had history- >> Yeah. >> Right? Over, we've got over 200,000 customers join- >> Hundreds of millions of dollars of business- >> 100,000, over 10,000, or 100,000 channel partners that we all have in common. >> Yeah. Yeah. >> Yep. >> There's numerous- >> And independent of the whole Broadcom overhang there. >> Yeah. >> There's the ecosystem floor. >> Yeah. >> The expo floor. >> Right. >> I mean, it's vibrant. I mean, there's clearly a wave coming, Ricky. We talked about this briefly at HPE Discover. I want to get an update from your perspectives, both of you, if you don't mind weighing in on this. Clearly, the wave, we're calling it the Super Cloud, 'cause it's not just Multi-Cloud. It's completely different looking successes- >> Smart Cloud. >> It's not just vendors. It's also the customers turning into clouds themselves. You look at Goldman Sachs and- >> Yep. >> You know, I think every vertical will have its own power law of Cloud players in the future. We believe that to be true. We're still testing that assumption, but it's trending in when you got OPEX- >> [Ricky And Joseph] Right. >> Has to go to in-fund statement- >> Yeah. >> CapEx goes too. Thanks for the Cloud. All that's good, but there's a wave coming- >> Yeah. >> And we're trying to identify it. What do you guys see as this wave 'cause beyond Multi-Cloud and the obvious nature of that will end up happening as a state and what happens beyond that interoperability piece, that's a whole other story, and that's what everyone's fighting for, but everyone out in that ecosystem, it's a big wave coming. They've got their surfboards. They're ready to go. So what do you guys see? What is the next wave that everyone's jacked up about here? >> Well, I think that the Multi-Cloud is obviously at the epicenter. You know, if you look at the results that are coming in, a lot of our customers, this is what's leading the discussion and now we're in a position where, you know, we've brought many companies over the last few years. They're starting to come to fruition. They're starting to play a role in, you know, how we're moving forward. >> Yeah. >> Some of those are a bit more applicable to the commercial space. We're finding commercial customers that never bought from us before. Never. Hundreds and hundreds are coming through our partner networks every single quarter, you know? So brand new to VMware. The trick then is how do you nurture them? How do you encourage them? >> So new logos are comin' in. >> New logos are coming in all the time, all the time, from, you know, from across the ecosystem. It's not just the OEMs. It's all the way back- >> So the ecosystem's back of VMware. >> Unbelievably. So what are we doing to help that? There's two big things that we've announced in the recent weeks is that Partner Connect 2.0. When I talked to you about Multi-Cloud and what the (indistinct), you know, the customers are doing, you see that trend. Four, five different separate clouds that we've got here. The next piece is that they're changing their business models with the partners. Their services is becoming more and more apparent, et cetera, you know? And the use of other partners to do other services, deployment, or this stuff is becoming prevalent. Then you've got the distributors that I talked about with their, you know, their, then you route to market, then you route to business. So how do you encapsulate all of that and ensure your rewarding partners on all aspects of that? Whether it's deployment, whether it's test and depth, it's a points-based system we've put in place now- >> It's a big pie that's developing. The market's getting bigger. >> It's getting so much bigger. And then you help- >> I know you agree, obviously, with that. >> Yeah. Absolutely. In fact, I think for a long time we were asking the question of, is it going to be there or is it going to be here? Which was the wrong question. (indistinct cross talking) Now it's everything. >> Yeah. >> And what I think that, what we're seeing in the ecosystem, is that people are finding the spots that, where they're going to play. Am I going to be on the Edge? >> Yeah. >> Am I going to be on Analytics Play? Am I going to be, you know, Cloud Transition Play? There's a lot of players are now emerging and saying, we're- >> Yeah. >> We're, we now have a place, a part to play. And having that industry view not just of, you know, a commercial customer at that level, but the two of us are lookin' at Teleco, are looking at financial services, at healthcare, at manufacturing. How do these new ecosystem players fit into the- >> (indistinct) lifting. Everyone can see their position there. >> Right. >> We're now being asked for simplicity and talk to me about partner profitability. >> Yes. >> How do I know where to focus my efforts? Am I spread too thin? And, you know, that's, and my advice that the partner ecosystem out there is, hey, let's pick out spots together. Let's really go to, and then strategic solutions that we were talking about is a good example of that. >> Yeah. >> Sounds like composability to me, but not to go back- (laughing) Guys, thanks for comin' on. I think there's a big market there. I think the fog is lifted. People seeing their spot. There's value there. Value creation equals reward. >> Yeah. >> Simplicity. Ease of use. This is the new normal. Great job. Thanks for coming on and sharing. (cross talking) Okay. Back to live coverage after this short break with more day one coverage here from the blue set here in Moscone. (light corporate music)

(upbeat music) >> Good morning, everyone. Welcome back to "theCUBE." Lisa Martin here with John Furrier. This is day three of our wall-to-wall coverage of VMware Explore. John and I are pleased to welcome back one of our alumni, Muddu Sudhakar, the CEO of AISERA. Welcome to the program, Muddu. It's great to meet you. >> Thank you, Lisa. Thanks for having me. Thank you, John. >> Great to see you again. You're like an industry analyst coming on "theCUBE". You should be like a guest analyst, breaking down. I know you got your own company to run, and by the way, the recent funding you had, congratulations. >> Thank you. >> In a market that's not getting a lot of funding. You get an up around. Congratulations on that. >> Thank you. >> Business is good? >> Very good, thank you. Look, Goldman Sachs Investing, along with Zoom and Thoma Bravo, it was great for us. >> Great stuff. Well, I'm glad we could get you in. This day three, Lisa and I and Dave Vellante and Dave Nicholson have all been talking to everyone for two days here at VMware Explore, formerly VMworld, our 12th year covering their annual conference, as you know, and we've been telling the executives, but day three is more of, we're going to mix it up. We're going to bring people in and get their opinions about Supercloud, does VMware go post-Broadcom? Obviously, that's going to happen. Looks like nothing's going to stop that from happening. What's next? What's the impact? Who wins? Who loses? VMware certainly not acting like they're going to get gutted. They're all full throttle ahead. They're laying down some announcements, vSphere 8, you got vSAN 8, they got cloud-native, they're talking multi-cloud. VMware's not looking like they're flinching. What's going on, in your view, outside of the bubble that we're here in San Francisco, out in the real world, in the trenches. What are people talking about? What do you see? >> Lot to unpack. (all laugh) >> Start at wherever you want. >> Yes. You know, I was a VMware alumni too. >> Yes >> You sold the company to VMware. You know the inside. Okay, So then, even then- >> I worked with Paul and Pat and Raghu. It's great to be back at VMware now. I think there's a lot going on in VMware. VMware is here to stay. The brand will stay. The VMware customers will stay for years to come. I think Broadcom and VMware, I think it's a great industry consolidation, the way in which I see it. And it is going to help all the customers too, right? Broadcom, having such a large foot play into both CA, the software business, the hardware business. I think what will happen is that Broadcom will try to create a hybrid cloud of their own with VMware. So there'll be a fourth player in the cloud industry. And then back to John, your Supercloud. The Supercloud by definition, there'll be private clouds, public clouds, hybrid clouds. I think Broadcom with VMware will help your vision of the Supercloud and what your customers are asking. >> Yeah, one of the things I want to get your thoughts on, Lisa and I were talking yesterday with the executives, AJ Patel in particular, he's a middleware guy. >> Right. >> So what he did was Oracle. He did a lot of the fusion stuff at Oracle. He now runs Modern Apps. And you came in at the time, I think, when they were just getting that app vision going, and Paul Moritz actually had it early with his 2010 vision, but too early on the app side. But that ended up happening too. So the question is, is Broadcom going to be this middleware layer, and treat the cloud like hardware. And then, apps or apps. Companies are apps. In a digital transformation, technology is the company. >> Right >> So the company is the app. >> That's right, >> Is an application. So apps and hardware, middle, a middleware model emerging. Do you think they're going for that? Or am I just making this up in my head? >> No, I think to me, I see Broadcom as much more, they're like a peer company at the high level. So they're funded by- >> Like a private equity company. >> Private equity company. >> You mean from a dollar standpoint. >> From a dollar standpoint. So Broadcom is going to fund companies. They're going to buy companies. They bought CA, they bought all the other assets. So Broadcom will have always hardware. The middle level could be VMware, but they also have CA, right? They have a bunch of apps here. So I see the Broadcom is also using VMware to run applications. So the consolidation will be they'll create a Supercloud using VMware. They're going to own their own apps. I don't think Broadcom's story is stopped. Its journey to come. They're going to buy more acquisitions, more apps companies. I won't be surprised, in the future, they buy Zendesk. I won't be surprised, in the future, they buy other apps companies, SaaS companies and cloud enterprise companies. Right? So that's where the P is coming. So the broad conversion is, I need a base middleware, like you're saying. There's no other middleware on top of hardware better than VMware. >> So do you think that they'll keep the stuff that's coming out of the other? 'Cause we've been speculating on "theCUBE" this week. They have the core business, but there's all this stuff that's kind of coming out of the oven that's not EBITDA-oriented yet. Do you think they keep that or they let it go? >> I think that's a great question to hang their CEO of Broadcom. But to me, I think, knowing them, they're going to keep, and if you look at Symantec, they kept parts of Symantec, this whole parts of it. So I think all options are on the table for them, right? They'll do whatever it is. But I think it has to be the ones that high growth companies they may give it. It all goes back to is it a profitability to it or not? But his vision is very good. I want to own the middleware, right? He will own the middleware using VMware to your vision, create a Supercloud and own the apps. So I think you'll see Broadcom is the fourth vendor in the cloud race. You have Microsoft, AWS, Google, and Broadcom is actually going to compete with this four. >> So you think there'll be a hyper scale? They'll be in the top three or four. >> There'll be top four. >> Okay. >> Along with Oracle. So now, we are talking about the five vendors will be Amazon, Azure, Google, Oracle, and Broadcom. >> We had Amazon guy on, Steve Jones. I should have asked him that question. I just don't see that happening yet. They have to have the full hardware side. How do you see that coming in? 'Cause Amazon's innovating at the atom level and they're working on stuff that's physical, transit, physics stuff, like down to the root level. >> I think Broadcom figure, look, they own the chips out right, at the end of the day. They also have a lot of chips such to supply to both mobile and this. So if there's anybody who can figure out the hardware, it will be Broadcom. That is their core of area. They didn't have the core in the software and the middleware. VMware is going to give them the OS, the Kubernetes, the VMs. Once you have that layer, I think you can innovate both up and below, right? So I think, John, I think Broadcom VMware will be a force to reckon with and I think these guys are going to get into healthcare space though. So if you see the way they battle, you and me are talking Lisa, like Microsoft bought new ones, Oracle bought Cerner. So they all paid 30 billion each. So the next battle ground will be, they'll start in the healthcare industry. Somebody's going to go look at the healthcare apps like Epic, right? They're going to look at how we can do the hospitals. They're going to look at hospital healthcare professionals. That area will be disrupted a lot in the same. >> What other industries do you think, besides healthcare, are ripe for disruption with Broadcom VMware? >> I think endpoint management, like remember VMware bought AirWatch when I was there back then, right? That whole area is called digital experience management. So that endpoint mainly will be disrupted. So Broadcom with VMware will go again into endpoint. I'm talking endpoint could be the servers, desktops, VMware Max, right? Virtual Desktop VDI. So that whole management of mobile devices to desktop, that whole industry will be disrupted. A lot of players are there trying to do more consulting services. I think VMware is a great assets and tools. If I'm Broadcom, my chip sets are going into the endpoint. So that area will be disrupted a lot with Broadcom in VMware. >> Yeah, one of the things that VMware, people have been talking about, is that the CA acquisition that Broadcom did was the playbooks public. Everyone saw what they did. They killed sales and market and they killed all the execs, metaphorically speaking. They fired them. VMware's got a different vibe here. I'm feeling like it could go one way or the other. I think they should keep them, personally. But you don't know. If they're a PE company, they EBIDA driven, maybe it's just simply numbers. >> Right. >> If that's the case, then I'm worried. But VMware's got pride, they got mojo, and they've got expertise in software. Maybe a little bit different circumstance? What's take on this? Or do you think it's going to be black and white to the numbers? >> I think, knowing Hank's playbook, if he knows what he's going to do, right? His playbook will be consistent with Symantec. >> You think he already knows what he wants to do? >> I think so. I think at that level, both with Simulink and Broadcom, they already know the playbook. At this stage the games, people already know their game. It's like a chess move. They already know. They'll look at VMware and see which assets to keep, which one not to keep, which organization, but I think Hank is a master at this one. To me, I'm personally excited with the VMware Broadcom combination. It's a great thing for the industry. It's great for VMware and VMware customers and partners. >> Well, John, you and Dave had a chance to sit down with Raghu. What were some of the things that he unpacked about the Broadcom acquisition? >> He was on talking points. He was on message. He was saying the things that any CEO was going to make a lot of cash on this deal. And he's proud. I think it wasn't about the money for him. I sensed that he's certainly going to make a lot of cash on this deal as an executive, but he's a long time VMware employee and a well loved and revered person. He's done a lot of great work, technically set the agenda. So I think their mindset is we're going to just continue to do an amazing job as VMware as we are and then let Broadcom, let the chips fall where they may, and hopefully, if they do a good job, maybe they'll either refactor some of their base plans or they laid it all out in the field, so to speak. So that's my vibe. Now specifically, he made some comments, like, "Yeah, we're really proud." And he staying technical. He's still like, "This is really happening." So I think he's going to, essentially, to the very end, be like, "Cross cloud and hybrid cloud. This is our third generation." So there he's hanging onto the VMware third act that they're saying, and he hopes that it comes home. And I think he's going to just deal with it. He didn't seem flustered and he didn't seem overly confident. >> Okay. >> I guess that's my opinion. What do you think? >> Personally worked with Raghu, worked for Raghu, so I think of him as the greatest CEO for VMware ever could have, right? It's a journey. It was Paul Maritz, then Pat Gelsinger, now Raghu. I think he's in the right place, right time to lead VMware, and Raghu's doing a fantastic job. And personally, getting these two companies married, I think Raghu did the right partnership with Broadcom. >> Well, I think if this event's any indication if they're just sitting back and waiting, they're not, and this event was well done, it was pulled off. The branding's amazing. I thought they did a good job with the name change. And then in light of all the Broadcom issues, the execution was great. It was not a bad show here. It was a good show. It wasn't terrible at all. People were excited. I think the ecosystem also felt that Broadcom, like an electronic shock to the system, like something's going to happen. Let's wait and see. I'm going to go to the event to see if it's going to be around and kind of getting a feel first party, in person, what's happening. Again, remember VMware didn't have an event since 2019. This is a community that thrives on physical, face to face camaraderie, community. And so, I think the show was a success. And I think that's a result of Raghu and his team. >> Because we have a booth there for AISERA, my company, we have a booth. We are offering coffee and donuts. You guys should come by and tell people. You'll get a free coffee and a donut, but it's one of the best shows I've seen. Well, I think people after pandemic are back, people are interacting. We have 500 people in one day at our booth. So for a startup company like us, getting that much crowd is unheard of. So it's great. We're very excited. >> The vibe from the partner community, I had a chance to talk with a lot of partners, AWS, NetApp, Rackspace, really seems like the partnerships side of VMware is very, very strong and the partners are excited about what's next for VMware. Did you have a chance to talk with any of the partners? >> Actually, look. I'm actually meeting with Karen. So Karen Egan is my contact at VMware too, and Sumit, (indistinct) a bunch of the customer success organization. We talk to people in their digital experience management team. We are very excited to be partner with both VMware's customer, partner, and all experts, right? I'll need the VMware ecosystem for my company to thrive. So for us, VMware customers are my customers and leveraging VMware APIs into VMware, that's that's important for us. >> Lisa, that's a great question because that brings us to the question of, okay, clearly this show also proves to us from our conversations and exploring the floor, the wave is coming. This next cloud wave is here. We're calling it Supercloud, whatever you want to call it, it's coming and it's real, and people know it. And also the lines of sight into economics around where people can fit in this next level ecosystem is becoming clear. So I think people kind of know what's the right side of the street to be on in this next shift. So that's coming. That's independent of Broadcom. So the floor represents to me the excitement for not only the VMware workload powering software, with or without Broadcom, but the next wave. So the question is if Broadcom goes down their path and Hank does what he does, who wins and who loses on where things flow? Because this energy is going to flow somewhere. Is it going to flow to AWS? Is it going to flow to Microsoft? Is it going to flow to HPE with Green Lake getting some great traction? NetApp's doing great. We just heard from them. So the partners aren't hurting. It's only going to get better. re:Invent's right around the corner. That's a packed house. Their ecosystem's growing like a weed. Who wins? 'Cause the customers at VMware are enterprise customers. They're used to being serviced. They have sales reps from Microsoft, they got sales reps from Hewlett Packard Enterprise, real senior enterprise stakeholders there. So someone's going to end up filling in as VMware settles into their broad composition. Who wins and who loses, in your mind? >> A Very good question. So my thing is, I think it's... Well, I put Microsoft and Amazon the winners. In that way, actually mean Microsoft will win because in a true Supercloud, your vision, back to hybrid cloud on-prem and public cloud, VMware disruption with Broadcom, as if there's any bridge in the market, Microsoft will take advantage of it. Azure, right? Amazon VMware is there. Then, you have Google and VMware. So I think Azure will probably try to take advantage of this, but very next will be Amazon, right away there. That leaves you with Google Cloud, right? Google Cloud is the one. So they're the people that are able to figure out what to do in this equation. And then, obviously, the other one is Oracle. Oracle has no hearts in this game. So to me, the people who are going to probably lose impact model will be Oracle if the Broadcom and VMware will happen. So it's Azure, Amazon winning the race, probably Google is right behind them. Oracle will be distinct. Other side is Dell. Actually, Dell has no game in this. Our Broadcom and VMware, Dell should be the one. >> Dell might have a little secret sauce on the table with Michael Dell. >> That's true. >> If he convert his shares, he might be the largest shareholder at Broadcom. >> That's true. >> He could end up owning all the back. >> So he may be the winner all the time. (all laugh) >> Don't count him out. Well, this is a good question. I want to just double click on this. So you get customer dynamic. Where do they go? You get the community, which is a big force multiplier in this world, and if you had to bet on community between Microsoft and Amazon Web Services, Amazon trumps Microsoft on force multiplier community. Ecosystem, AWS beats Microsoft on that one. So it's interesting because it's now multiple dimensions we're talking about here. It's customers. That's the top order, right? The customers. But also, you got community, the people who put on sessions, the people in the community that are the influencers that are leading the trends, and developers are very trending, relative to what kind of code they use, what's their environments? So the developers is changing that landscape and, ultimately, the ecosystem of partners, right? 'Cause there's a lot more overlap between AWS and VMware's ecosystem than there is between Microsoft and that. And HPE is just starting an ecosystem. So it's going to be very interesting. >> It is. It is. I think Broadcom and VMware cannot be any best time for the industry, right? As you said. HP is coming in. Oracle is coming in. And to your point, VMware and AWS are another best partners. Now, this going to create any gap for Microsoft to enter for Azure? I think that's where the market is saying that it's going to open up a hybrid cloud player for Microsoft to enter what is to be a tight relationship with VMware and Amazon. Right? So people will rethink through their apps. And more importantly, the end point to me. See, the key is, like you talk about with Supercloud, nobody's talking about Supercloud for the endpoint. >> You mean Edge or security? >> Not an Edge endpoint. Endpoint could be your devices, laptop, desktop. >> Or a building or a light bulb or whatever. >> Desktop or VDI desktop services servers, right? So we call it endpoint cloud. There's no endpoint Supercloud. John, that's an area that you should double click on. Super cloud for the servers is different from Supercloud for endpoint. >> Well, SuperCloud.World is the URL out there. If you're interested in Supercloud, we are adding tracks to that body of work. So we had our event on August 9th. It was virtual event, where Dave and I are going to add a data track, we're going to add a security track, and we should add, maybe, an endpoint workspace, work. >> That's a VMware brand, Workspace and Horizon. So that whole workspace endpoint for Supercloud is going to happen. >> Yes. >> Right. That kind of deviates from- >> Do you like Supercloud? Are you bullish on Supercloud? >> I'm very bullish on Supercloud because I, myself, is running on-prem in VPCs, public clouds, private clouds. Supercloud kind of composites it so app should be designed. 'Cause I don't want to design an app for one cloud. It's not going to work. So it's like how Java came and I can run it on any platform. The ideas you build it on Supercloud, run it, whatever you want. Right? >> That's exactly it. So what would you want to see in Supercloud as it evolves? And we were part of this open conversation. This is our point for today. We're going to have a great panel come up later today. We're going to have the influencers come on to debate what Supercloud should or shouldn't be. If you want to add to the contribution, we'll add this into the work, what should what's needed in Supercloud? What's table stakes. >> I think we need a Java compiler that will happen for Supercloud. I build it once, execute in any place I want, right? Using the Terraform, HashiCorp (indistinct) So what I don't want is keep building this thing for every cloud. I want to abstract that out. The whole idea of Supercloud is how Java gave me the abstraction for hardware 20 years back or 30 years back, we need the same abstraction for the cloud today. Otherwise, I'm customizing for VM Cloud, I'm customizing for AWS, Azure, Google Cloud. We, as an application vendor, it's too hard to keep doing it. I have now thousand tuners. I don't need thousand DevOps people. I need maybe 10 DevOps people. So there's a clear abstraction complexity that industry should develop, and your concept Supercloud with everybody thinking that, and it has to start from the grassroots with ecosystem. >> What do you think about the participants in this abstraction layer? Because someone said on "theCUBE" here this week, the people in the abstraction layer shouldn't be participants in the below or above the abstraction. >> I think it should be everybody, right? It's all inclusive. You need the apps guys to come in. You need the OS players to come in. You need the cloud vendors to come in, infrastructure. So you need everybody. >> Okay, let's just say that you were the spokesperson for the Supercloud organization, Supercloud.World. How would you sell AWS on why it's important for them? >> It's because they can build it and sell it in AWS and multiple AWS Gov Cloud, AWS On-prem, VPCs. It's even important for them, their expansion, their market time upfront. If I'm (indistinct), if I'm built on Supercloud, I can increase my time share. Otherwise I'm bringing only to public cloud. >> Okay, so I'll say, I'm Amazon and we have a concept called "One Way Doors." We don't want to go through a one way door. Is Supercloud a one way door for them? What's in it for them? Do they make more? Does it help their ecosystem? And the same question from Microsoft Azure and Google cloud. >> They're make more money. They're making their apps run in multiple places. It's a natural expansion. You are solving your customer problems for Amazon and DGC, right? My job is give people choices. I give choice to Lisa. Lisa can run it on public cloud. John, you can run it on VPC, AWS. >> So you're saying, so you think customers are asking for this right now? >> Everybody's asking. >> But don't really know how to say it? >> Customers are asking. Partners are asking. All of us are asking. >> Okay, what's the ask? >> Ask is give me a one place to build applications and run it anywhere without adding the complexity. >> Okay. Done. That's Supercloud. It'll ship tomorrow. (Lisa laughs) Well done. (John laughs) All right, well done. Final question for you. Lisa and I have been talking with folks here. What advice would you give the folks that are in here? 'Cause we have a lot of activity, people with marketing their solutions and products. They're trying to put a voice out there around thought leadership and trying to figure out what side of the street they should be on relative to the next 10 years as they're here at VMware Explore, as the next gen cloud comes around. What's the right narrative? What's the right positioning for companies to be on right now to be the most relevant and in the flow? >> I don't know about 10 years, but right now we are in difficult economic times, right? Markets are down. Inflation is up. So I think the fastest cost, people should focus on cost. How can it take cost? Automation is the key, right? Whether you use AI or automation , like you and me talking, John, last week, right? That's important. Every CEO I talk to is focused on cost. How do I cut my cost? How can I do with fewer resources? How can I do with fewer people, right? So the new budget right now is cut your budget in half. So every company, every exec should think about how can you be a good citizen? How can I get growth and scale? How can I do more with less? And that should be the next 12 months. >> That was a lot of the theme of conversations that I had with the VMware ecosystem, doing more with less. So that's definitely on everyone's minds. >> Right, and that's what my company is fully focused on. AISERA is all about AI automation. How can we solve your thing? We want to be solving customer problem. We are like your automation engine for your enterprise, right? We are a platform of platform. That's why I like the Supercloud. I can run AISERA as a platform on top of Supercloud. >> Excellent. >> Wow! If only we had more time! I know that you guys could really dig into Supercloud and take it even further. So you have to come back, Muddu. >> I will. >> He always wants to come back. >> I will be back. >> He's on the team. He's has contributed to the open source effort of Supercloud. Thank you. >> Yes. >> All right, thank you so much for joining John and me and kind of breaking down your vision on VMware Broadcom and the future. Next step, we've got to get some customers on here. I really want to understand what the customer experience is going to be like, but we'll have to another segment on that one. >> We will do that. Thank you, Lisa, for having me. >> My pleasure. >> John. >> Thank you very much. Thank you. >> For our guest and John Furrier, I'm Lisa Martin. You're watching "theCUBE" live on day three of our coverage of VMware Explore. We'll be back after a short break. (upbeat corporate music)

>> From theCUBE Studios in Palo Alto in Boston, bringing you data driven insights from theCUBE and ETR. This is Breaking Analysis with Dave Vellante. >> After a two-year epic run in tech, 2022 has been an epically bad year. Through yesterday, The NASDAQ composite is down 30%. The S$P 500 is off 21%. And the Dow Jones Industrial average 16% down. And the poor holders at Bitcoin have had to endure a nearly 60% decline year to date. But judging by the attendance and enthusiasm, in major in-person tech events this spring. You'd never know that tech was in the tank. Moreover, walking around the streets of Las Vegas, where most tech conferences are held these days. One can't help but notice that the good folks of Main Street, don't seem the least bit concerned that the economy is headed for a recession. Hello, and welcome to this weeks Wiki Bond Cube Insights powered by ETR. In this Breaking Analysis we'll share our main takeaways from the first half of 2022. And talk about the outlook for tech going forward, and why despite some pretty concerning headwinds we remain sanguine about tech generally, but especially enterprise tech. Look, here's the bumper sticker on why many folks are really bearish at the moment. Of course, inflation is high, other than last year, the previous inflation high this century was in July of 2008, it was 5.6%. Inflation has proven to be very, very hard to tame. You got gas at $7 dollars a gallon. Energy prices they're not going to suddenly drop. Interest rates are climbing, which will eventually damage housing. Going to have that ripple effect, no doubt. We're seeing layoffs at companies like Tesla and the crypto names are also trimming staff. Workers, however are still in short supply. So wages are going up. Companies in retail are really struggling with the right inventory, and they can't even accurately guide on their earnings. We've seen a version of this movie before. Now, as it pertains to tech, Crawford Del Prete, who's the CEO of IDC explained this on theCUBE this very week. And I thought he did a really good job. He said the following, >> Matt, you have a great statistic that 80% of companies used COVID as their point to pivot into digital transformation. And to invest in a different way. And so what we saw now is that tech is now where I think companies need to focus. They need to invest in tech. They need to make people more productive with tech and it played out in the numbers. Now so this year what's fascinating is we're looking at two vastly different markets. We got gasoline at $7 a gallon. We've got that affecting food prices. Interesting fun fact recently it now costs over $1,000 to fill an 18 wheeler. All right, based on, I mean, this just kind of can't continue. So you think about it. >> Don't put the boat in the water. >> Yeah, yeah, yeah. Good luck if ya, yeah exactly. So a family has kind of this bag of money, and that bag of money goes up by maybe three, 4% every year, depending upon earnings. So that is sort of sloshing around. So if food and fuel and rent is taking up more, gadgets and consumer tech are not, you're going to use that iPhone a little longer. You're going to use that Android phone a little longer. You're going to use that TV a little longer. So consumer tech is getting crushed, really it's very, very, and you saw it immediately in ad spending. You've seen it in Meta, you've seen it in Facebook. Consumer tech is doing very, very, it is tough. Enterprise tech, we haven't been in the office for two and a half years. We haven't upgraded whether that be campus wifi, whether that be servers, whether that be commercial PCs as much as we would have. So enterprise tech, we're seeing double digit order rates. We're seeing strong, strong demand. We have combined that with a component shortage, and you're seeing some enterprise companies with a quarter of backlog, I mean that's really unheard of. >> And higher prices, which also profit. >> And therefore that drives up the prices. >> And this is a theme that we've heard this year at major tech events, they've really come roaring back. Last year, theCUBE had a huge presence at AWS Reinvent. The first Reinvent since 2019, it was really well attended. Now this was before the effects of the omicron variant, before they were really well understood. And in the first quarter of 2022, things were pretty quiet as far as tech events go But theCUBE'a been really busy this spring and early into the summer. We did 12 physical events as we're showing here in the slide. Coupa, did Women in Data Science at Stanford, Coupa Inspire was in Las Vegas. Now these are both smaller events, but they were well attended and beat expectations. San Francisco Summit, the AWS San Francisco Summit was a bit off, frankly 'cause of the COVID concerns. They were on the rise, then we hit Dell Tech World which was packed, it had probably around 7,000 attendees. Now Dockercon was virtual, but we decided to include it here because it was a huge global event with watch parties and many, many tens of thousands of people attending. Now the Red Hat Summit was really interesting. The choice that Red Hat made this year. It was purposefully scaled down and turned into a smaller VIP event in Boston at the Western, a couple thousand people only. It was very intimate with a much larger virtual presence. VeeamON was very well attended, not as large as previous VeeamON events, but again beat expectations. KubeCon and Cloud Native Con was really successful in Spain, Valencia, Spain. PagerDuty Summit was again a smaller intimate event in San Francisco. And then MongoDB World was at the new Javits Center and really well attended over the three day period. There were lots of developers there, lots of business people, lots of ecosystem partners. And then the Snowflake summit in Las Vegas, it was the most vibrant from the standpoint of the ecosystem with nearly 10,000 attendees. And I'll come back to that in a moment. Amazon re:Mars is the Amazon AI robotic event, it's smaller but very, very cool, a lot of innovation. And just last week we were at HPE Discover. They had around 8,000 people attending which was really good. Now I've been to over a dozen HPE or HPE Discover events, within Europe and the United States over the past decade. And this was by far the most vibrant, lot of action. HPE had a little spring in its step because the company's much more focused now but people was really well attended and people were excited to be there, not only to be back at physical events, but also to hear about some of the new innovations that are coming and HPE has a long way to go in terms of building out that ecosystem, but it's starting to form. So we saw that last week. So tech events are back, but they are smaller. And of course now a virtual overlay, they're hybrid. And just to give you some context, theCUBE did, as I said 12 physical events in the first half of 2022. Just to compare that in 2019, through June of that year we had done 35 physical events. Yeah, 35. And what's perhaps more interesting is we had our largest first half ever in our 12 year history because we're doing so much hybrid and virtual to compliment the physical. So that's the new format is CUBE plus digital or sometimes just digital but that's really what's happening in our business. So I think it's a reflection of what's happening in the broader tech community. So everyone's still trying to figure that out but it's clear that events are back and there's no replacing face to face. Or as I like to say, belly to belly, because deals are done at physical events. All these events we've been to, the sales people are so excited. They're saying we're closing business. Pipelines coming out of these events are much stronger, than they are out of the virtual events but the post virtual event continues to deliver that long tail effect. So that's not going to go away. The bottom line is hybrid is the new model. Okay let's look at some of the big themes that we've taken away from the first half of 2022. Now of course, this is all happening under the umbrella of digital transformation. I'm not going to talk about that too much, you've had plenty of DX Kool-Aid injected into your veins over the last 27 months. But one of the first observations I'll share is that the so-called big data ecosystem that was forming during the hoop and around, the hadoop infrastructure days and years. then remember it dispersed, right when the cloud came in and kind of you know, not wiped out but definitely dampened the hadoop enthusiasm for on-prem, the ecosystem dispersed, but now it's reforming. There are large pockets that are obviously seen in the various clouds. And we definitely see a ecosystem forming around MongoDB and the open source community gathering in the data bricks ecosystem. But the most notable momentum is within the Snowflake ecosystem. Snowflake is moving fast to win the day in the data ecosystem. They're providing a single platform that's bringing different data types together. Live data from systems of record, systems of engagement together with so-called systems of insight. These are converging and while others notably, Oracle are architecting for this new reality, Snowflake is leading with the ecosystem momentum and a new stack is emerging that comprises cloud infrastructure at the bottom layer. Data PaaS layer for app dev and is enabling an ecosystem of partners to build data products and data services that can be monetized. That's the key, that's the top of the stack. So let's dig into that further in a moment but you're seeing machine intelligence and data being driven into applications and the data and application stacks they're coming together to support the acceleration of physical into digital. It's happening right before our eyes in every industry. We're also seeing the evolution of cloud. It started with the SaaS-ification of the enterprise where organizations realized that they didn't have to run their own software on-prem and it made sense to move to SaaS for CRM or HR, certainly email and collaboration and certain parts of ERP and early IS was really about getting out of the data center infrastructure management business called that cloud 1.0, and then 2.0 was really about changing the operating model. And now we're seeing that operating model spill into on-prem workloads finally. We're talking about here about initiatives like HPE's Green Lake, which we heard a lot about last week at Discover and Dell's Apex, which we heard about in May, in Las Vegas. John Furrier had a really interesting observation that basically this is HPE's and Dell's version of outposts. And I found that interesting because outpost was kind of a wake up call in 2018 and a shot across the bow at the legacy enterprise infrastructure players. And they initially responded with these flexible financial schemes, but finally we're seeing real platforms emerge. Again, we saw this at Discover and at Dell Tech World, early implementations of the cloud operating model on-prem. I mean, honestly, you're seeing things like consoles and billing, similar to AWS circa 2014, but players like Dell and HPE they have a distinct advantage with respect to their customer bases, their service organizations, their very large portfolios, especially in the case of Dell and the fact that they have more mature stacks and knowhow to run mission critical enterprise applications on-prem. So John's comment was quite interesting that these firms are basically building their own version of outposts. Outposts obviously came into their wheelhouse and now they've finally responded. And this is setting up cloud 3.0 or Supercloud, as we like to call it, an abstraction layer, that sits above the clouds that serves as a unifying experience across a continuum of on-prem across clouds, whether it's AWS, Azure, or Google. And out to both the near and far edge, near edge being a Lowes or a Home Depot, but far edge could be space. And that edge again is fragmented. You've got the examples like the retail stores at the near edge. Outer space maybe is the far edge and IOT devices is perhaps the tiny edge. No one really knows how the tiny edge is going to play out but it's pretty clear that it's not going to comprise traditional X86 systems with a cool name tossed out to the edge. Rather, it's likely going to require a new low cost, low power, high performance architecture, most likely RM based that will enable things like realtime AI inferencing at that edge. Now we've talked about this a lot on Breaking Analysis, so I'm not going to double click on it. But suffice to say that it's very possible that new innovations are going to emerge from the tiny edge that could really disrupt the enterprise in terms of price performance. Okay, two other quick observations. One is that data protection is becoming a much closer cohort to the security stack where data immutability and air gaps and fast recovery are increasingly becoming a fundamental component of the security strategy to combat ransomware and recover from other potential hacks or disasters. And I got to say from our observation, Veeam is leading the pack here. It's now claiming the number one revenue spot in a statistical dead heat with the Dell's data protection business. That's according to Veeam, according to IDC. And so that space continues to be of interest. And finally, Broadcom's acquisition of Dell. It's going to have ripple effects throughout the enterprise technology business. And there of course, there are a lot of questions that remain, but the one other thing that John Furrier and I were discussing last night John looked at me and said, "Dave imagine if VMware runs better on Broadcom components and OEMs that use Broadcom run VMware better, maybe Broadcom doesn't even have to raise prices on on VMware licenses. Maybe they'll just raise prices on the OEMs and let them raise prices to the end customer." Interesting thought, I think because Broadcom is so P&L focused that it's probably not going to be the prevailing model but we'll see what happens to some of the strategic projects rather like Monterey and Capitola and Thunder. We've talked a lot about project Monterey, the others we'll see if they can make the cut. That's one of the big concerns because it's how OEMs like the ones that are building their versions of outposts are going to compete with the cloud vendors, namely AWS in the future. I want to come back to the comment on the data stack for a moment that we were talking about earlier, we talked about how the big data ecosystem that was once coalescing around hadoop dispersed. Well, the data value chain is reforming and we think it looks something like this picture, where cloud infrastructure lives at the bottom. We've said many times the cloud is expanding and evolving. And if companies like Dell and HPE can truly build a super cloud infrastructure experience then they will be in a position to capture more of the data value. If not, then it's going to go to the cloud players. And there's a live data layer that is increasingly being converged into platforms that not only simplify the movement in ELTing of data but also allow organizations to compress the time to value. Now there's a layer above that, we sometimes call it the super PaaS layer if you will, that must comprise open source tooling, partners are going to write applications and leverage platform APIs and build data products and services that can be monetized at the top of the stack. So when you observe the battle for the data future it's unlikely that any one company is going to be able to do this all on their own, which is why I often joke that the 2020s version of a sweaty Steve Bomber running around the stage, screaming, developers, developers developers, and getting the whole audience into it is now about ecosystem ecosystem ecosystem. Because when you need to fill gaps and accelerate features and provide optionality a list of capabilities on the left hand side of this chart, that's going to come from a variety of different companies and places, we're talking about catalogs and AI tools and data science capabilities, data quality, governance tools and it should be of no surprise to followers of Breaking Analysis that on the right hand side of this chart we're including the four principles of data mesh, which of course were popularized by Zhamak Dehghani. So decentralized data ownership, data as products, self-serve platform and automated or computational governance. Now whether this vision becomes a reality via a proprietary platform like Snowflake or somehow is replicated by an open source remains to be seen but history generally shows that a defacto standard for more complex problems like this is often going to emerge prior to an open source alternative. And that would be where I would place my bets. Although even that proprietary platform has to include open source optionality. But it's not a winner take all market. It's plenty of room for multiple players and ecosystem innovators, but winner will definitely take more in my opinion. Okay, let's close with some ETR data that looks at some of those major platform plays who talk a lot about digital transformation and world changing impactful missions. And they have the resources really to compete. This is an XY graphic. It's a view that we often show, it's got net score on the vertical access. That's a measure of spending momentum, and overlap or presence in the ETR survey. That red, that's the horizontal access. The red dotted line at 40% indicates that the platform is among the highest in terms of spending velocity. Which is why I always point out how impressive that makes AWS and Azure because not only are they large on the horizontal axis, the spending momentum on those two platforms rivals even that of Snowflake which continues to lead all on the vertical access. Now, while Google has momentum, given its goals and resources, it's well behind the two leaders. We've added Service Now and Salesforce, two platform names that have become the next great software companies. Joining likes of Oracle, which we show here and SAP not shown along with IBM, you can see them on this chart. We've also plotted MongoDB, which we think has real momentum as a company generally but also with Atlas, it's managed cloud database as a service specifically and Red Hat with trying to become the standard for app dev in Kubernetes environments, which is the hottest trend right now in application development and application modernization. Everybody's doing something with Kubernetes and of course, Red Hat with OpenShift wants to make that a better experience than do it yourself. The DYI brings a lot more complexity. And finally, we've got HPE and Dell both of which we've talked about pretty extensively here and VMware and Cisco. Now Cisco is executing on its portfolio strategy. It's got a lot of diverse components to its company. And it's coming at the cloud of course from a networking and security perspective. And that's their position of strength. And VMware is a staple of the enterprise. Yes, there's some uncertainty with regards to the Broadcom acquisition, but one thing is clear vSphere isn't going anywhere. It's entrenched and will continue to run lots of IT for years to come because it's the best platform on the planet. Now, of course, these are just some of the players in the mix. We expect that numerous non-traditional technology companies this is important to emerge as new cloud players. We've put a lot of emphasis on the data ecosystem because to us that's really going to be the main spring of digital, i.e., a digital company is a data company and that means an ecosystem of data partners that can advance outcomes like better healthcare, faster drug discovery, less fraud, cleaner energy, autonomous vehicles that are safer, smarter, more efficient grids and factories, better government and virtually endless litany of societal improvements that can be addressed. And these companies will be building innovations on top of cloud platforms creating their own super clouds, if you will. And they'll come from non-traditional places, industries, finance that take their data, their software, their tooling bring them to their customers and run them on various clouds. Okay, that's it for today. Thanks to Alex Myerson, who is on production and does the podcast for Breaking Analysis, Kristin Martin and Cheryl Knight, they help get the word out. And Rob Hoofe is our editor and chief over at Silicon Angle who helps edit our posts. Remember all these episodes are available as podcasts wherever you listen. All you got to do is search Breaking Analysis podcast. I publish each week on wikibon.com and siliconangle.com. You can email me directly at david.vellante@siliconangle.com or DM me at dvellante, or comment on my LinkedIn posts. And please do check out etr.ai for the best survey data in the enterprise tech business. This is Dave Vellante for theCUBE's Insights powered by ETR. Thanks for watching be well. And we'll see you next time on Breaking Analysis. (upbeat music)

>>the Cube presents H p E discover 2022. Brought to you by H P E. >>Okay, we're back at HPD. Discovered 2022 This is Day Three. We're kind of in the mid point of day three. John Furry and Dave Volonte Wall to wall coverage. I think there are 14th hp slash hp Discover we've sort of documented the history of the company over the last decade. Plus, I'm not a is here is executive vice president at Infosys and Cejudo. Sankaran Kutty is the CEO and vice president of Infosys. Infosys doing some amazing work in the field with clients. Guys, Thanks for coming on the Cube. Thank >>you for the opportunity. >>Yeah, absolutely so. Digital transformation. It's all the buzz word kind of pre pandemic. It was sort of Yeah, you know, we'll get there a lot of lip service to it. Some Some started the journey and then, of course, pandemic. If you weren't digital business, you are out of business. What are the trends that you're seeing now that we're exiting the isolation economy? >>Yeah, um, again, as you rightly called out pre pandemic, it was all about using sort of you know innovation at scale as one of the levers for digital transformation. But if you look at now, post Pandemic, one of the things that we see it's a big trend is at a broad level, right? Digital transformation is not about cost. Take out. Uh, it's all about growth, right? So essentially, uh, like, uh, what we hear from most of the CEO s and most of the customers and most of the executives in the tech company, Digital transformation should be used for business growth. And essentially, it means three things that we see three trends in that space. One is how can you build better products and solutions as part of your transformation strategy? How can you basically use digital transformation to expand into new markets and new new territories and new regions? And the third is, how can you better the experience for your customers? Right. So I think that is broadly what we see as, uh, some other things. And essentially, if you have better customer experience, they will buy more. If you expand into new markets, your revenue will increase. If you actually build better products and solutions, consumers will buy it right, so It's basically like a sort of an economy that goes hand in hand. So I would say the trend is clearly going towards business growth than anything else when it comes to the, >>you know, follow up on that. We had I d. C on yesterday and they were sharing with some of their high level numbers. We've looked at this and and and it seems like I t spending is pretty consistent despite the fact that, for example, you know, the to see the consumer businesses sort of tanking right now. Are you seeing any pullback or any evidence that people are pulling the reins back on the digital transformation Or they just going because if they don't keep keep moving fast, they're gonna fall behind. What are you seeing there? Absolutely. >>In fact, you know what? What we call them as the secular headwinds, right? I mean, if you look at the headwinds here, we see digital transformation is in the minds of everybody, every customer, right. So while there are budget constraints, where are all these macro tailwinds as we call with respect to inflation, with respect to what's happening with Russia and Ukraine with respect to everything that's happening with respect to supply chain right. I think we see some of those tail headwinds. But essentially, digital transformation is not stopping. Everybody is going after that because essentially they want to be relevant in the market. And if they want to be relevant in the market, they have to transform. And if they have to transform, they have to adopt digital transformation. >>Basically, there's no hiding anymore. You know, hiding and you can't hide the projects and give lip service because there's evidence of what the consequences are. And it can be quantified. Yes, you go out of business, you lose money. You mentioned some of the the cost takeouts growth is yes. So I got given the trends and the headwinds and the tail winds. What are you guys seeing as the pattern of companies that came out of the pandemic with growth? And what's going on with that growth driver? What are the elements that are powering companies to grow? Is that machine learning? Is that cloud scales and integration? What are some of the key areas that's given that extra up into the right? >>Yes, I I would say there are six technologies that are defining how growth is being enabled, right? So I think we call it as cloud ai edge five g, Iot and of course, everything to do with a And so these are six technologies that are powering digital transformation. And, uh, one of the things that we are saying is more and more customers are now coming and saying that we want to use these six technologies to drive business outcomes. Uh, for example, uh, we have a very large oil and gas customer of ours who says that, you know, we want to basically use cloud as a lever to Dr Decarbonization. E S G is such a big initiative for everybody in the SGS in the minds of everybody. So their outcome of using technology is to drive decarbonization. And they don't make sure that, you know, they achieve the goals of E. S G. Right There is another customer of ours in the retail space. They are saying we want to use cloud to drive experience for our employees. So I would say that you know, there is pretty much, you know, all these drivers which are helping not just growing their business, but also bettering the experience and meeting some of the organisation goals that they have set up with respect to cloud. So I would say Cloud is playing a big role in every digital transformation initiative of the company. >>How do you spend your time? What's the role of the CEO inside of a large organisation like Infosys? >>So, um, one is in terms of bringing in an outside in view of how technology is making an impact to our customers. And I'm looking at How do we actually start liberating some of these technologies in building solutions, you know, which can actually drive value for our customers? That's one of the focus areas. You know what I do? Um, And if you look at some of the trends, you know what we have seen in the past years as well as what we're seeing now? Uh, there's been a huge spend around cloud which is happening with our customers and predominantly around the cloud Native application development, leveraging some of the services. What's available from the cloud providers like eh? I am l in Hyoty. Um, and and there's also a new trend. You know what we are seeing off late now, which is, um, in terms of improving the experience overall experience liberating some of the technologies, like technologies like block, block, chain as well as we are, we are right, and and this is actually creating new set of solutions. Um, new demands, you know, for our customers in terms of leveraging technologies like matadors leveraging technologies like factory photo. Um, and these are all opportunities for us to build solutions, you know, which can, you know, improve the time to market for our customers in terms of adopting some of these things. Because there has been a huge focus on the improved end user experience or improve experience improved, uh, productivity of, uh, employees, you know, which is which has been a focus. Uh, post pandemic. Right? You know, it has been something which is happening pre pandemic, but it's been accelerated Post pandemic. So this is giving an opportunity for for my role right now in terms of liberating these technologies, building solutions, building value propositions, taking it to our customers, working with partners and then trying to see how we can have this tightly integrated with partners like HP E in this case, and then take it jointly to the market and and find out you know, what's what's the best we can actually give back to our customers? >>You know, you guys have been we've been following you guys for for a long, long time. You've seen many cycles, uh, in the industry. Um, and what's interesting to get your reaction to what we're seeing? A lot of acceleration points, whether it's cloud needed applications. But one is the software business is no longer there. It's open source now, but cloud scale integrations, new hybrid environment kind of brings and changes the game, so there's definitely software plentiful. You guys are doing a lot of stuff with the software. How are customers integrated? Because seeing more and more customers participating in the open source community uh, so what? Red hat's done. They're transforming the open shift. So as cloud native applications come in and get scale and open source software, cloud scale performance and integrations are big. You guys agree with that? >>Absolutely. Absolutely. So if you if you look at it, um, right from the way we can't socialise those solutions, um, open source is something What we have embedded big way right into the solution. Footprint. What we have one is, uh, the ability for us to scale the second is the ability for us to bring in a level of portability, right? And the third is, uh, ensuring that there is absolutely no locking into something. What we're building. We're seeing this this being resonated by our customers to because one is they want to build a child and scalable applications. Uh, it's something where the whole, I would say, the whole dependency on the large software stacks. Uh, you know, the large software providers is likely diminishing now, right? Uh, it's all about how can I simplify my application portfolio Liberating some of the open source technologies. Um, how can I deploy them on a multi cloud world liberating open standards so that I'm not locked into any of these providers? Um, how can I build cloud native applications, which can actually enable portability? And how can I work with providers who doesn't have a lock in, you know, into their solutions, >>And security is gonna be embedded in everything. Absolutely. >>So security is, uh, emperor, right from, uh, design phase. Right? You know, we call it a secure by design And that's something What? We drive for our customers right from our solutions as well as for developing their own solutions >>as opposed to secure by bolt on after the fact. What is the cobalt go to market strategy? How does that affect or how you do business within the HP ecosystem? Absolutely. >>I think you know what we did in, uh, in 2000 and 20. We were the first ones, uh, to come out with an integrated cloud brand called Cobalt. So essentially, our thought process was to make sure that, you know, we talk one consistent language with the customer. There is a consistent narrative. There is a consistent value proposition that we take right. So, essentially, if you look at the Cobalt gold market, it is based on three pillars. The first pillar is all about technology solutions. Getting out of data centres migrating were close to cloud E r. P on Cloud Cloud, Native Development, legacy modernisation. So we'll continue to do that because that's the most important pillar. And that's where our bread and butter businesses right. The second pillar is, uh, more and more customers are asking industry cloud. So what are you specifically doing for my industry. So, for example, if you look at banking, uh, they would say we are focused on Modernising our payment systems. We want to reduce the financial risk that we have because of anti money laundering and those kind of solutions that they're expecting. They want to better the security portion. And of course, they want to improve the experience, right? So they are asking for each of these imperatives that we have in banking. What are some of those specific industry solutions that you are bringing to the table? Right. So that's the second pillar of our global go to market. And the third pillar of our go to market as soon as I was saying is looking at what we call us Horizon three offerings, whether it is metal wars, whether it is 13.0, whether it is looking at something else that will come in the future. And how do we build those solutions which can become mainstream the next 18 to 24 months? So that's essentially the global >>market. That's interesting. Okay, so take the banking example where you've got a core app, it's probably on Prem, and it's not gonna have somebody shoved into the cloud necessarily. But they have to do things like anti money, money laundering and know your ky. See? How are they handling that? Are they building micro services? Are you building for them microservices layers around that that actually might be in the cloud or cloud Native on Prem and Greenway. How is that? How are customers Modernising? >>Absolutely brilliant question. In fact, what we have done is, uh, as part of cobalt, we have something called a reference. Architecture are basically a blueprint. So if you go to a bank and you're engaging a banking executive, uh, the language that we speak with them is not about, uh, private cloud or public cloud or AWS or HP or zero, right? I mean, we talk the language that they understand, which is the banking language. So we take this reference architecture, and we say here is what your core architecture should look like. And, as you rightly called out, there is K. I see there is retail banking. There is anti money laundering. There is security experience. Uh, there are some kpi s and those kind of things banking a PSR open banking as we call, How do we actually bring our solutions, which we have built on open source and something that are specific to cloud and something that our cloud neutral and that's what we take them. So we built this array of solutions around each of those reference architectures that we take to our customers. >>Final question for you guys. How are you guys leveraging the H, P E and new Green Lake and all the new stuff they got here to accelerate the customers journey to edge the cloud? >>So I would say it on three areas right now. This is one is Obviously we are working very closely with HP in terms of taking out solutions jointly to the market and, um, leveraging the whole green late model and providing what I call it as a hyper scale of like experience for our customers in a hybrid, multi cloud world. That's the first thing. The second thing is Onion talked about the cobalt, right? It's an important, I would say, an offering from, uh, you know and offering around cloud from our side. So what we've done is we've closely integrated the assets. You know what I was referring to what we have in our cobalt, uh, under other Kobold umbrella very closely with the HP ecosystem, right? You know, it can be tools like the Emphasis Polly Cloud Platform or the Emphasis pollinate platform very tightly integrated with the HP stack, so that we could actually offer the value proposition right across the value chain. The thought of you know we have actually taken the industry period, like what again mentioned right in terms of rather than talking about a public cloud or a private cloud solution or an edge computing solution. We actually talk about what exactly are the problem statements? What is there in manufacturing today? Or it's there in financial industries today? Or or it's in a bank today or whatever it's relevant to the industry. That's an industry people. So we talk right from an industry problem and and and and and and build that industry, industry people solutions, leveraging the assets, what we have in the and the framework that we have within the couple, plus the integrated solutions. What we bring along with HB. That's that's Those are the three things, what we do along with >>it and that that industry pieces do. There's a whole data layer emerging those industries learning cos they're building their own clouds. Look, working with companies like you because they want to monetise. That's a big part of their digital strategy, guys. Thanks so much for coming on the cue. Thank you. Appreciate your time. Thank >>you. Thank you very much. Really appreciate. >>Thank you. Thank you for watching John and I will be back. John Ferrier, Development at HPD Discovered 2022. You're watching the queue? >>Yeah. >>Mm.

>>The cube presents HPE discover 2022 brought to you by HPE, >>Where back you watching the Cube's coverage. HPE discover 2022. This is day three, Dave Valante with John furrier. Ricky Cooper is here. He is the vice president slash newly minted SP we're gonna talk about that of global and transformational partners at VMware and rock LA Vista. Who's the vice president of worldwide GreenLake cloud services at the transformation, the transformational partner of Hewlett Packard enterprise guys. Welcome to the program. Thanks for coming >>On. Thank you. Thank you very much. Thank >>You. So really interesting title and you've got a new role. Yeah. Right. Explain that. >>Well, I'm the interim SVP for the channel and for the commercial business at VMware, I also have the global, my existing role is global and transformational partners. So that's our, you know, our largest OEMs and also the transformational partners, which is more the, you know, the, the reseller stroke, um, services element of our business. >>I remember in, uh, John and I started the cube in 2010. Yeah. And the second show we did, third show actually was wasm world 2010. >>And Ritz was the CEO at the time, huge >>Booth. It was amazing. And, and HP at the time was all over, you know, of, of the cube and of course, world, and you guys have been partners for a long, long time Roco. So maybe give us a little bit >>Of the history AB absolutely. So for 20 years, H P H P has been partnered with VMware in delivering virtualization technology and solutions to our customer base. And while that partnership is strong, and I remember some of the market share numbers were like 45% of VMware software stack is running on HPE servers and technology. I think about how that's evolved, right? Like strong history, strong partnership. And when I say strong, I'm not talking about marketing fluff, I'm not talking about slideware. I'm talking about at a ground level that the account teams get together and talk about what those customers that they're working with. They get together and figure out what outcome they're trying to solve for. And we bring that technology together. Now, layering GreenLake GreenLake is taking at the heart of what VMware does with their software stack, combining it with our infrastructure solutions and providing IAS, PAs and CAS capabilities to our customers at the edge in their core, whether it's a data center or, um, colo, as well as providing the common operating model into public cloud. And so we embrace, and the partnership is only getting stronger because of what VMware does with us now with GreenLake, which is everything, what HPE is >>About that is well, well said, I gotta say, I gotta say that was purposely. That was really crisp and, and not to kind of go back and look at the history of the cube, but we've been covering both of you guys. Mm-hmm, <affirmative> deeply been watching the transformation of both companies. It's so clear that VMware is so deep in the operational side of it. Yeah. It's been one of the hallmarks of VMware mm-hmm <affirmative>, uh, vSphere, um, all that technology. You guys have been powering with the hardware now, GreenLake, we had a demo yesterday with the storage team, they're provisioning, storage, Amazon storage, and on premise and edge. So we see VMware as a massive service layer in this new model. Very key. How deep, uh, is it going now with the GreenLake? Can you share what's different with the relationship, I get the account deep account partner sharing, but now that green Lake's out there, you have an ecosystem. VMware has an ecosystem. Absolutely. A big one. Yeah. You know, so take >>This and is really where we're looking to improve things. So let me, let me start by saying, we've just been voted the 20, 20, uh, partner of the year, uh, here with HPE this week. And that news is out there and, uh, was issued a couple of days ago, which is fantastic for the two companies and shows the direction where we are now and where we're looking to go forward. I think there's a lot of work to be done behind the scenes. As we emerge as an independent company, there's a lot of work to be done behind the scenes on how we look at our broader ecosystem and certainly our largest OEMs of which, you know, HPE, as Roco said, 20 years of great partnership there, the next stage is how do we really get the teams equipped and plug into GreenLake? Um, you know, we've had a relationship very well known with Dell for the last, you know, for the last five years, we've grown that business at an amazing rate. We've got a whole bunch of personnel still working on, on those areas. We're in a position now where we can sort of redeploy some of those, um, over some of the headcount to really drive our mission here with our other partners. And certainly with HPE, >>Well, the integration piece that you guys have co co-engineering on that's well documented. Yeah. But with the ecosystem specifically, this is a net new thing for GreenLake and frankly, us analysts. And we had IDC on yesterday. We're looking at that as a benchmark, we're gonna be measuring GreenLake success by how well the ecosystem is so correct. Welcome to the party, VMware and HPE. That is it. You didn't have to have that big ecosystem cuz you had the channel, your HP had a strong channel mm-hmm <affirmative> but now it's an ecosystem game. Talk about that. >>Customers have that expectation, right? And if you think about what we've built, we've got an ecosystem we re we, um, announced Mar the marketplace for GreenLake right now, VMware has their own marketplace, but by standardizing on their technology in our private cloud enterprise, which was also announced here at discover, which is deeply rooted with VMware technology in it, we now are able to take advantage of their marketplace. Plus all the others that we're bringing into GreenLake and effectively solve for the customer's most complex business problems. Because if you want to be successful, you have to think that the world is open and hybrid. And that means partnerships with everybody mm-hmm <affirmative> you can't think I won't partner because they're a competitor or they may have a product that competes with me. It starts and ends with what the customer wants and needs and solving for that business objective. That means partnering well. >>Well you guys have, you know, they're they own the operator it ops. Yeah. I would say ops op side, clearly mm-hmm <affirmative>. And with the cloud native momentum that VMware has and what you guys have been doing, I just see a nice fit there. What are some of the customers say? I mean, what's some of the, what's the, what's the market telling you with GreenLake and VMware? What's the number one thing people love? Well, >>Just, just look at GreenLake at its core. And the very simplistic pays your grow model, right? The hardware doesn't grow without software. You don't scale the hardware or scale it back without software. And so what are we doing in within GreenLake? We're taking the VMware stack and we're scaling it with the hardware up and down for customers. They no longer have to worry about the balancing act between how much infrastructure I have to buy. How much software do I have to marry up to it? Are they outta sync? Right? We're solving that together for our customers. That's what they want at, at a very simplistic view, right? Then they say, Hey, give me the life cycle management of this platform, right? I don't wanna have to spend it cost operations, have employees dealing with very rudimentary life cycle management and the toil that it comes with. That's a big cost element when customers are creating snowflakes, mm-hmm <affirmative> in their it operations, they're adding cost. And what we're doing through this partnership, what we're doing with private cloud enterprise is eliminating that toil and, and helping optimize that operating mind >>You're simplifying. Oh, absolutely. >>So I wanna standardizing there a little bit as well. Right? So that, that's a, a great point and BRCA has made several there, but the next stage for us and what we've been talking about a lot this week is how do we sort of standardize what are the three or four things that customers are gonna recognize this partnership for? You know, be that, um, anywhere workspace be that multi-cloud, what are the three or four things that we can say, Hey, these two companies together are fantastic. And how do you then security get up and yeah. Security, security. Yeah. How do you then get that up and running in a green lake environment, but also on the back end, ensure that your operations are seamless and it's a great customer experience. >>So Ricky, that and Roco, I want to, uh, rewind two clicks back in the context of standards in the partner conversation, the ecosystem conversation, are you at a point where you can cuz you're basically saying you can cross pollinate the ecosystems and the partnerships. Yeah. But you got different, you know, business practices, different legal contracts and so forth. Are you able to create standardization at that layer within the partners beyond just YouTube within your respective ecosystems? Is that it sounds like that's a really difficult challenge, but it could deliver customer benefit in terms of reducing >>Friction. Absolutely. It does. And that's what we've gotta work towards. So right now operation wise, contract wise, that's exactly what we're here working through. It's not easy, but the teams are all fully behind it and that's the Nirvana for us is to be in that >>Position. Well, and, and what I really like where we are in this partnership at, in a point in time, VMware is spun off from Dell. If there's any confusion by our customer base, that VMware is going to not only work with us as they've done traditionally, but maybe get closer and not worry about this standardization, this approach, this ecosystem of players. I mean, you know, Ricky and I talked about this, like this only gets better. Yeah. Because of that. >>Yeah. The market dynamics are your friend right now. I think, yeah. That's definitely the case and the history is key, but the technical trends that we had an earlier panel on here, uh, with the technologists coming together, mm-hmm, <affirmative>, there's big changes happening. The edge is exploding rapidly accelerating with machine learning. You're seeing it ops turn into ML ops mm-hmm <affirmative>, you're starting to see the edged industrial edge explode, um, even into space. So like you have technology shifts. Yeah. And IDC pointed out that the B2B growth trends, even it spend, you want even call it, it spend or cloud spend or cloud ops is still up to the right. Yeah. Even during recession. >>And that is where all the opportunity is. So, you know, not just focusing on what we do today, let's think outside the box, we're doing some great things together, you know, in the, in the AI space and we've Invidia and between the two teams, some amazing things are happening and we've just gotta continue that. But focus is gonna be essential in the early stages to make sure you've got two or three things built out very well. And then the rest of the business that's already happening out there between the two companies is a bit more programmatic. >>Yeah. It's interesting. The V the VMware relationship with the hyperscale. I know we've covered, uh, the AWS announcement like six years ago. I forget what it was, Dave, four 60 years. Ragoo was there with Andy Ja, pat Gelsinger and, and, uh, all the top dogs there, but that's just Amazon. It's still the VMware instances on the cloud there. Yeah. The customers we're hearing here at GreenLake is that they want the single pain in cloud hate. They use that term. It's kind of an old term. That's kind of what we're seeing. They >>Still want it because nobody's giving it to 'em. >>So this, and then outpost, which is launched four years ago, kind of not working well for Amazon because EKS and open standards and, and other hardware platforms, which is essentially hardware mm-hmm <affirmative>, which is not Amazon's game. And they're, although they do great hardware in the cloud, but they're not, they're not hardware people >>Wait. So you're talking about like the public cloud guys trying to get into the edge, but look, the world is hybrid in no point, in instance, in time, do I ever believe that Azure will be able to control AWS nor GCP versus place versa? Right? And then this idea that you can go from the outside in is interesting, but where data's created, where the applications are, where the digital and the analog world meet as at the edge and for our customers, they're creating transactions and data at the edge. Mm-hmm, <affirmative>, that's where the control plane should start not in the public. And so, given that, and working with VMware, we're able to say where the data lives, where the application is sitting, where the digital transformation is happening. It's from the inside out that you provide a standard operating model across all your clouds, right? They're never gonna be able to give that to you unless you're a hundred percent in their cloud, including what they do at the edge. What we're doing with GreenLake is saying, we're giving you that edge to colo, to core data center, to public cloud operating model, that you're not having multiple snowflakes of an operating model for each one of those clouds. And VMware is at the core of that. >>And it's a global model. And Ricky, I'm guessing from your, what I would call an accent that you weren't born in America. Correct. I know where this Yankee fan was. >>Yeah. >>That's a >>Don't pin Yankee fan on the >>That's fan. Yeah. Okay. So despite 1986 we'll >>So >>I wanted to ask if, how you're able to take these standards overseas. Um, and because of course, you know, you know, well, John, as do I, different countries of different, different projects, governance issues, are you able to take this to make this a global? >>Absolutely. And, and the work I was talking about within Nvidia and HP is a great example because we've gone the other way. It's coming from Asia, where we've set up some best practice in the work that they're doing there, and it's coming across into Europe and coming across into the us. So it's all about finding, you know, finding the right solutions that we were talking about earlier. What's going to work, building out, investing that's something. I think that we we've missed a trick on, you know, through, through the past sort of four or five years, VMware really leaning in and really holding a hand here of HPE. The team were a huge team, turned up to the, to, to this event from all over the world. They're here demonstrating exactly what you're talking about, the standards with Nvidia, that message. And then you take that and make sure that it's not a snowflake just happening in Asia. You're bringing it across the world and, and you're getting the, you know, the impetus and the, uh, push behind that. >>You say, snowflake, I think of snowflake. We just covered their event too. Yeah. Yeah. Not snowflake and snowflake. Um, um, but final question as we wrap up, um, we got world converted to now called VMware Explorer. Yeah. So we're gonna be there again on the floor, two sets with the cube, um, that's changing. What can we expect to see from the relationship? What's the scorecard gonna look like? What, what's the metrics you guys are measuring yourselves on and what can customers expect from the HPE, um, VMware next level relationship partnership? >>Uh, for me, it's very simple. We measure our success based on the customer response. Are we solving for what they want us to be solving for? And that will prove itself out in how we're solutioning for them, the feedback that they give us and this discover event in terms of what we've released, the announcements between private cloud enterprise, the marketplace, um, what we're doing with this relationship since the Dell spinoff, the feedback has been amazing. Amazing, great. And I am thankful, thankful for the partnership. >>Awesome. Wrap way to bring us home Rocko. Thank you for that. And thank you, Ricky, for coming on the great, great >>Job you guys been great. Thank you. Thank you. >>Thanks very much. All right. And thank you for watching this, Dave Valante for John furrier day three of HPE, discover 2022. You're watching the cube, the leader in live enterprise and emerging tech coverage. We'll be right back.

>>the Cube presents H P E discovered 2022. Brought to you by H P E. >>Hi, buddy Dave Balon and Jon Ferrier Wrapping up the cubes. Coverage of day two, hp Discover 2022. We're live from Las Vegas. Vishal Lall is here. He's the senior vice president and general manager for HP ES Green Lake Cloud Services Solutions. Michelle, good to see you again. >>Likewise. David, good to see you. It was about a year ago that we met here. Or maybe nine months >>ago. That's right. Uh, September of last year. A new role >>for you. Is that right? I was starting that new role when I last met you. Yeah, but it's been nine months. Three quarters? What have you learned so far? I mean, it's been quite a right, right? I mean, when I was starting off, I had, you know, about three priorities we've executed on on all of them. So, I mean, if you remember back then they we talked about, you know, improving a cloud experience. We talked about data and analytics being a focus area and then building on the marketplace. I think you heard a lot of that over the last couple of days here. Right? So we've enhanced our cloud experience. We added a private cloud, which was the big announcement yesterday or day before yesterday that Antonio made so that's been I mean, we've been testing that with customers. Great feedback so far. Right? And we're super excited about that. And, uh, you know, uh, down there, the test drive section people are testing that. So we're getting really, really good feedback. Really good acceptance from customers on the data and Analytics side. We you know, we launched the S three connector. We also had the analytics platform. And then we launched data fabric as a service a couple of days ago, right, which is kind of like back into that hybrid world. And then on the marketplace side, we've added a tonne of partners going deep with them about 80 plus partners now different SVS. So again, I think, uh, great. I think we've accomplished a lot over the last three quarters or so lot more to be done. Though >>the marketplace is really interesting to us because it's a hallmark of cloud. You've got to have a market price. Talk about how that's evolving and what your vision is for market. Yes, >>you're exactly right. I mean, having a broad marketplace provides a full for the platform, right? It's a chicken and egg. You need both. You need a good platform on which a good marketplace can set, but the vice versa as well. And what we're doing two things there, Right? One Is we expanding coverage of the marketplace. So we're adding more SVS into the marketplace. But at the same time, we're adding more capabilities into the marketplace. So, for example, we just demoed earlier today quickly deploy capabilities, right? So we have an I S p in the marketplace, they're tested. They are, uh, the work with the solution. But now you can you can collect to deploy directly on our infrastructure over time, the lad, commerce capabilities, licencing capabilities, etcetera. But again, we are super excited about that capability because I think it's important from a customer perspective. >>I want to ask you about that, because that's again the marketplace will be the ultimate arbiter of value creation, ecosystem and marketplace. Go hand in hand. What's your vision for what a successful ecosystem looks like? What's your expectation now that Green Lake is up and running. I stay up and running, but like we've been following the announcement, it just gets better. It's up to the right. So we're anticipating an ecosystem surge. Yeah. What are you expecting? And what's your vision for? How the ecosystem is going to develop out? Yeah. I >>mean, I've been meeting with a lot of our partners over the last couple of days, and you're right, right? I mean, I think of them in three or four buckets right there. I s V s and the I S P is coming to two forms right there. Bigger solutions, right? I think of being Nutanix, right, Home wall, big, bigger solutions. And then they are smaller software packages. I think Mom would think about open source, right? So again, one of them is targeted to developers, the other to the I t. Tops. But that's kind of one bucket, right? I s P s, uh, the second is around the channel partners who take this to market and they're asking us, Hey, this is fantastic. Help us understand how we can help you take this to market. And I think the other bucket system indicators right. I met with a few today and they're all excited about. They're like, Hey, we have some tooling. We have the manage services capabilities. How can we take your cloud? Because they build great practise around extent around. Sorry. Aws around? Uh, sure. So they're like, how can we build a similar practise around Green Lake? So again, those are the big buckets. I would say. Yeah, >>that's a great answer. Great commentary. I want to just follow up on that real quick. You don't mind? So a couple things we're seeing observing I want to get your reaction to is with a i machine learning. And the promise of that vertical specialisation is creating unique opportunities on with these platforms. And the other one is the rise of the managed service provider because expertise are hard to come by. You want kubernetes? Good luck finding talent. So managed services seem to be exploding. How does that fit into the buckets? Or is it all three buckets or you guys enable that? How do you see that coming? And then the vertical piece? >>A really good question. What we're doing is through our software, we're trying to abstract a lot of the complexity of take communities, right? So we are actually off. We have actually automated a whole bunch of communities functionality in our software, and then we provide managed services around it with very little. I would say human labour associated with it is is software manage? But at the same time we are. What we are trying to do is make sure that we enable that same functionality to our partners. So a lot of it is software automation, but then they can wrap their services around it, and that way we can scale the business right. So again, our first principle is automated as much as we can to software right abstract complexity and then as needed, uh, at the Manus Services. >>So you get some functionality for HP to have it and then encourage the ecosystem to fill it in or replicated >>or replicated, right? I mean, I don't think it's either or it should be both right. We can provide many services or we should have our our partners provide manage services. That's how we scale the business. We are the end of the day. We are product and product company, right, and it can manifest itself and services. That discussion was consumed, but it's still I p based. So >>let's quantify, you know, some of that momentum. I think the last time you call your over $800 million now in a are are you gotta You're growing at triple digits. Uh, you got a big backlog. Forget the exact number. Uh, give us a I >>mean, the momentum is fantastic Day. Right. So we have about $7 billion in total contract value, Right? Significant. We have 1600 customers now. Unique customers are running Green Lake. We have, um, your triple dip growth year over year. So the last quarter, we had 100% growth year over year. So again, fantastic momentum. I mean, the other couple, like one other metric I would like to talk about is the, um the stickiness factor associated tension in our retention, right? As renewal's is running in, like, high nineties, right? So if you think about it, that's a reflection of the value proposition of, like, >>that's that's kind of on a unit basis, if you will. That's the number >>on the revenue basis on >>revenue basis. Okay? >>And the 1600 customers. He's talking about the size and actually big numbers. Must be large companies that are. They're >>both right. So I'll give you some examples, right? So I mean, there are large companies. They come from different industries. Different geography is we're seeing, like, the momentum across every single geo, every single industry. I mean, just to take some examples. BMW, for example. Uh, I mean, they're running the entire electrical electric car fleet data collection on data fabric on Green Lake, right? Texas Children's Health on the on the healthcare side. Right On the public sector side, I was with with Carl Hunt yesterday. He's the CEO of County of Essex, New Jersey. So they are running the entire operations on Green Lake. So just if you look at it, Barclays the financial sector, right? I mean, they're running 100,000 workloads of three legs. So if you just look at the scale large companies, small companies, public sector in India, we have Steel Authority of India, which is the largest steel producer there. So, you know, we're seeing it across multiple industries. Multiple geography is great. Great uptake. >>Yeah. We were talking yesterday on our wrap up kind of dissecting through the news. I want to ask you the question that we were riffing on and see if we can get some clarity on it. If I'm a customer, CI or C so or buyer HP have been working with you or your team for for years. What's the value proposition? Finish this sentence. I work with HPV because blank because green like, brings new value proposition. What is that? Fill in that blank for >>me. So I mean, as we, uh, talked with us speaking with customers, customers are looking at alternatives at all times, right? Sometimes there's other providers on premises, sometimes as public cloud. And, uh, as we look at it, uh, I mean, we have value propositions across both. Right. So from a public cloud perspective, some of the challenges that our customers cr around latency around, uh, post predictability, right? That variability cost is really kind of like a challenge. It's around compliance, right? Uh, things of that nature is not open systems, right? I mean, sometimes, you know, they feel locked into a cloud provider, especially when they're using proprietary services. So those are some of the things that we have solved for them as compared to kind of like, you know, the other on premises vendors. I would say the marketplace that we spoke about earlier is huge differentiator. We have this huge marketplace. Now that's developing. Uh, we have high levels of automation that we have built, right, which is, uh, you know, which tells you about the TCO that we can drive for the customers. What? The other thing that is really cool that be introduced in the public in the private cloud is fungible itty across infrastructure. Right? So basically on the same infrastructure you can run. Um, virtual machines, containers, bare metals, any application he wants, you can decommission and commission the infrastructure on the fly. So what it does, is it no matter where it is? Uh, on premises, right? Yeah, earlier. I mean, if you think about it, the infrastructure was dedicated for a certain application. Now we're basically we have basically made it compose herbal, right? And that way, what? Really? Uh, that doesnt increases utilisation so you can get increased utilisation. High automation. What drives lower tco. So you've got a >>horizontal basically platform now that handle a variety of work and >>and these were close. Can sit anywhere to your point, right? I mean, we could have a four node workload out in a manufacturing setting multiple racks in a data centre, and it's all run by the same cloud prints, same software train. So it's really extensive. >>And you can call on the resources that you need for that particular workload. >>Exactly what you need them exactly. Right. >>Excellent. Give you the last word kind of takeaways from Discover. And where when we talk, when we sit down and talk next year, it's about where do you want to be? >>I mean, you know, I think, as you probably saw from discovered, this is, like, very different. Antonio did a live demo of our product, right? Uh, visual school, right? I mean, we haven't done that in a while, so I mean, you started. It >>didn't die like Bill Gates and demos. No, >>no, no, no. I think, uh, so I think you'll see more of that from us. I mean, I'm focused on three things, right? I'm focused on the cloud experience we spoke about. So what we are doing now is making sure that we increase the time for that, uh, make it very, you know, um, attractive to different industries to certifications like HIPAA, etcetera. So that's kind of one focus. So I just drive harder at that adoption of that of the private out, right across different industries and different customer segments. The second is more on the data and analytics I spoke about. You will have more and more analytic capabilities that you'll see, um, building upon data fabric as a service. And this is a marketplace. So that's like it's very specific is the three focus areas were driving hard. All right, we'll be watching >>number two. Instrumentation is really keen >>in the marketplace to I mean, you mentioned Mongo. Some other data platforms that we're going to see here. That's going to be, I think. Critical for Monetisation on the on on Green Lake. Absolutely. Uh, Michelle, thanks so much for coming back in the Cube. >>Thank you. Thanks for coming. All >>right, keep it right. There will be John, and I'll be back up to wrap up the day with a couple of heavies from I d. C. You're watching the cube. Mhm. Mm mm. Mhm.

>>The cube presents HPE discover 2022 brought to you by HPE. >>Hi everybody. Welcome back to the Cube's coverage of HPE. Discover 2022 from the Venetian convention center, formerly the sand convention center in Las Vegas, Dave ante, with John furrier. We're here with Brad parks. Who's the chief product officer at morphia data and Brian Thompson. Who's the vice president of GreenLake cloud product management at Hewlett Packard enterprise gentlemen. Great to see you first time on the queue first time. Wow. I just assumed we've known each other for, so >>We've been around a long time now. I'm happy to be here and thanks for, thanks for making the >>Time. Yeah, you've put a lot of people on the queue, but Morpheus data, when we, you know, we first met, I mean, with your new role here several years ago, tell, give us the update what's Morpheus do, why are you, so why does people, why do people need Morpheus? Think >>People need Morpheus, cuz it is messy, right? Technology promise, you know, simple, better, faster, but it's only gotten more complex, more heterogeneous over the last decade. We are a unified orchestration and automation platform that makes kind of the, the messy labyrinth that is enterprise. It kind of simpler to navigate primary use case. Self-service for developers who wanna push a button, get a database and an abstract deployed into their on-prem or their public cloud without having to wait on it. >>So you've, you've, you've been through the hyper-converged world. You've seen all that hardware come together. The VMware Nutanix of the world's kind of hardware. Now you got this software abstraction where you got operations, you've got AI, you got all kinds of ops AI ops dev ops data ops ops machine, >>You >>Know, they're all there. And so you got developer environments, you got operating environments. It's just getting more complicated at scale. Yep. This is a huge challenge. You guys are tackling this and then by the way, throw in automation in there too. Right? So, so all that's kind of coming together. How does self-service work put all that complication? >>Well, so I was just talking about Robert Christiansen. I know he's probably think he's been on the Q he's on S team and the ven diagram that we see in hundreds of enterprises we talk to is there's a need for central platform engineering at an enterprise to enable developers, to hit a button, get their database, run an I API line, you know, get their app stack deployed. They also wanna do the same thing with Kubernetes, right? Micro clusters deployed, you know, at a service, same thing with Terraform and Ansible. And they're just there aren't enough skilled operators who have moved up that stack. So you have to automate and canonize that knowledge and, and make it easy. >>Brian, one of the sort of pillars of GreenLake is, and as a service is data and we see a change in the way data is data platforms are being architected, data organizations. And one of the things that is a critical principle of sort of what we see as the new data era is self-service infrastructure where the operation of the technical details are an operational detail, not the be all end, all, you have to go beg and get data out. Okay. So you guys are building out, I think, consistent with that principle self-service infrastructure. That's right. So where does Morpheus fit in, in terms of that objective, what's your relationship like and, and help us understand >>That. Yeah. Within GreenLake, specifically think of this as a broad portfolio of different as a service offerings. Part of that key is meeting customers where they are and where they want to be. So we have that array of things which are fully self-service if you will, but serving an it admin type of persona. So it's where as a enterprise, I still have those resources. I want that granular of control all the way through, how do we deliver some of our more advanced cloud services, really trying to serve the end user to your point, how do I empower application owners, developers to, to bring in and, and work with those services? This is key in, in some of those cloud services, we're delivering more of VSC is a key component that we work as we bring to again, provide those interfaces. How do I provide everything from API CLI through a gooey experience that can span across multiple form factors, bring together that more of a homogenous experience? >>What, what options are out there to solve this problem today? I mean, what are the best practices? Is it do it yourself? Is it, you know, a little bit of VMware here, a little bit of, you know, other tooling there, what, what do you see out there in the marketplace? >>I'll give kinda my perspective kind of yeah. Outside the, the tools that we see when we walk into an enterprise, you've got a company that's got a lot of VMware, maybe a little Nutanix, we've got some AWS, they wanna use OpenShift for their clusters. They got Terraform Ansible, and they got service now. And there's a, there's a poor it ops team in the middle, trying to wire all that together. And each of those domains have tried to go up this hill, right. VMware's done with vRealize automation, you know? Yeah. OpenShift will say no where the way, and you use cube vert to >>Do your virtual service now will say the same thing. Right? >>So our goal is, you know, we started in the middle right. Middle out, right. We started unifying that for self-service for developers and finance teams. And we're we're agnostic. We don't have a dog in the fight, right. We don't have a hypervisor business, a hardware business, an ITSM business. We're all about bringing the pieces together. But that said, we work with partners like HP, you have a footprint of thousands of customers who are solving that same problem and need to need to move up stack. So it's been a good win-win. So >>You're not trying to be the cloud operating system per se. I mean, right. The way, the way a VMware wants to be, or you could even argue, well, I guess open, you >>Got, you got the hyperscalers coming down, you got VMware moving up. But again, they all at the end of the day are trying to control their cash cow, right. Their hardcore business. We wanna make them all transparent. So >>Your bet is it's gonna be all of the above. Yeah. That's not gonna change. Right. That's the complexity is, is that right? Or do you think they're gonna consolidate? >>No, I think there's definitely something to that. I also think there's enough. Disparate. Technology's not gonna be one size fits all or one to rule them all. In fact, I think that's part of the examples in the past, like private cloud is we announced yesterday private cloud for enterprise. It's not a new term. People are doing that for quite a while now, but they are typically fairly brittle hand rolled disparate technologies, some poor it team trying to hold it together. So where we can provide that kind of life cycle management in a cloud operating model, remove that complexity and provide that stability. And in that experience across what will be interchangeable parts at times, I think that's really that direction in, >>Yeah. You guys talk about this whole starting in the middle. I like that because there's a skills gap as well. Right. Not only is there for a challenge on it that transforms, there's not enough. People actually know how to manage a Kubernetes cluster spin one up. Yeah. So there's been a rise of managed services. We're seeing come outta the woodwork almost in all areas where it's complex. Yeah. How does that fit into the makeup of as customers, engineer or rearchitect or, or just evolve to edge on premises and public cloud? Yeah. In a cloud operating way, because if I got managed service, do they just plug in, I mean, new orchestrating services, managed services all the above, take us through this dynamic because we're seeing more and more customers saying, just gimme the service. Yeah. >>I, I know manage perspective. This, this kinda goes back to that portfolio of meeting customers where they are. There are some that, that have that expertise in house they're opinionated. They just want a different consumption model. But on the other side of that, it's difficult to attract and retain that type of talent. And if I have limited resources, am I gonna focus on the care and feeding of that underlying infrastructure? Or am I gonna try to up level and focus on things more strategic to the business? So that's where we've certainly been focusing. And I think this type of management capability is what feeds into that. Right? >>Talk about the trust aspect, because if I'm gonna go manage service, it better work. I need to trust it. It's not a zero trust environment. It's actually a trust and verified, but you're seeing the software supply chain is a big discussion point. Developers don't wanna have to get back off their CDC pipeline to go in and manage stuff. So a managed service has to be verified. Yeah. There's a huge trust factor in there. How does what's the status of this now? Is it real? >>I think one of the, one of the pieces we see in terms of trust organizationally, I mean, people in process is always harder than the tech usually. And, and a lot of the trust is just internal. You get, you know, developers don't trust the ops team, right? Security doesn't trust anybody, you know, finance doesn't trust, you know, who's billing them. Part of what we do as a stack is we give each of those stakeholder groups, the ability to get their core needs met without getting each other's way. And from a delivery perspective where we partner with HPE is we are, you know, we're a platform framework, we're a technology provider we're inside, you know, products like the private cloud. We work their GMs team, the manage services team. If they wanna take on more of that operational concern, right. They use us or if the customer wants to manage it themselves. So we we're all about enabling them at the end of the day. And, and HP brings >>And how hard bread is it to unify? UN unification is a great word. I love let's unify everybody. Right. So how, how hard is that? Can you scope that problem statement for us? What does that mean? >>I'll separate it from a technology perspective and then the people process. So a lot of the traditional people that have played in that space that do it yourself, you mention right. Scripting it all together is hard, right? And if you change from cloud a to cloud B, you're set back six months, like why we exist is we wanna very quickly pull the pieces together. We can usually get a POC up and running in about two hours, right? That's a, self-service VMware private cloud, right? That doesn't mean you've solved the organizational inertia. You know, that's, that takes time, weeks, months. And that's where people are like Accenture GreenLake, other SI other channel partners bring that together to, to help make that change happen. >>How mature is the platform? Where are you in terms of determining product market fit? Are you, are you scaling at this point? >>Well, the, the great part about our origin story, right? We got our start as an internal tool set inside a two and a half billion dollar private equity firm that was transforming it at dozens of companies. So we were built for the use case product market fit happened, cuz a bunch of guys needed to get their jobs done. So we've been an outbound since 2015, right? We were top of the stack ranking, you know, all the MQs, all the quadrants, all the analysis. So we think we're their product market fit. The nice thing is customers have actually moved to where we are. Right? Five years ago, cloud management meant cleaning up the lift and shift mess. Now it's automation platform engineering. So it it's a fun time. >>It's it's operational. Yeah. It's they're operationalizing it. >>What's your go to market model. Maybe you could double click on those through >>Partners. So honestly through HP is a big one. We're small, right? We want to be the best unified platform we can be. Our go to market is via technology partners like HPE, right? The other systems integrators, other channel partners globally. So, so yeah. It's >>So then you've got kind of a tiger team overly. Yep. Salesforce is that, that >>Yeah, we've got teams globally. So we've got about 700,000 workloads under management around the world. About 70% of those are OnPrem VMware Nutanix. The rest are up in the public cloud. So we work with partners, solution providers, services, engines to, to help deliver that to >>Customers. What do you make of the 61 billion acquisition of VMware from Broadcom? >>We're, you know, I think your analysis was spot on. It is gonna be a, a war of, you know, what is the, the most profitable to that new Broadcom business and things like vRealize automation, some of these fringe products that are core at a customer use cases, but may not be driving a lot of bottom revenue for VMware, I think are gonna be gonna be on the bubble. And we've seen more interest in the last few weeks from people who just want to hedge their bets. Right. They want to be able to switch from hypervisor a to hypervisor B or cloud a to cloud B without being locked into anyone's stack. And that is, that is why we exist. Mm. >>You wanna comment on that? >>I mean, it's, you know, for HP and from a GreenLake and even just historically, right. It's about customer choice. Mm. We have a strong relationship with VMware. Sure. We have, I don't know how many bajillions of servers out there running VMware that we, we support with. So, you know, it's, it's, it's all just looking at that ecosystem and helping deliver those customer solutions and outcomes is our focus. Yeah. >>Thank >>You. Brian. Talk about the GreenLake success with partners. We're seeing ecosystem is a big part of that and we know the formula for ecosystems create value. What is the pitch that green lakes making to the marketplace right now to attract more folks to build and or integrate into the >>Platform? Yeah. I mean, GreenLake started with a, a vehicle of how do I start to deliver an OPEX model, a consumption model for traditional infrastructure that we've been providing more and more as the services and solutions really have emerged and evolved. It's gone from, how do I just give you kit and a consumption model for it to now looking at embedded solutions with third party ISV software building or wrapping those services around it, really delivering outcomes and solutions you're seeing. And hopefully you'll solve just from announcement more and more of that, where we have kind of turnkey solutions with key partners, how do we bring a marketplace ecosystem together? How do we help enable those kind of full solutions? Because we're not gonna build it all ourselves, right. We wanna make sure that we can deliver those outcomes. >>So marketing is often and should be ahead of the actual product, early days of GreenLake. It was really a, you know, financial model. Sure. Right. Where do, where do you see GreenLake today? How far is it matured? We saw some of the, the announcements yesterday. We saw some demos. Where are we at? >>Yeah. So this actually, I think really the exciting part is you might have heard Antonio refer to as that journey to one each of our different businesses within green or within HPE, they've all been building these cloud services in GreenLake enabled services. But as you saw Alma share the path to the HPE GreenLake cloud platform that really is bringing these services together into a functional platform, right? Common identity, common telemetry services, bringing these together as now, integrable interoperable services. Like you're starting to see that come together and you can really see the Chrome trail of, of where we're going with a very powerful hybrid cloud experience, right? Spanning private public on-prem colo and a, and a full solution set within there. So it that's, that's the exciting part >>For me and Brad Morpheus will be a capability inside of GreenLake that a customer can consume. Do you have to write to GreenLake APIs to enable that? Or is it, is it more just certify that you work inside a GreenLake? What has to get done? I'll say a lot >>Of what they've done is actually written into, into our APIs. Like we've normalized hybrid it. We have a, a database model of every load balance or a cloud endpoint automation tool. So we are, we're all about making it easier to consume it. And the vision that Alma and HP has around GreenLake fits very well with why we exist. So they're able to extract metering data from our, you know, from our API, we know who provisioned what, where how much they spent. So we're a good repository and platform partner for them to, to build on. It's >>Great for that console that you guys have. Yeah. >>You got the, you got the open APIs, you publish those, you guys take advantage of 'em and then sure. Boom. Then you can consume. Got it. All right, guys. Hey, great to see you again, red. Thanks for, for >>Coming on. Thanks. Thanks for having us on >>Our pleasure. Great stuff. Congratulations. Okay. Keep it right there. This is Dave Valante for John furrier. Are you watching the cubes coverage of HPE discover 2022 from Las Vegas? We'll be right back.

>>Que presents HP Discover 2022. Brought to You by HP >>Good morning, everyone. It's the Cube live in Las Vegas. Day two of our coverage of HP Discover 2022 from the Venetian Expo Centre. Lisa Martin and David want a what a day we had yesterday and today. Unbelievable >>for today. Big Big day today, >>Big day Today we've got a lot. We got some big heavy hitters on talking with HP customers. Partners, leadership. We've a couple of guests up with us next. Going to be talking more about the ecosystem. He's welcome. Corey Dire, the chief revenue officer, Digital Realty and Cliff Evans, senior director. H P E Green like partner ecosystem Guys. Great to have you on the >>programme. Thank you. Great to be here. >>Thank you for having us excited to be here >>with. So that's so that's harness that excitement. Cory, talk to us about the partnership. The announcement? What's going on there with Digital Realty and Green like? >>Yeah, we're crazy excited about it. You know, we've got customers dealing with data, gravity and the opportunity around that and how they could make use of it. And then they're thinking through digital transformation. How how you doing? Multi cloud and they need a partnership. To do that in this partnership with Green Leg and digital is perfect solution for them. So I'm crazy excited to be here with Cliff absolute with all of you to talk about it and hopefully build out a great partnership in relationship with HP. >>Talk to us. Sure, you're crazy Excitement >>club? Absolutely no. I think it is absolutely fantastic Partnership. I think the term is coming together as organisations. Bringing the two platforms together isn't it is an amazing thing that we have for customers, customers we know they want. They want a cloud experience. But really, they want to do that without really the DC footprint that had previously. So how did they do that in a way that really works for them in a secure client secure, sustainable way. But with the cloud experience. Really, the combination of the two pieces coming together really makes that happen, and that is what that's exciting. So we >>dig in to the two things that you mentioned Cory digital transformation and multiply. When I go back to the early days of cloud, it was that girl, you know, nobody's going to do anything you know ever again in the data centre. You know Charles Phillips, the the CEO of in four, famously said, Friends don't let friends, Bill Data centres, right? Everything's going in the cloud. So a lot of people predicted, You know, guys like you were going to be in trouble. The exact opposite happened. The market took off. So you mentioned digital transformation of multi cloud. Can we peel the onion on that? What? What is it about those two items? Are there other trends? They're driving your business, >>you know, You tied right on to to where it started. All enterprises started going to the club and then they got to the cloud and there was more that they needed to make that rial. I talk about multi cloud. You're going to use different cloud providers for different opportunities and different applications. And so you have to start thinking about how does this work in a world where you're gonna go to multiple clouds, multiple locations and what it really drove? It is the need for Cole location to make this because you've got a distributed architecture in order to enable all of this and then having to have us help you out with it. And partners like HP. That's part of where it comes from. But if you think through going to the cloud, can you stay there? Is that the full solution? You need to secure sustainable solution for that. One of the opportunities for us around that is that if you're building data centres for yourself on Prem, you don't have all the cloud access we do. We've got more cloud access points than anybody. So that helps in this digital transformation. >>How How much home? I'm sorry, Didn't mean to you how much homogeneity is there are our clients or customers saying, Hey, I kind of want the same experience in the same infrastructure. Same same. Or they saying, Hey, I want to do stuff in Digital Realty that I can't get from, you know, a cloud provider, Oracle Rack. You know, something like that, >>I would tell you that they come to us from all the partners. So we are partner community. We are not going up the stack anywhere on that. We do are we do our part. We're really good at doing the data centres really good at building data. They descended sustainable. Our position in the market is sustainability around it. We were the first to sign up on the science based initiatives for zero kind of carbon neutrality and in the future in 2030. And so yeah, so I think there's the partner aspect that they need help with on it to drive that Yeah. >>And I think from that from the HP Green Lake perspective, I think customers they very much want that that cloud experience. But I want to do on their own terms. The partnership allows that to happen on Gapen simply the cloud experiencing with the green light cloud platform to really go and deliver that genuine cloud experience and then building cloud services. On top of that, they get all the benefits that they would have from a public cloud experience, but done in the way that they would prefer to do it. So it's bringing those pieces together on >>I think the other side of you asked if it was it was the same across the board and ubiquitous. It's very bespoke. Solutions weaken D'oh! Every customer we have has a different footprint. Most from the multinationals. So we think through where their data is, where it needs to be accessed where their customers are, where their employees are, what makes the most sense. And then the partnership we have with HP into a whole lot for making very bespoke solution for that customer and help them be successful. Journey >>s O on. That s o. So what we've done with destroy lt is we have a specific offer around how we go to market with this really going how customers So we call it Green Light with co location. It's all about really positioning on offer to customers that says, Look, we can go and do this with you and do it simply and really make it happen very quickly and efficiently. So the customer ends up with a single contract in a single invoice for Green Lake Cloud Services on the co location piece, all in one single contracts. That just makes it a lot easier in terms of organising on a really big part of that as well is that our involvement is also spans right from the design to the implementation to support. So we do the whole thing to really help organisations golf and do this. So that's the big for me. The big differentiator. So rather than just having Green Lake in Cloud Services, were saying, Look, we can now do the Coehlo piece and they can really take the whole thing to a whole new level in terms of that public cloud experience >>in the sari and that that that invoice comes from HPD or Digital Realty is bundled into that >>correct? Yes, directly through the channel. We can sell that in a number of different ways. Customers get that that single invoice on a big part of that as well, just going a little bit deeper on that. So what we do is we We use a part of the company called Data Centre Technology Services, which are a great kind of consulting organisation with tremendous experience and something like 3000 projects across 40 countries from the very smallest of the very largest of data centre implementation. So all of that really makes the whole thing a lot easier from a customer's perspective in terms of designing, implementing and then supporting. So you pull all of that together. It's fantastic >>and I think it's really changed to add on to that partner in prison. So customers, now we're thinking about it differently and data centres differently, and they see us as a strategic partner along with HP. To go after this used to be space, power and calling. Now it's How much connectivity do you have? What your sustainability profile? What's your security profile? How do you secure this data? Date is the lifeblood of all these companies and you have to have a really secure, sustainable solution for them, >>right? That's absolutely critical for every industry. Talk about the specific value prop at a bespoke co location solution delivers to customers. Maybe you got a favourite customer example that you think really articulates the value of this partnership. >>So I think a combination. So so I think we touched on a lot of it, actually. So there's obviously the data centre aspect itself in terms of with the footprint that realty have across the world, you can pick and choose the data centre in the class of data centre that you want in terms of your Leighton see and connectivity that you want. Then really, it's the green make peace in terms of the flexibility that you get with that really is that value. And as I touched on the Green Lake with Cole Oh, I think for me is from our perspective, I think the biggest piece of value that we provide there to really go make it happen. Yeah, >>there's about 70 applications right now that are part of Green Lake Polo that you can bespoke for what you need to. You can think around your specific solutions that you need, and we've got it all right there with HP Green like and follow for us. And because we have a 290 data centre footprint across 50 markets, it gives us the opportunity really be the data centre provider in the Partner for H P, pretty much anywhere but with connective ity everywhere. >>When you say 70 applications, these the 70 services are you talking about talking >>about? Okay, Category 70 services. There's a lot of stuff. >>Cory, when you talked about sustainability a couple of times, is a really important ingredient of the customer decision. Why is it because they're indirectly paying the power bill or is because that's the right thing to do? And they care. There's increased. People care about it more because you go back a while ago. People way always talked about green it, but it was all lip service. Is that changing or is that there? Is there an economics >>changing in a really big way? Almost every conversation I have with customers is how are you doing Sustainability. So if they're doing an on Prem, that's not their core capabilities. They don't know how to do that. On our end, I mentioned our SP R science based initiatives that we signed up for. But how do we enable that? Enable it for how do we build in designer data centres? How do we actually work them and operate them? And then how do we go after all the green sources of sustainable energy including, I think since 2015, we've issued six billion in green bonds around that same support of it. So yeah, >>and your customer can then I presume, report that on their sustainability report a >>good way to think about it. You no longer have your data centre at its sometimes less efficient way than way are we're really good at building sustainable data centres, and then you can actually get some credits back and forth, >>just from agreement. Perspective. So Green Lake. So there's a specific Forrester Impact report that looks a green lake on how it how it performs from sustainability. Perspective on Greenlee really is giving you their 30% reduction in your energy consumption. So there's a big kind of win there as well, I think. Which is then, >>why? Where does that come from? >>So it Zim part that kind of the avoidance of over provisioning such that you going right size things, Then you have you have you have a certain amount of reserve capacity that you're using them just using the extra consumption piece when you need it. So rather than having everything running at full speed, it really is kind of struggling as to how that work. So you get a combination of effects >>with consulting and the thoughtfulness around this bespoke solution that you have. You end up needing fewer servers, pure technology that drives less power consumption and therefore you get a lot of this same really base it down. You >>talked about the savings you talked about the simplification delivery perspective. Talk about the implementation. What's the time to value that Organisations can glean from this partnership >>superfast So So yeah this This does accelerate the whole process from from initial kind of opportunity if you like and customer inquiry through to actual implementation So previously this would take considerable amount of time in terms of to ing and froing between multiple organisations on Now what we do is coordinate that do it efficiently and effectively So D. C. T s Data Sentinel services team very closely. Just have those connections often do those things incredibly quickly and it does accelerate the whole time >>and they're tied in with our team is well around. Where's the leighton? See where the solutions Because we're really thinking about what is your stack looked like from an HP perspective, but then where you need to deploy it so that you have access to the clouds You have the right proper Leighton see across your environment and you really haven't distributed architecture that works the best for you and your company. >>So this is probably answer those questions Probably both, but I'm asking anyway, I've always been a repatriation sceptic, but I'm happy to be proven wrong. You guys have other data. And maybe this is part of what one of my blind spots question is, is what's driving your business in terms of the EU's case? Is it organisations saying Hey, we want to get out of the data centre business way Don't want to put everything into the cloud but we're going to go on a digital realty and being green leg and we're gonna move into that cola Or is it? People say, You know, while we over rotated into the cloud, you were going to come back. So it's >>both. It's both, >>Yeah, in the empire. The credit. >>I think there are a lot of customers with good intentions on going to the cloud, and then there's some cost with it that maybe they didn't fully factor in it at that time. And now you've got the ability around these bespoke solutions to really right size every bit of this. And when they originally did it, they didn't think through a distributor architecture. They thought my own prim, and then I'm just gonna burst everything that a cloud that's no longer the case, and it's not really the most efficient way to your point about repatriation. They start pulling their storage back in. Well, where do you want your data? Where do you want your storage? You wanted as close as you can to the clouds for that capability and in a solution that's wrapped around it makes it very simple for you. >>I think the repatriation is very real and is increasing, eh? So we're seeing a lot of it in terms of activity and customers really trying to understand the cost that they're incurring now from a public cloud perspective. And how can they do that differently? In fact, with combined offer that we have it, it makes it a lot easier to compare. So, yeah, that really is accelerating because you don't >>see it in the macro numbers. I mean, just to be honest, you see the cloud guys combined growing 35%. And is that because your business is in transition from traditional on prime model, too, and as a service model, and so you've got that imbalance and it gets hidden in >>all that, and I think it's I think it's a new wave of things that are happening. Yeah. I mean, there's a there's a lot of things, obviously, that makes complete sense to me in Public Cloud, but I do think there's been an over rotation towards it, so I think now that realisation and it's going to take time to kind of pick that. But it's absolutely happening. There are a lot of opportunities that we've gotten some very big ones I'd love to talk about. Can't quite talk about them just get but really, where there's big, big savings in terms of what they're paying from a public cloud perspective, Really, what they want is that full management cloud service to go make it happen. So the combination of the data centre piece to Green Lake piece and then some management services, whether they're from ourselves or from party community, from manage service providers that we also work with, that gives them the complete package. >>So I have another premise. A lot of it, of course, is traditionally been focused on internal, and I feel like there's a new era coming. It's talks of the ecosystem. Are you seeing customers not only running there it in digital realty and connecting to the cloud in a hybrid fashion, but also actually building new value and building businesses that are customer facing on that that air monetize herbal. Are you seeing that? Is that happening and having examples, even generic? >>Well, basic from our perspective, our partner community, that's what they do. We have a tonne of enterprise customers, but I'll need to connect and integrate the data that you have doesn't do anything for you, Fitz on its own. And it's not interacting with other data points. And it's not around interacting with other customers, other solutions in one night. So it does help build out a partner community, a solution community for our customers in our data centres and across the >>are their industry patterns emerging. In other words, is that data ecosystems emerging by industry or is a sort of or horizontal? >>There's a mix. So I think there's a lot of lot of financial sector stuff. Yes, certainly. And then certainly manufacturing s O. I think it's interesting that you're getting a bit of a combination, but not a lot of financial sector. >>Of course, the big bags early on that they could build their own cloud. Yeah, now they're probably rethinking that. Yeah, well, maybe >>they're also service providers. When you're that large a za bank on their end. They're doing a lot of work. E. I would also say the other part that a lot of people see as an opportunity is around all the HPC and AI applications as well, in addition to manufacturing distribution. So there's a lot of use cases, a lot of reasons, like us from sort of doing this >>wrap us up with value, perhaps that you're talking Torto Financial Services Organisation or a manufacturing company. What is that 32nd elevator pitch value problem? Why they should go HP Making Digital Realty together. >>So I would say green, like Rico location gives you a single contract. Singling voice, easy to go and design, implement support and go make happen. Sorry, that's very simple way say, very just make it easy >>on. And I would just say thank you on that. It's been great to speak with you guys. And yeah, when you think through that part of it also is a bespoke opportunity to put your data where it needs to be closer to your customers. Closer to the action you were thinking through the rape reiteration of it. A lot of it's being built out there on phones and whatnot. So you've got to think through where your data is and how you managed to >>write and enable every every company in every industry to be a data company. Because that's what, of course, the demanding consumers demanding that demand isn't it is not going to turn down right now. Absolutely. Just thanks so much for David. Very much. Thank you. Together in the ecosystem, there are guests. And Dave l want a I'm Lisa Martin. You're watching the key of live from the Venetian Expo Centre in Vegas, Baby. David, I will be back there next guest in a minute.