(upbeat music) >> Hello, and welcome to the special Cube conversation that we're launching in conjunction with Pure Accelerate. Prakash Darji is here, is the general manager of Digital Experience. They actually have a business unit dedicated to this at Pure Storage. Prakash, welcome back, good to see you. >> Yeah Dave, happy to be here. >> So a few weeks back, you and I were talking about the Shift 2 and as a service economy and which is a good lead up to Accelerate, held today, we're releasing this video in LA. This is the fifth in person Accelerate. It's got a new tagline techfest so you're making it fun, but still hanging out to the tech, which we love. So this morning you guys made some announcements expanding the portfolio. I'm really interested in your reaffirmed commitment to Evergreen. That's something that got this whole trend started in the introduction of Evergreen Flex. What is that all about? What's your vision for Evergreen Flex? >> Well, so look, this is one of the biggest moments that I think we have as a company now, because we introduced Evergreen and that was and probably still is one of the largest disruptions to happen to the industry in a decade. Now, Evergreen Flex takes the power of modernizing performance and capacity to storage beyond the box, full stop. So we first started on a project many years ago to say, okay, how can we bring that modernization concept to our entire portfolio? That means if someone's got 10 boxes, how do you modernize performance and capacity across 10 boxes or across maybe FlashBlade and FlashArray. So with Evergreen Flex, we first are starting to hyper disaggregate performance and capacity and the capacity can be moved to where you need it. So previously, you could have thought of a box saying, okay, it has this performance or capacity range or boundary, but let's think about it beyond the box. Let's think about it as a portfolio. My application needs performance or capacity for storage, what if I could bring the resources to it? So with Evergreen Flex within the QLC family with our FlashBlade and our FlashArray QLC projects, you could actually move QLC capacity to where you need it. And with FlashArray X and XL or TLC family, you could move capacity to where you need it within that family. Now, if you're enabling that, you have to change the business model because the capacity needs to get build where you use it. If you use it in a high performance tier, you could build at a high performance rate. If you use it as a lower performance tier, you could build at a lower performance rate. So we changed the business model to enable this technology flexibility, where customers can buy the hardware and they get a pay per use consumption model for the software and services, but this enables the technology flexibility to use your capacity wherever you need. And we're just continuing that journey of hyper disaggregated. >> Okay, so you solve the problem of having to allocate specific capacity or performance to a particular workload. You can now spread that across whatever products in the portfolio, like you said, you're disaggregating performance and capacity. So that's very cool. Maybe you could double click on that. You obviously talk to customers about doing this. They were in pain a little bit, right? 'Cause they had this sort of stovepipe thing. So talk a little bit about the customer feedback that led you here. >> Well, look, let's just say today if you're an application developer or you haven't written your app yet, but you know you're going to. Well, you need that at least say I need something, right? So someone's going to ask you what kind of storage do you need? How many IOPS, what kind of performance capacity, before you've written your code. And you're going to buy something and you're going to spend that money. Now at that point, you're going to go write your application, run it on that box and then say, okay, was I right or was I wrong? And you know what? You were guessing before you wrote the software. After you wrote the software, you can test it and decide what you need, how it's going to scale, et cetera. But if you were wrong, you already bought something. In a hyper disaggregated world, that capacity is not a sunk cost, you can use it wherever you want. You can use capacity of somewhere else and bring it over there. So in the world of application development and in the world of storage, today people think about, I've got a workload, it's SAP, it's Oracle, I've built this custom app. I need to move it to a tier of storage, a performance class. Like you think about the application and you think about moving the application. And it takes time to move the application, takes performance, takes loan, it's a scheduled event. What if you said, you know what? You don't have to do any of that. You just move the capacity to where you need it, right? >> Yep. >> So the application's there and you actually have the ability to instantaneously move the capacity to where you need it for the application. And eventually, where we're going is we're looking to do the same thing across the performance hearing. So right now, the biggest benefit is the agility and flexibility a customer has across their fleet. So Evergreen was great for the customer with one array, but Evergreen Flex now brings that power to the entire fleet. And that's not tied to just FlashArray or FlashBlade. We've engineered a data plane in our direct flash fabric software to be able to take on the personality of the system it needs to go into. So when a data pack goes into a FlashBlade, that data pack is optimized for use in that scale out architecture with the metadata for FlashBlade. When it goes into a FlashArray C it's optimized for that metadata structure. So our Purity software has made this transformative to be able to do this. And we created a business model that allowed us to take advantage of this technology flexibility. >> Got it. Okay, so you got this mutually interchangeable performance and capacity across the portfolio beautiful. And I want to come back to sort of the Purity, but help me understand how this is different from just normal Evergreen, existing evergreen options. You mentioned the one array, but help us understand that more fully. >> Well, look, so in addition to this, like we had Evergreen Gold historically. We introduced Evergreen Flex and we had Pure as a service. So you had kind of two spectrums previously. You had Evergreen Gold on one hand, which modernized the performance and capacity of a box. You had Pure as a service that said don't worry about the box, tell me how many IOPS you have and will run and operate and manage that service for you. I think we've spoken about that previously on theCUBE. >> Yep. >> Now, we have this model where it's not just about the box, we have this model where we say, you know what, it's your fleet. You're going to run and operate and manage your fleet and you could move the capacity to where you need it. So as we started thinking about this, we decided to unify our entire portfolio of sub software and subscription services under the Evergreen brand. Evergreen Gold we're renaming to Evergreen Forever. We've actually had seven customers just crossed a decade of updates Forever Evergreen within a box. So Evergreen Forever is about modernizing a box. Evergreen Flex is about modernizing your fleet and Evergreen one, which is our rebrand of Pure as a service is about modernizing your labor. Instead of you worrying about it, let us do it for you. Because if you're an application developer and you're trying to figure out, where should I put my capacity? Where should I do it? You can just sign up for the IOPS you need and let us actually deliver and move the components to where you need it for performance, capacity, management, SLAs, et cetera. So as we think about this, for us this is a spectrum and a continuum of where you're at in the modernization journey to software subscription and services. >> Okay, got it. So why did you feel like now was the right time for the rebranding and the renaming convention, what's behind? What was the thing? Take us inside the internal conversations and the chalkboard discussion? >> Well, look, the chalkboard discussion's simple. It's everything was built on the Evergreen stateless architecture where within a box, right? We disaggregated the performance and capacity within the box already, 10 years ago within Evergreen. And that's what enabled us to build Pure as a service. That's why I say like when companies say they built a service, I'm like it's not a service if you have to do a data migration. You need a stateless architecture that's disaggregated. You can almost think of this as the anti hyper-converge, right? That's going the other way. It's hyper disaggregated. >> Right. >> And that foundation is true for our whole portfolio. That was fundamental, the Evergreen architecture. And then if Gold is modernizing a box and Flex is modernizing your fleet and your portfolio and Pure as a service is modernizing the labor, it is more of a continuation in the spectrum of how do you ensure you get better with age, right? And it's like one of those things when you think about a car. Miles driven on a car means your car's getting older and it doesn't necessarily get better with age, right? What's interesting when you think about the human body, yeah, you get older and some people deteriorate with age and some people it turns out for a period of time, you pick up some muscle mass, you get a little bit older, you get a little bit wiser and you get a little bit better with age for a while because you're putting in the work to modernize, right? But where in infrastructure and hardware and technology are you at the point where it always just gets better with age, right? We've introduced that concept 10 years ago. And we've now had proven industry success over a decade, right? As I mentioned, our first seven customers who've had a decade of Evergreen update started with an FA-300 way back when, and since then performance and capacity has been getting better over time with Evergreen Forever. So this is the next 10 years of it getting better and better for the company and not just tying it to the box because now we've grown up, we've got customers with like large fleets. I think one of our customers just hit 900 systems, right? >> Wow. >> So when you have 900 systems, right? And you're running a fleet you need to think about, okay, how am I using these resources? And in this day and age in that world, power becomes a big thing because if you're using resources inefficiently and the cost of power and energy is up, you're going to be in a world of hurt. So by using Flex where you can move the capacity to where it's needed, you're creating the most efficient operating environment, which is actually the lowest power consumption environment as well. >> Right. >> So we're really excited about this journey of modernizing, but that rebranding just became kind of a no brainer to us because it's all part of the spectrum on your journey of whether you're a single array customer, you're a fleet customer, or you don't want to even run, operate and manage. You can actually just say, you know what, give me the guarantee in the SLA. So that's the spectrum that informed the rebranding. >> Got it. Yeah, so to your point about the human body, all you got to do is look at Tom Brady's NFL combine videos and you'll see what a transformation. Fine wine is another one. I like the term hyper disaggregated because that to me is consistent with what's happening with the cloud and edge. We're building this hyper distributed or disaggregated system. So I want to just understand a little bit about you mentioned Purity so there's this software obviously is the enabler here, but what's under the covers? Is it like a virtualizer or megaload balancer, metadata manager, what's the tech behind this? >> Yeah, so we'll do a little bit of a double tech, right? So we have this concept of drives where in Purity, we build our own software for direct flash that takes the NAND and we do the NAND management as we're building our drives in Purity software. Now ,that advantage gives us the ability to say how should this drive behave? So in a FlashArray C system, it can behave as part of a FlashArray C and its usable capacity that you can write because the metadata and some of the system information is in NVRAM as part of the controller, right? So you have some metadata capability there. In a legend architecture for example, you have a distributed Blade architecture. So you need parts of that capacity to operate almost like a single layer chip where you can actually have metadata operations independent of your storage operations that operate like QLC. So we actually manage the NAND in a very very different way based on the persona of the system it's going into, right? So this capacity to make it usable, right? It's like saying a competitor could go ahead name it, Dell that has power max in Isilon, HPE that has single store and three power and nimble and like you name, like can you really from a technology standpoint say your capacity can be used anywhere or all these independent systems. Everyone's thinking about the world like a system, like here's this system, here's that system, here's that system. And your capacity is locked into a system. To be able to unlock that capacity to the system, you need to behave differently with the media type in the operating environment you're going into and that's what Purity does, right? So we are doing that as part of our direct Flex software around how we manage these drives to enable this. >> Well, it's the same thing in the cloud precaution, right? I mean, you got different APIs and primitive for object, for block, for file. Now, it's all programmable infrastructure so that makes it easier, but to the point, it's still somewhat stovepipe. So it's funny, it's good to see your commitment to Evergreen, I think you're right. You lay down the gauntlet a decade plus ago. First everybody ignored you and then they kind of laughed at you, then they criticized you, and then they said, oh, then you guys reached the escape velocity. So you had a winning hand. So I'm interested in that sort of progression over the past decade where you're going, why this is so important to your customers, where you're trying to get them ultimately. >> Well, look, the thing that's most disappointing is if I bought 100 terabytes still have to re-buy it every three or five years. That seems like a kind of ridiculous proposition, but welcome to storage. You know what I mean? That's what most people do with Evergreen. We want to end data migrations. We want to make sure that every software updates, hardware updates, non disruptive. We want to make it easy to deploy and run at scale for your fleet. And eventually we want everyone to move to our Evergreen one, formerly Pure as a service where we can run and operate and manage 'cause this is all about trust. We're trying to create trust with the customer to say, trust us, to run and operate and scale for you and worry about your business because we make tech easy. And like think about this hyper disaggregated if you go further. If you're going further with hyper disaggregated, you can think about it as like performance and capacity is your Lego building blocks. Now for anyone, I have a son, he wants to build a Lego Death Star. He didn't have that manual, he's toast. So when you move to at scale and you have this hyper disaggregated world and you have this unlimited freedom, you have unlimited choice. It's the problem of the cloud today, too much choice, right? There's like hundreds of instances of this, what do I even choose? >> Right. >> Well, so the only way to solve that problem and create simplicity when you have so much choice is put data to work. And that's where Pure one comes in because we've been collecting and we can scan your landscape and tell you, you should move these types of resources here and move those types of resources there, right? In the past, it was always about you should move this application there or you should move this application there. We're actually going to turn the entire industry on it's head. It's not like applications and data have gravity. So let's think about moving resources to where that are needed versus saying resources are a fixed asset, let's move the applications there. So that's a concept that's new to the industry. Like we're creating that concept, we're introducing that concept because now we have the technology to make that reality a new efficient way of running storage for the world. Like this is that big for the company. >> Well, I mean, a lot of the failures in data analytics and data strategies are a function of trying to jam everything into a single monolithic system and hyper centralize it. Data by its very nature is distributed. So hyper disaggregated fits that model and the pendulum's clearly swinging to that. Prakash, great to have you, purestorage.com I presume is where I can learn more? >> Oh, absolutely. We're super excited and our pent up by demand I think in this space is huge so we're looking forward to bringing this innovation to the world. >> All right, hey, thanks again. Great to see you, I appreciate you coming on and explaining this new model and good luck with it. >> All right, thank you. >> All right, and thanks for watching. This is David Vellante, and appreciate you watching this Cube conversation, we'll see you next time. (upbeat music)

>>Mhm Yeah, this is Dave valentin. I'd like to welcome you back to the cubes coverage of couch base connect online with the theme of this event is modernized now and one of the big announcements is Capella which of course as you all undoubtedly know is the brightest star in the constellation Auriga, which is latin for charioteer, yep, you can find that in the constellation of that constellation of the night sky in late february, early March in the northern hemisphere. So with that little tidbit, I'd like to welcome in scott Anderson to the cube, who is the senior vice president of product management and business operations. That couch base scott welcome. Good to see you. >>Thank you very much. Thanks for having me. >>That's our pleasure. So you've launched couch based cappella if I understand correctly, it's built on couch based server seven which he launched just a few months ago in the middle of the summer. Can you give us an overview of Capella? >>Yeah, absolutely. So couch based Capellas are fully managed databases. Service for enterprise applications. One of the goals of launching Capella and our databases is service offering that we just announced today is about increasing the accessibility of couch base so it's about making it easy for a developer or an enterprise to get up and running in just a few clicks in a couple of minutes Um and about making it more affordable and accessible through the development phase through the test phase, the production phase. So really it's about ease of use having the right offerings aligned to the phase of development that customers in and eventually into the production of their enterprise application leveraging capella and couch based Server seven. >>So let me ask you, I I went pretty deep with ravi on the, on the technical side and I want to understand what makes Capella different from some of the competitive offerings. Is it the sort of the fundamentals that I learned from Ravi about how you guys have have have really done an awesome focus on on on sequel but been able to maintain acid compliance deal with distributed architectural challenges and then bringing that over to database as a service. Is that the fundamental, what are some of the other differentiators? >>Yeah, that that is the fundamental, we have an amazing platform that Roddy and our core engineering team built and we've talked about that and I think Robbie mentioned that the ease of sequel and applying that to a documented oriented database, then combining some of those capabilities with the ease of use, the ability that you can get up and running, signing up for our free trial couple minutes later you've got a database endpoint that is fully managed by couch base. And so we're doing the monitoring, we're doing alerting, we have calls to action based off what events are occurring within the database environment, ensuring it's always available as well as doing kind of the mundane tasks of backup and recovery, uh scaling the environment, upgrades and so forth. So it's really about ease of use, making it um leveraging are incredibly robust, broad platform um and then making that in different consumable model for our customers and developers and getting started really easily. The other thing that we have done is really leverage the best practices over the last 10 or 11 years of some of the largest enterprises in the world using couch based for the mission critical applications. So we've codified those best practices and that's how we keep that service, high performance, always on highly available. And that's one of the core value propositions that were able to bring with Capella. It's really about management capability, global visibility of your clusters coupled with what we believe is the best no sequel database in the marketplace today. >>What about what about cost, total cost of ownership as you scale a lot of times when you scale out, you get dis economies of scale, it's kind of like, you know, you get that negative curve, uh what are you seeing? >>Yeah, we've done a third party benchmark studies which have proven out how we are able to literally scale the environment uh and continue on that curve as you add notes, you're getting that incremental performance that you would expect. The other thing that we do that's really unique within couch bases are multidimensional scaling and this allows you to place our services, things like data index, query, full text search indexes and analytics, you can co locate those on single nodes within a cluster or you can have dedicated notes for each one of those services. The reason that is important is you get work line isolation for those specific services within our cluster. The other thing that you can do is you can match the compute infrastructure to the needs of each one of those services. So some services like query are much more core, compute intensive and that allows you to have a specific instance type that is optimized for that, reducing your costs, indexes where you want very fast performance, you may want to have a higher amount of memory relative to the number of course. So that ability to mix and match the infrastructure with an existing cluster allows us to lower overall costs. That coupled with their blazing fast performance with our in memory architecture allows people to get incredible performance at scale. Um, what we've proven out in the study that I mentioned earlier is we have that linear scalability and you're able to do more for less at the end of the day, you're getting more operations per second per dollar if you want to use that as a metric. >>Got it. Thank you for that. What do customers need to think about when they want to get started with Capela? How difficult is it for people to jump in? >>It is incredibly simple. It's as simple as going to couch base dot com clicking on start your free trial, You're going to that free trial, you provide a minimal set of information for us and it's literally a few clicks and you're going to have a database endpoint within three minutes and that's really been a foundation of, of what we've been focused on over the last 6-9 months is removing any friction we can in the process because our goal is to give a tremendous user experience and get people up and running as quickly as possible. So we're really, really proud of that. And then from a paid offering perspective, we have a number of offerings which are really aligned to the needs of each customer, some individuals who want a larger cluster and they want to be able to pay for that. We've optimized service levels around that in terms of level support and the features that we think are appropriate for a dev cycle, a test cycle and then into production and lastly we will be announcing a number of promotional starter pack bundles, really trying to couple the overall service that we have with Capella with some of our expertise, so helping new users get up and running in terms of things like index definitions, what's the best way to do document design and schema within within couch base. Our end goal is to match these services and bundles with the life cycle of application development. So in my development phase what's the offering for me as I move for production readiness, what services capabilities I need and then production and the ongoing if I expand my use. So we've been really focused on, how do we get people up up and running as quickly as possible and how do we get them to production as quickly as possible at the lowest total cost? >>That's nice. That's a nice accelerant for customers. Um, so as you heard upfront, I did a little research about the name Capella. How did you choose it and why? >>Well, one thing I learned early in my career is naming is not a strong suit of mine. I leave that to John or our chief marketing officer in the overall team. Um, we all have opinions, but I trust John and we went through, I think it was over 60 names, seven rounds of debate to come up with capella, but we want to name of strength. We like the alliteration couch, basic capella together. Um, one of the little facts may have tipped it over is I believe in latin, it means little goats. So we kind of played from the barriers. Always think to jerry rice goat, greatest of all time. So that was a nice play on that also. Um, but I leave it to them and really happy with the overall name, love the liberation, Love some of the hidden meanings within that. Um, and we're really, really excited about getting going. So you wouldn't want me to pick the name. Um, I get a vote. Um, but I would say my overall influence is a little bit lower than where john's is and matt cain, who I know you spoke with previously. >>I love it, jerry rice definitely is a little go because I'm from New England. So of course tom we think tom brady is the big goat. I >>know we've, I grew up in that joe Montana era, so maybe you can take that off line after this interview. We can have our own debate, but I guess super bowl trophies or the ultimate measure at the end of the day. >>Now I've got a little stat for you. So, so Capella is also one of the 88 modern constellations as adopted by the International Astronomical Union. I. E. Not one of the ancient constellations. Pretty clever. Right. >>Exactly. >>Scott is great to have you on the cube. Thanks so much. Really, >>thank you so much. >>All right. And thank you for watching. Thank you for watching. Our pleasure. Thank you much of the cubes coverage of couch based connect 2021. Keep it right there for more great content. Mm mhm

(upbeat music) >> This is Dave Vellante, and I'd like to welcome you back to The Cube's coverage of Couchbase ConnectONLINE, where the theme of this event is Modernize Now. And one of the big announcements is Capella, which of course, as you all undoubtedly know, is the brightest star in the constellation Auriga, which is Latin for Charioteer. Yup, you can find that in the constellation, that constellation in the night sky in late Feb, early March, in the Northern hemisphere. So with that little tidbit, I'd like to welcome in Scott Anderson to The Cube, who's the Senior Vice President of Product Management and Business Operations at Couchbase. Scott, welcome. Good to see you. >> Thank you very much. Thanks for having me. >> Yeah, it's our pleasure. So, you've launched Couchbase Capella. If I understand correctly, it's built on Couchbase server 7, which you launched just a few months ago in the middle of the Summer. Can you give us an overview of Capella? >> Yeah, absolutely. So Couchbase Capella, is our fully managed databases service for enterprise applications. One of the goals of launching Capella and our database as a service offering that we just announced today is, about increasing the accessibility of Couchbase. So, it's about making it easy for a Developer or an Enterprise to get up and running in just a few clicks and a couple of minutes. And about making it more affordable and accessible through the development phase, through the test phase, the production phase. So really it's about ease of use, having the right offerings aligned to the phase of development that a customer's in, and eventually into the production of their enterprise application, leveraging Capella and Couchbase Server 7. >> So let me ask you, I went pretty deep with Ravi on the, the technical side, and I want to understand, what makes Capella different from some of the competitive offerings? Is it the, sort of the fundamentals that I learned from Ravi about how you guysbhave really done a awesome focus on SQL. But been able to maintain acid compliance, deal with distributed architectural challenges, and then bringing that over to database as a service? Is that the fundamental? What are some of the other differentiators? >> Yeah, that, that is the fundamental. We have an amazing platform that Ravi and our core engineering team have built. And we've talked about that, and I think Ravi mentioned that, the ease of SQL and applying that to a documented oriented database. and combining some of those capabilities with the ease of use. The ability that you can get up and running, signing up for our free trial. Couple of minutes later, you've got a database endpoint that is fully managed by Couchbase. And so we're doing the monitoring. We're doing alerting. We have calls to action based off what events are occurring within the database environment, ensuring it's always available, as well as doing kind of some of the mundane tasks of backup and recovery, scaling the environment upgrades and so forth. So it's really about ease of use making it, leveraging our incredibly robust broad platform, and then making that in different consumable model for our customers and developers and getting started really easily. The other thing that we've done, is really leveraged the best practices over the last 10 or 11 years, if some of the largest enterprises in the world using Couchbase for the mission critical applications. So we've codified those best practices. And that's how we keep that service high performant, always on, highly available. And that's one of the core value propositions that we're able to bring with Capella. It's really that management capability, global visibility of your clusters, coupled with what we believe is the best, no SQL database in the marketplace today. >> What about, what about costs total cost of ownership as you scale, a lot of times when you scale out and you get diseconomies of scale, it's kind of like, you know, you get that negative curve. What are you seeing? >> Yeah, we've done third party benchmark studies, which have proven out how we were able to linearly scale the environment and continue on that curve, as you add nodes, you're getting that incremental performance that you would expect. The other thing that we do that's really unique within in Couchbase is, our multi-dimensional scaling. And this allows you to place our services, things like data index query, full-text search, indexes and analytics. You can co-locate those on single nodes within the cluster, or you can have dedicated nodes for each one of those services. The reason that is important is, you get work-life isolation for those specific services within our cluster. The other thing that you can do is, you can match the compute infrastructure to the needs of each one of those services. So some services like query are much more core compute intensive, and that allows you to have a specific instance type that is optimized for that, reducing your cost. Indexes, where do you want very fast performance? You may want to have a higher amount of memory relative to the number, of course. So that ability to mix and match the infrastructure within the existing cluster, allows us to lower overall costs. That coupled with our blazing fast performance with our in-memory architecture, allows people to get incredible performance at scale. What we've proven out in the study that I mentioned earlier is we have that linear scalability, and you're able to do more for less, at the end of the day. You're getting more operations per second, per dollar, if you want to use that as a metric data. >> Thank you for that. What do customers need to think about when they want to get started with Capella? How difficult is it for people to jump in? >> It is incredibly simple. It's as simple as going to couchbase.com Clicking on start your free trial. You go into that free trial. You provide a minimal set of information for us, and it's literally a few clicks and you're going to have a database endpoint within three minutes. And that's really been a foundation of, of what we've been focused on over the last six to nine months is removing any friction we can in the process. Cause our goal is to give a firm a tremendous user experience and get people up and running as quickly as possible. So we're really, really proud of that. And then from a paid offering perspective, we have a number of offerings which are really aligned to the needs of each customer. Some individuals who want a larger cluster and they want to be able to pay for that, we've optimized service levels around that, in terms of level of support and the features that we think are appropriate for a dev cycle, a test cycle, and then inner production. And lastly, we'll be announcing a number of promotional starter pack bundles. Really trying to couple the overall service that we have with Capella, with some of our expertise. So helping new users get up and running in terms of things like index definitions, what's the best way to do document design and schema within Couchbase. Our end goal, is to match these services and bundles with the life cycle of application development. So in my development phase, what's the offering for me, as I move for production readiness, what services capabilities I need and then production and the ongoing, if I expand my use. So we've been really focused on how do we get people up and running as quickly as possible and how do we get them to production as quickly as possible at the lowest total cost. >> That's nice. That's a nice accelerant for, for customers. So as you heard upfront, I did a little research about the name, Capella. How did you choose it and why? >> Well, one thing I learned early in my career is naming is not a strong suit of mine. I leave that to John our Chief Marketing Officer in the overall team. We all have opinions, but I trust John. And we went through, I think it was over 60 names, seven rounds of debate to come up with Capella. But we wanted a name of strength. We liked the alliteration, Couchbase and Capella together. One of the little facts may have tipped it over is, I believe in Latin, it means little goats. So we kind of played, I'm from the bay area. So I was thinking to Jerry Rice, goat, greatest of all times. So that was nice play on that also. But I leave it to them and really happy with the overall name, love the, literation, love some of the hidden meanings within that. And we're really, really excited about getting it going. So you wouldn't want me to pick the name. I get a vote, but I would say my overall influence is a little bit lower than where John's is and, and Matt Cain, who I know you spoke with previously. >> I love it. Jerry Rice definitely is the little goat. I'm from New England. So of course, we think Tom Brady is the big goat. >> I know, I grew up in that Joe Montana era. So maybe you can take that offline after this interview, we're going to have around debate, but I guess a Superbowl trophies are the ultimate measure at the end of the day. >> Oh wait, I got a little stat for you. So, so Capella is also one of the 88 modern constellations as adopted by the international astronomical union. I.e not one of the ancient constellations. Pretty clever, right? >> Yeah, exactly. >> Scott, it's great to have you on the cube. Thanks so much, really appreciate it. >> Thank you so much. I really appreciate it All right. Thank you for watching. Our pleasure. Thank you for watching The Cubes coverage of Couchbase Connect 2021. Keep it right there for more great content. (upbeat music)

(upbeat music) >> This is Dave Vellante, and I'd like to welcome you back to The Cube's coverage of Couchbase ConnectONLINE, where the theme of this event is Modernize Now. And one of the big announcements is Capella, which of course, as you all undoubtedly know, is the brightest star in the constellation Auriga, which is Latin for Charioteer. Yup, you can find that in the constellation, that constellation in the night sky in late Feb, early March, in the Northern hemisphere. So with that little tidbit, I'd like to welcome in Scott Anderson to The Cube, who's the Senior Vice President of Product Management and Business Operations at Couchbase. Scott, welcome. Good to see you. >> Thank you very much. Thanks for having me. >> Yeah, it's our pleasure. So, you've launched Couchbase Capella. If I understand correctly, it's built on Couchbase server 7, which you launched just a few months ago in the middle of the Summer. Can you give us an overview of Capella? >> Yeah, absolutely. So Couchbase Capella, is our fully managed databases service for enterprise applications. One of the goals of launching Capella and our database as a service offering that we just announced today is, about increasing the accessibility of Couchbase. So, it's about making it easy for a Developer or an Enterprise to get up and running in just a few clicks and a couple of minutes. And about making it more affordable and accessible through the development phase, through the test phase, the production phase. So really it's about ease of use, having the right offerings aligned to the phase of development that a customer's in, and eventually into the production of their enterprise application, leveraging Capella and Couchbase Server 7. >> So let me ask you, I went pretty deep with Ravi on the, the technical side, and I want to understand, what makes Capella different from some of the competitive offerings? Is it the, sort of the fundamentals that I learned from Ravi about how you guysbhave really done a awesome focus on SQL. But been able to maintain acid compliance, deal with distributed architectural challenges, and then bringing that over to database as a service? Is that the fundamental? What are some of the other differentiators? >> Yeah, that, that is the fundamental. We have an amazing platform that Ravi and our core engineering team have built. And we've talked about that, and I think Ravi mentioned that, the ease of SQL and applying that to a documented oriented database. and combining some of those capabilities with the ease of use. The ability that you can get up and running, signing up for our free trial. Couple of minutes later, you've got a database endpoint that is fully managed by Couchbase. And so we're doing the monitoring. We're doing alerting. We have calls to action based off what events are occurring within the database environment, ensuring it's always available, as well as doing kind of some of the mundane tasks of backup and recovery, scaling the environment upgrades and so forth. So it's really about ease of use making it, leveraging our incredibly robust broad platform, and then making that in different consumable model for our customers and developers and getting started really easily. The other thing that we've done, is really leveraged the best practices over the last 10 or 11 years, if some of the largest enterprises in the world using Couchbase for the mission critical applications. So we've codified those best practices. And that's how we keep that service high performant, always on, highly available. And that's one of the core value propositions that we're able to bring with Capella. It's really that management capability, global visibility of your clusters, coupled with what we believe is the best, no SQL database in the marketplace today. >> What about, what about costs total cost of ownership as you scale, a lot of times when you scale out and you get diseconomies of scale, it's kind of like, you know, you get that negative curve. What are you seeing? >> Yeah, we've done third party benchmark studies, which have proven out how we were able to linearly scale the environment and continue on that curve, as you add nodes, you're getting that incremental performance that you would expect. The other thing that we do that's really unique within in Couchbase is, our multi-dimensional scaling. And this allows you to place our services, things like data index query, full-text search, indexes and analytics. You can co-locate those on single nodes within the cluster, or you can have dedicated nodes for each one of those services. The reason that is important is, you get work-life isolation for those specific services within our cluster. The other thing that you can do is, you can match the compute infrastructure to the needs of each one of those services. So some services like query are much more core compute intensive, and that allows you to have a specific instance type that is optimized for that, reducing your cost. Indexes, where do you want very fast performance? You may want to have a higher amount of memory relative to the number, of course. So that ability to mix and match the infrastructure within the existing cluster, allows us to lower overall costs. That coupled with our blazing fast performance with our in-memory architecture, allows people to get incredible performance at scale. What we've proven out in the study that I mentioned earlier is we have that linear scalability, and you're able to do more for less, at the end of the day. You're getting more operations per second, per dollar, if you want to use that as a metric data. >> Thank you for that. What do customers need to think about when they want to get started with Capella? How difficult is it for people to jump in? >> It is incredibly simple. It's as simple as going to couchbase.com Clicking on start your free trial. You go into that free trial. You provide a minimal set of information for us, and it's literally a few clicks and you're going to have a database endpoint within three minutes. And that's really been a foundation of, of what we've been focused on over the last six to nine months is removing any friction we can in the process. Cause our goal is to give a firm a tremendous user experience and get people up and running as quickly as possible. So we're really, really proud of that. And then from a paid offering perspective, we have a number of offerings which are really aligned to the needs of each customer. Some individuals who want a larger cluster and they want to be able to pay for that, we've optimized service levels around that, in terms of level of support and the features that we think are appropriate for a dev cycle, a test cycle, and then inner production. And lastly, we'll be announcing a number of promotional starter pack bundles. Really trying to couple the overall service that we have with Capella, with some of our expertise. So helping new users get up and running in terms of things like index definitions, what's the best way to do document design and schema within Couchbase. Our end goal, is to match these services and bundles with the life cycle of application development. So in my development phase, what's the offering for me, as I move for production readiness, what services capabilities I need and then production and the ongoing, if I expand my use. So we've been really focused on how do we get people up and running as quickly as possible and how do we get them to production as quickly as possible at the lowest total cost. >> That's nice. That's a nice accelerant for, for customers. So as you heard upfront, I did a little research about the name, Capella. How did you choose it and why? >> Well, one thing I learned early in my career is naming is not a strong suit of mine. I leave that to John our Chief Marketing Officer in the overall team. We all have opinions, but I trust John. And we went through, I think it was over 60 names, seven rounds of debate to come up with Capella. But we wanted a name of strength. We liked the alliteration, Couchbase and Capella together. One of the little facts may have tipped it over is, I believe in Latin, it means little goats. So we kind of played, I'm from the bay area. So I was thinking to Jerry Rice, goat, greatest of all times. So that was nice play on that also. But I leave it to them and really happy with the overall name, love the, literation, love some of the hidden meanings within that. And we're really, really excited about getting it going. So you wouldn't want me to pick the name. I get a vote, but I would say my overall influence is a little bit lower than where John's is and, and Matt Cain, who I know you spoke with previously. >> I love it. Jerry Rice definitely is the little goat. I'm from New England. So of course, we think Tom Brady is the big goat. >> I know, I grew up in that Joe Montana era. So maybe you can take that offline after this interview, we're going to have around debate, but I guess a Superbowl trophies are the ultimate measure at the end of the day. >> Oh wait, I got a little stat for you. So, so Capella is also one of the 88 modern constellations as adopted by the international astronomical union. I.e not one of the ancient constellations. Pretty clever, right? >> Yeah, exactly. >> Scott, it's great to have you on the cube. Thanks so much, really appreciate it. >> Thank you so much. I really appreciate it All right. Thank you for watching. Our pleasure. Thank you for watching The Cubes coverage of Couchbase Connect 2021. Keep it right there for more great content. (upbeat music)

>>Really excited about this year's data, citizens with so many of you together. Uh, I'm going to talk today about accessible data, because what good is the data. If you can get it into your hands and shop for it, but you can't understand it. Uh, and I'm here today with, uh, bald, really thrilled to be here with Paul. Paul is an award-winning author on all topics data. I think 20 books with 21st on the way over 300 articles, he's been a frequent speaker. He's an expert in future trends. Uh, he's a VP at cognitive systems, uh, over at IBM teachers' data also, um, at the business school and as a champion of diversity initiatives. Paul, thank you for being here, really the conformance, uh, to the session with you. >>Oh, thanks for having me. It's a privilege. >>So let's get started with, uh, our origins and data poll. Um, and I'll start with a little story of my own. So, uh, I trained as an engineer way back when, uh, and, um, in one of the courses we got as an engineer, it was about databases. So we got the stick thick book of CQL and me being in it for the programming. I was like, well, who needs this stuff? And, uh, I wanted to do my part in terms of making data accessible. So essentially I, I was the only book that I sold on. Uh, obviously I learned some hard lessons, uh, later on, as I did a master's in AI after that, and then joined the database research lab at the university that Libra spun off from. Uh, but Hey, we all learned along the way. And, uh, Paula, I'm really curious. Um, when did you awaken first to data? If you will? >>You know, it's really interesting Stan, because I come from the opposite side, an undergrad in economics, uh, with some, uh, information systems research at the higher level. And so I think I was always attuned to what data could do, but I didn't understand how to get at it and the kinds of nuances around it. So then I started this job, a database company, like 27 years ago, and it started there, but I would say the awakening has never stopped because the data game is always changing. Like I look at these epochs that I've been through data. I was a real relational databases thinking third normal form, and then no SQL databases. And then I watch no SQL be about no don't use SQL, then wait a minute. Not only sequel. And today it's really for the data citizens about wait, no, I need SQL. So, um, I think I'm always waking up in data, so I'll call it a continuum if you will. But that was it. It was trying to figure out the technology behind driving analytics in which I took in school. >>Excellent. And I fully agree with you there. Uh, every couple of years they seem to reinvent new stuff and they want to be able to know SQL models. Let me see. I saw those come and go. Uh, obviously, and I think that's, that's a challenge for most people because in a way, data is a very abstract concepts, um, until you get down in the weeds and then it starts to become really, really messy, uh, until you, you know, from that end button extract a certain insights. Um, and as the next thing I want to talk about with you is that challenging organizations, we're hearing a lot about data, being valuable data, being the new oil data, being the new soil, the new gold, uh, data as an asset is being used as a slogan all over. Uh, people are investing a lot in data over multiple decades. Now there's a lot of new data technologies, always, but still, it seems that organizations fundamentally struggle with getting people access to data. What do you think are some of the key challenges that are underlying the struggles that mud, that organizations seem to face when it comes to data? >>Yeah. Listen, Stan, I'll tell you a lot of people I think are stuck on what I call their data, acumen curves, and you know, data is like a gym membership. If you don't use it, you're not going to get any value on it. And that's what I mean by accurate. And so I like to think that you use the analogy of some mud. There's like three layers that are holding a lot of organizations back at first is just the amount of data. Now, I'm not going to give you some stat about how many times I can go to the moon and back with the data regenerate, but I will give you one. I found interesting stat. The average human being in their lifetime will generate a petabyte of data. How much data is that? If that was my apple music playlist, it would be about 2000 years of nonstop music. >>So that's some kind of playlist. And I think what's happening for the first layer of mud is when I first started writing about data warehousing and analytics, I would be like, go find a needle in the haystack. But now it's really finding a needle in a stack of needles. So much data. So little time that's level one of mine. I think the second thing is people are looking for some kind of magic solution, like Cinderella's glass slipper, and you put it on her. She turns into a princess that's for Disney movies, right? And there's nothing magical about it. It is about skill and acumen and up-skilling. And I think if you're familiar with the duper, you recall the Hadoop craze, that's exactly what happened, right? Like people brought all their data together and everyone was going to be able to access it and give insights. >>And it teams said it was pretty successful, but every line of business I ever talked to said it was a complete failure. And the third layer is governance. That's actually where you're going to find some magic. And the problem in governance is every client I talked to is all about least effort to comply. They don't want to violate GDPR or California consumer protection act or whatever governance overlooks, where they do business and governance. When you don't lead me separate to comply and try not to get fine, but as an accelerant to your analytics, and that gets you out of that third layer of mud. So you start to invoke what I call the wisdom of the crowd. Now imagine taking all these different people with intelligence about the business and giving them access and acumen to hypothesize on thousands of ideas that turn into hundreds, we test and maybe dozens that go to production. So those are three layers that I think every organization is facing. >>Well. Um, I definitely follow on all the days, especially the one where people see governance as a, oh, I have to comply to this, which always hurts me a little bit, honestly, because all good governance is about making things easier while also making sure that they're less riskier. Um, but I do want to touch on that Hadoop thing a little bit, uh, because for me in my a decade or more over at Libra, we saw it come as well as go, let's say around 2015 to 2020 issue. So, and it's still around. Obviously once you put your data in something, it's very hard to make it go away, but I've always felt that had do, you know, it seemed like, oh, now we have a bunch of clusters and a bunch of network engineers. So what, >>Yeah. You know, Stan, I fell for, I wrote the book to do for dummies and it had such great promise. I think the problem is there wasn't enough education on how to extract value out of it. And that's why I say it thinks it's great. They liked clusters and engineers that you just said, but it didn't drive lineup >>Business. Got it. So do you think that the whole paradigm with the clouds that we're now on is going to fundamentally change that or is just an architectural change? >>Yeah. You know, it's, it's a great comment. What you're seeing today now is the movement for the data lake. Maybe a way from repositories, like Hadoop into cloud object stores, right? And then you look at CQL or other interfaces over that not allows me to really scale compute and storage separately, but that's all the technical stuff at the end of the day, whether you're on premise hybrid cloud, into cloud software, as a service, if you don't have the acumen for your entire organization to know how to work with data, get value from data, this whole data citizen thing. Um, you're not going to get the kind of value that goes into your investment, right? And I think that's the key thing that business leaders need to understand is it's not about analytics for kind of science project sakes. It's about analytics to drive. >>Absolutely. We fully agree with that. And I want to touch on that point. You mentioned about the wisdom of the crowds, the concept that I love about, right, and your organization is a big grout full of what we call data citizens. Now, if I remember correctly from the book of the wisdom of the crowds, there's, there's two points that really, you have to take Canada. What is, uh, for the wisdom of the grounds to work, you have to have all the individuals enabled, uh, for them to have access to the right information and to be able to share that information safely kept from the bias from others. Otherwise you're just biasing the outcome. And second, you need to be able to somehow aggregate that wisdom up to a certain decision. Uh, so as Felix mentioned earlier, we all are United by data and it's a data citizen topic. >>I want to touch on with you a little bit, because at Collibra we look at it as anyone who uses data to do their job, right. And 2020 has sort of accelerated digitization. Uh, but apart from that, I've always believed that, uh, you don't have to have data in your title, like a data analyst or a data scientist to be a data citizen. If I take a look at the example inside of Libra, we have product managers and they're trying to figure out which features are most important and how are they used and what patterns of behavior is there. You have a gal managers, and they're always trying to know the most they can about their specific accounts, uh, to be able to serve as them best. So for me, the data citizen is really in its broadest sense. Uh, anyone who uses data to do their job, does that, does that resonate with you? >>Yeah, absolutely. It reminds me of myself. And to be honest in my eyes where I got started from, and I agree, you don't need the word data in your title. What you need to have is curiosity, and that is in your culture and in your being. And, and I think as we look at organizations to transform and take full advantage of their, their data investments, they're going to need great governance. I guarantee you that, but then you're going to have to invest in this data citizen concept. And the first thing I'll tell you is, you know, that kind of acumen, if you will, as a team sport, it's not a departmental sport. So you need to think about what are the upskilling programs of where we can reach across to the technical and the non-technical, you know, lots and lots of businesses rely on Microsoft Excel. >>You have data citizens right there, but then there's other folks who are just flat out curious about stuff. And so now you have to open this up and invest in those people. Like, why are you paying people to think about your business without giving the data? It would be like hiring Tom Brady as a quarterback and telling him not to throw a pass. Right. And I see it all the time. So we kind of limit what we define as data citizen. And that's why I love what you said. You don't need the word data in your title and more so if you don't build the acumen, you don't know how to bring the data together, maybe how to wrangle it, but where did it come from? And where can you fixings? One company I worked with had 17 definitions for a sales individual, 17 definitions, and the talent team and HR couldn't drive to a single definition because they didn't have the data accurate. So when you start thinking of the data citizen, concept it about enabling everybody to shop for data much. Like I would look for a USB cable on Amazon, but also to attach to a business glossary for definition. So we have a common version of what a word means, the lineage of the data who owns it, who did it come from? What did it do? So bring that all together. And, uh, I will tell you companies that invest in the data, citizen concept, outperform companies that don't >>For all of that, I definitely fully agree that there's enough research out there that shows that the ones who are data-driven are capturing the most markets, but also capturing the most growth. So they're capturing the market even faster. And I love what you said, Paul, about, um, uh, the brains, right? You've already paid for the brains you've already invested in. So you may as well leverage them. Um, you may as well recognize and, and enable the data citizens, uh, to get access to the assets that they need to really do their job properly. That's what I want to touch on just a little bit, if, if you're capable, because for me, okay. Getting access to data is one thing, right? And I think you already touched on a few items there, but I'm shopping for data. Now I have it. I have a cul results set in my hands. Let's say, but I'm unable to read and write data. Right? I don't know how to analyze it. I don't know maybe about bias. Uh, maybe I, I, I don't know how to best visualize it. And maybe if I do, maybe I don't know how to craft a compelling persuasion narrative around it to change my bosses decisions. So from your viewpoint, do you think that it's wise for companies to continuously invest in data literacy to continuously upgrade that data citizens? If you will. >>Yeah, absolutely. Forest. I'm going to tell you right now, data literacy years are like dog years stage. So fast, new data types, new sources of data, new ways to get data like API APIs and microservices. But let me take it away from the technical concept for a bit. I want to talk to you about the movie. A star is born. I'm sure most of you have seen it or heard it Bradley Cooper, lady Gaga. So everyone knows the movie. What most people probably don't know is when lady Gaga teamed up with Bradley Cooper to do this movie, she demanded that he sing everything like nothing could be auto-tuned everything line. This is one of the leading actors of Hollywood. They filmed this remake in 42 days and Bradley Cooper spent 18 months on singing lessons. 18 months on a guitar lessons had a voice coach and it's so much and so forth. >>And so I think here's the point. If one of the best actors in the world has to invest three and a half years for 42 days to hit a movie out of the park. Why do we think we don't need a continuous investment in data literacy? Even once you've done your initial training, if you will, over the data, citizen, things are going to change. I don't, you don't. If I, you Stan, if you go to the gym and workout every day for three months, you'll never have to work out for the rest of your life. You would tell me I was ridiculous. So your data literacy is no different. And I will tell you, I have managed thousands of individuals, some of the most technical people around distinguished engineers, fellows, and data literacy comes from curiosity and a culture of never ending learning. That is the number one thing to success. >>And that curiosity, I hire people who are curious, I'll give you one more story. It's about Mozart. And this 21 year old comes to Mozart and he says, Mozart, can you teach me how to compose a symphony? And Mozart looks at this person that says, no, no, you're too young, too young. You compose your fourth symphony when you were 12 and Mozart looks at him and says, yeah, but I didn't go around asking people how to compose a symphony. Right? And so the notion of that story is curiosity. And those people who show up in always want to learn, they're your home run individuals. And they will bring data literacy across the organization. >>I love it. And I'm not going to try and be Mozart, but you know, three and a half years, I think you said two times, 18 months, uh, maybe there's hope for me yet in a singing, you'll be a good singer. Um, Duchy on the, on the, some of the sports references you've made, uh, Paul McGuire, we first connected, uh, I'm not gonna like disclose where you're from, but, uh, I saw he did come up and I know it all sorts of sports that drive to measure everything they can right on the field of the field. So let's imagine that you've done the best analysis, right? You're the most advanced data scientists schooled in the classics, as well as the modernist methods, the best tools you've made a beautiful analysis, beautiful dashboards. And now your coach just wants to put their favorite player on the game, despite what you're building to them. How do you deal with that kind of coaches? >>Yeah. Listen, this is a great question. I think for your data analytics strategy, but also for anyone listening and watching, who wants to just figure out how to drive a career forward? I would give the same advice. So the story you're talking about, indeed hockey, you can figure out where I'm from, but it's around the Ottawa senators, general manager. And he made a quote in an interview and he said, sometimes I want to punch my analytics, people in the head. Now I'm going to tell you, that's not a good culture for analytics. And he goes on to say, they tell me not to play this one player. This one player is very tough. You know, throws four or five hits a game. And he goes, I'd love my analytics people to get hit by bore a wacky and tell me how it feels. That's the player. >>Sure. I'm sure he hits hard, but here's the deal. When he's on the ice, the opposing team gets more shots on goal than the senators do on the opposing team. They score more goals, they lose. And so I think whenever you're trying to convince a movement forward, be it management, be it a project you're trying to fund. I always try to teach something that someone didn't previously know before and make them think, well, I never thought of it that way before. And I think the great opportunity right now, if you're trying to get moving in a data analytics strategy is around this post COVID era. You know, we've seen post COVID now really accelerate, or at least post COVID in certain parts of the world, but accelerate the appetite for digital transformation by about half a decade. Okay. And getting the data within your systems, as you digitize will give you all kinds of types of projects to make people think differently than the way they thought before. >>About data. I call this data exhaust. I'll give you a great example, Uber. I think we're all familiar with Uber. If we all remember back in the days when Uber would offer you search pricing. Okay? So basically you put Uber on your phone, they know everything about you, right? Who are your friends, where you going, uh, even how much batteries on your phone? Well, in a data science paper, I read a long time ago. They recognize that there was a 70% chance that you would accept a surge price. If you had less than 10% of your battery. So 10% of battery on your phone is an example of data exhaust all the lawns that you generate on your digital front end properties. Those are logs. You can take those together and maybe show executive management with data. We can understand why people abandoned their cart at the shipping phase, or what is the amount of shipping, which they abandoned it. When is the signal when our systems are about to go to go down. So, uh, I think that's a tremendous way. And if you look back to the sports, I mean the Atlanta Falcons NFL team, and they monitor their athletes, sleep performance, the Toronto Raptors basketball, they're running AI analytics on people's personalities and everything they tweet and every interview to see if the personality fits. So in sports, I think athletes are the most important commodity, if you will, or asset a yet all these teams are investing in analytics. So I think that's pretty telling, >>Okay, Paul, it looks like we're almost out of time. So in 30 seconds or less, what would you recommend to the data citizens out there? >>Okay. I'm going to give you a four tips in 30 seconds. Number one, remember learning never ends be curious forever. You'll drive your career. Number two, remember companies that invest in analytics and data, citizens outperform those that don't McKinsey says it's about 1.4 times across many KPIs. Number three, stop just collecting the dots and start connecting them with that. You need a strong governance strategy and that's going to help you for the future because the biggest thing in the future is not going to be about analytics, accuracy. It's going to be about analytics, explainability. So accuracy is no longer going to be enough. You're going to have to explain your decisions and finally stay positive and forever test negative. >>Love it. Thank you very much fall. Um, and for all the data seasons is out there. Um, when it comes down to access to data, it's more than just getting your hands on the data. It's also knowing what you can do with it, how you can do that and what you definitely shouldn't be doing with it. Uh, thank you everyone out there and enjoy your learning and interaction with the community. Stay healthy. Bye-bye.

>> Announcer: From the CUBE studios in Palo Alto and Boston, connecting with thought leaders all around the world, this is a CUBE conversation. >> Welcome to this special CUBE conversation. I'm John Furrier here in Palo Alto, California. In our remote studio, we have a quarantine crew here during this COVID-19 crisis. Here talking about the crisis and the impact to business and overall work. Joined by a great guest Dustin Kirkland, CUBE alumni, who's now the chief product officer at Apex Clearing. This COVID-19 has really demonstrated to the mainstream world stage, not just inside the industry that we've been covering for many, many years, that the idea of at-scale means something completely different, and certainly DevOps and Agile is going mainstream to survive, and people are realizing that now. No better guest than have Dustin join us, who's had experiences in open source. He's worked across the industry from Ubuntu, Open Stack, Kubernetes, Google, Canonical. Dustin, welcome back to the CUBE here remotely. Looking good. >> Yeah, yeah, thanks, John. Last time we talked, I was in the studio, and here we are talking over the internet. This is a lot of fun. >> Well, I really appreciate it. I know you've been in your new role since September. A lot's changed, but one of the things why I wanted to talk with you is because you and I have talked many times around DevOps. This has been the industry conversation. We've been inside the ropes. Now you're starting to see, with this new scale of work-at-home forcing all kinds of new pressure points, giving people the realization that the entire life with digital and with technology can be different, doesn't have to be augmented with their existing life. It's a full-on technology driven impact, and I think a lot of people are learning that, and certainly, healthcare and finance are two areas, in particular, that are impacted heavily. Obviously, people are worried about the economy, and we're worried about people's lives. These are two major areas, but even outside that, there's new entrepreneurs right now that I know who are working on new ventures. You're seeing people working on new solutions. This is kind of bringing the DevOps concept to areas that quite frankly weren't there. I want to get your thoughts and reaction to that. >> Yeah, without a doubt, I mean, the whole world has changed in 30 short days. We knew something was amiss in China. We knew that there was a lot of danger for people. The danger for business, though, didn't become apparent until vast swathes of the work force got sent home. And there's a number of businesses and industries that are coping relatively well with this. Certainly those who have previously adopted, or have experienced, doing work remotely, doing business by video, teleconference, having resources in the cloud, having people and expertise who are able to continue working at nearly 100% capacity in 100% remote environments. There's a lot of technology behind that, and there are some industries, and in particular, some firms, some organizations, that were really adept and were able to make that shift almost overnight. Maybe there were a couple bumps along the way, some VPN settings needed to be tweaked, and Zoom settings needed to be changed a little bit, but for many, this was a relatively smooth transition, and we may be doing this for a very long time. >> Yeah, I want to get your thoughts, before we get into some of the product stuff that you guys are working on and some other things. What's your general reaction to people in your circles, inside industry and tech industry, and outside, what are you seeing a reaction to this new scale, work from home, social distancing, isolation, what are your observations? >> Yeah, you know, I think we're in for a long haul. This is going to be the new normal for quite some time. I think it's super important to check on the people you care about, and before we get into dev and tech, check on the people you care about, especially people who either aren't yet respecting the social distancing norms and impress upon them the importance that, hey, this is about you, this is about the people you care about, it's about people you don't even know, because there are plenty of people who can carry this and not even know. So definitely check on the people that you care about. And reach out to those people and stay in touch. We all need one another more than ever, right? I manage a team, and it's super important, I think, to understand how much stress everyone is under. I've got over a dozen people that report to me. Most of them have kids and families. We start out our weekly staff meeting now, and we bring the kids in. They're curious, they want to know what's going on. First five, 10 minutes of our meeting is meet the family. And that demystifies some of what we're doing, and actually keeps the other 50 minutes of the meeting pretty quiet in our experience. But it's really humanized an aspect of work from home that's always been a bit taboo. We laugh about the reporter in Korea whose kid and his wife came in during the middle of a live on-air interview. There's certainly, I've worked from home for almost 12 years, like, those are really uncomfortable situations. Until about a month ago, when that just became the norm. And from that perspective, I think there's a humanization that we're far more understanding of people who work from home now than ever before. >> It's funny, I've heard people say, you know, my wife didn't know what I did until I started working at home. And comments to seeing people's family, and saying, wow, that's awesome, and just bringing a personal connection, not just this software mechanism that connects people for some meeting, and we've all been on those meetings. They go long, and you're sitting there, and you're turning the camera off so you can sneeze. All those things are happening. But when you start to think about, beyond it being a software mechanism, that it's a social equation right now. People have shared experiences. It's been an interesting time. >> Yeah, and just sharing those experiences. We do a think internal on our Slack channel every day. We try to post a picture. We call it hashtag recess, and at recess we take a picture of walking the dogs, or playing with the kids, or gardening, or whatever it is, going for a run. Again, just trying to make the best of this, take advantage of, you know, it's hard working from home, but trying to take advantage of some of those once in a lifetime opportunities we have here. And my team has started pub quiz on Fridays, so we're mostly spread across, in the U.S., so we're able to do this at a reasonable hour, but the last couple of Fridays, we've jumped on a Zoom, downloaded a pub trivia game, most of us a crack a beer, or glass of wine, or a cocktail, and you know, it's just, it actually puts a punctuate mark on the end of the week, puts a period on the end of the week. Because that's the other thing about this, man, if you don't have some boundaries, it's easy to go from an eight or nine hour normal day to 10, 12, 14, 16 hour days, Saturday bleeds into Sunday bleeds into Monday, and then the rat race takes over. >> You got to get the exercise. You have a routine. That's my experience. What's your advice for people who are working at home for the first time? Do you have any best practices? >> I actually had a blog post on this about two weeks ago and put up almost a shopping list of some of the things that I've assembled here in the work from home environment. It's something I've been doing since 2008, so it's been there for a good long while. It's a little bit hard to accumulate all the technology that you need, but I would say, most important, have a space, some kind of space. Some people have more room or less, but even just a corner in a master bedroom with a standup desk, some space that is your own, that the family understands and respects. The other best practice is set some time boundaries. I like to start my day early. I'll try to break more a little bit for that recess, see the family some, and then knock off at a reasonable hour, so establish those boundaries. Yeah, I've got a bunch of tips in that blog post I can shoot you after this, but it's the sort of thing that, be a bit understanding, too, of other people in this situation for the first time, perhaps. So you know, offer whatever help and assistance you can, and be understanding that, man, things just aren't like they used to be. >> That's great advice. Thanks for the insights. Want to get to something that I see happening, and this always kind of happens when you see these waves where there's a downturn, or there's some sort of an event. In this case it's catastrophic in the way it vectored in like this and the impact that we just discussed. But what comes out of it is creativity around entrepreneurial activity, and certainly reinvention, businesses reforming, retrenching, resetting, whatever word, pivot, digital transformation, there's plenty of words for it. But this is the time where people can actually get a lot done. I always comment, in my last interview I did, you know, Shakespeare wrote Macbeth when he was sheltering in place, and Isaac Newton invented calculus, so you can actually get some work done. And you're starting to see people look at the new technology and start disrupting old incumbent markets, because now more than ever, things are exposed. The opportunity of recognition becomes clearer. So I wanted to get your thoughts on this. You're a product person, you've got a lot of product management skills, and you're currently taking this DevOps to financial market with fintech and your business, so you're applying known principles and software and tech and disrupting an existing industry. I think this is going to be a common trend for the next five years. >> Yeah, so on that first note, I think you're exactly right. There will be a reckoning, and there will be a ton of opportunities that come out of this for the already or the rapidly transformed digital native, digital focused business. There will be some that survive and thrive here. I think you're seeing a lot of this with the popularity of Zoom that has spiked recently. I think you're going to see technologies like DocuSign being used in places that, some of those places that still require wet signatures, but you just can't get to the notary and sign a, I don't know, a refi on your mortgage or something like that. And so I think you're going to see a bunch of those. The biggest opportunities are really around our education system. I've got two kids at home, and I'm in a pretty forward thinking school district in Austin, Texas, you know, but that's not the norm where our teachers are conducting classes and assignments over Zoom. I've got a kindergartener and a second grader. There's somewhat limits to what they can do with technology. I think you're going to see a lot of entrepreneurial solutions that develop in that space, and that's going to go from K through 12, and then into college. You think about how universities have had to shift and cancel classes, and what's happening with graduation. I've got a six and an eight year old, and I've been told I need to save $200,000 apiece for each of them to go to college, which is just an astounding number, especially to someone like me, who went to an inexpensive public university on a scholarship. Saving that kind of money for college, and just thinking about how much more efficient our education system might be with a lot more digital, a lot more digital education, digital testing and classes, while still maintaining the college experience, what that's going to look like in 10 years. I think we're going to see a lot of changes over these next 18 months to our educational system. >> Dustin, talk about the event dynamics. Physical events don't exist currently. Certainly, when they do come back, they should, and they will, the role of the virtual space is going to be highlighted and new opportunities will emerge. You mentioned education. People learn, not just for school, whether they're kids, whether they're professionals, learning and collaboration, work tools are going to reshape. What's your take on that marketplace, because we got to do virtual events. You can't just replicate a physical event and move it to digital. It's a complex system. >> Yeah, you're talking about an entire industry. We saw the Google Events, Google Next, Google IO, the Microsoft Events, just across the, I'm here in Austin, Texas, all of South by Southwest was canceled, which is just, it's breathtaking. When does that come back, and what does it look like? Is it a year or two or more from now? Events is where I spend my time, and when I get on a plane, and I fly somewhere, I'm usually going to a conference or trade show. Think about the sports industry. People who get on a plane, they go to an NFL game. John, I don't have all the answers, man, but I'm telling you, that entire industry is rapidly, rapidly going to evolve. I hope and pray that one day we're back to a, I can go back to a college football game again. I hope I can sit in a CUBE studio at a CUBE Con or an Open Stack or some other conference again. >> Hey, we should do a rerun, because I was watching the Patriots game last night, Tom Brady beating the Chiefs, October from last year. It was one of the best games of the season, went down to the wire, and I watched it, and I'm like, okay, that's Tom Brady, he's still in the Patriot uniform on the TV. Do we do reruns? This is the question. Right now, there's a big void for the next three months. What do we do? Do we replay the highlights from the CUBE? Do we have physical get togethers with Zoom? What's your take on how people should think about these events? >> Yeah, you know, the reruns only go so far, right? I'm a Texas Aggie, man. I could watch Johnny Football in his prime anytime. But I know what happened, and those games are just not as exciting as something that's a surprise. I'm actually curious about e-sports for the first time. What would it look like to watch a couple of kids who are really good at Madden Football on a Playstation go at it? What would other games that I've never seen look like? In our space, it's a lot more about, I think, podcasts and live content and staying connected and apprised of what's going on, making-- Oh, we locked up there for a second. It's, I think it's going to be really interesting. I'm still following you guys. I certainly see you active on social media. I'm sort of more addicted than ever to the live news, and in fact, I'm ready to start seeing some stuff that doesn't involve COVID-19, so from that perspective, man, keep churning out good content, and good content that's pertinent to the rest of our industry. >> That's great stuff. Well, Dustin, take a minute to explain what you're doing at Apex Clearing, your mission, and what are you guys excited about. >> Yeah, so Apex Clearing, we're a fintech. We're a very forward-focused, digitally-focused fintech. We are well positioned to continue servicing the needs of our clients in this environment. We went fully remote the first week of March, long before it was mandatory, and our business shifted pretty seamlessly. We worked through a couple of hiccups, provisioning extra VPN IP addresses, and upgrading a couple of service plans on some of the softwares, the service we buy, but besides that, our team has done just a marvelous job transitioning to remote. We are in the broker, dealer, and registered advisor space, so we provide the clearing services, which handles stock trades, equity trades, in the back end, and the custodial services. We actually hold, safeguard, the equities that our correspondents, we call our clients correspondents, their retail customers end up holding. So we've been around in our current form since about 2012. This was a retread of a previous company that was bought and retooled as Apex Clearing in 2012. Very shortly after that, we helped Robinhood, Wealthfront, Betterment, a whole bunch of really forward-looking companies reinvent what it meant to buy and sell and trade securities online, and to hold assets in a robo advisor like Betterment. Today, we are definitely well-known, well-respected for how quickly and seamlessly our APIs can be used by our correspondents in building really modern e-banking and e-brokerage experiences. >> So you guys-- >> So that went-- >> Are you guys like a DevOps platform-- >> We're more like software as a service for fintech and brokerage. So our products are largely APIs that our correspondents use their own credentials to interact with, and then using our APIs, they can open accounts, which means get an account number from the systems that allows them to then fund that account, connect via ACH and other bank connectivity platforms, transfer cash into those accounts, and then start conducting trades. Some of our correspondents have that down to a 60-second experience in a mobile app. From a mobile app, you can register for that account, if you need to, take a picture of an IED, have all of that imported, add your tax information, have that account number associated with your banking account, move a couple hundred dollars into that banking account, and then if the stock market's open, start buying and selling stock in that same window. >> Great, well, I wanted to talk about this, because to the earlier bigger picture, I think people are going to be applying DevOps principles, younger entrepreneurs, but also, reborn, if you will, professionals who are old school IT or whatever, moving faster. And you wrote a blog post I want to get your thoughts on. You wrote it on April second. How we've adapted Ubuntu's time-based release cycles to fintech and software as a service. What is that all about? What's the meaning behind this post? You guys are doing something new, unique, or-- >> To this industry and to many of the people around me, even our clients and customers around me, this is a whole new world. They've never seen anything like it. To those of us who have been around Linux, open source, certainly Ubuntu, Open Stack, Kubernetes, it's just standard operating procedures. There's nothing surprising about it, necessarily. But either it's some combination of the financial services world, just the nature of proprietary software, but also the concept of software as a service, SaaS, which is very different than Ubuntu or Kubernetes or Open Stack, which is released software, right. We ship software at the end of an Ubuntu cycle or a Kubernetes cycle. It's very different when you're a software as a service platform, and it's a matter of rolling out to production some changes, and those changes then going live. So, I wrote a post mainly to give some transparency, largely to our clients, our correspondents. We've got a couple hundred customers that use the Apex platform. I've met with many of them in a sort of one-on-many, one-to-one, one-on-many basis, where I'll show up and deliver the product road map, a couple of product managers will come and do a deep dive. Part of what we communicate to those customers is around, now, around our release cycles, and to many of them, it's a foreign concept that they've just never seen or heard before, and so I put together the blog post. We shared it internally, and educated the teams, and it was well-received. We shared it externally privately with a number of customers, and it was well-received, and a couple of them, actually a couple of the Silicon Valley based customers said, hey, why don't you just put this out there on Medium or on your blog or under an Apex banner, because this actually would be really well-received by others in the family, other partners in the family. So I'm happy to kind of dive into a couple of the key principles here, and we can sort of talk through it if you're interested, John. >> Well, I think the main point is you guys have a release cycle that is the speed of open source to SaaS, and fintech, which again, proprietary stuff is slower, monolithic. >> Yeah, the key principle is that we've taken this, and we've made it predictable and transparent, and we commit to these cycles. You know, most people maybe familiar with Ubuntu releasing twice a year, right, April and October, Ubuntu has released every April and October since 2004. I was involved with Ubuntu between 2008 and 2018 as an engineer, an engineering manager, and then a product manager, and eventually a VP of product at Canonical, and that was very much my life for 10 years, oriented around that. In that time, I spent a lot of time around Open Stack, which adopted a very similar model. Open Stack's released every six months, just after the Ubuntu release. A number of the members of the technical team and the committee that formed Open Stack came out of either Ubuntu or Canonical or both, and really helped influence that community. It's actually quite similar in Kubernetes, which developed independent, generally, of Ubuntu. Kubernetes releases on a quarterly basis, about every three months, and again, it's the sort of thing where it's just a cycle. It happens like clockwork every three months. So when I joined Apex and took a look at a number of the needs that we had, our correspondents had, our relationship managers, our sales team, the client-facing people in the organization, one of the biggest items that bubbled straight to the top is our customers wanted more transparency into our road maps, tighter commitments on when we're going to deliver things, and the ability to influence those. And you know what, that's not dissimilar from any product managers plight anywhere in the industry. But what I was able to do is take some of those principles that are common around Ubuntu and Kubernetes and Open Stack, which by the way, are quite familiar. We use a lot of Ubuntu and Kubernetes inside of Apex, and many of our correspondents are quite familiar with those cycles, but they'd never really seen or heard of a software as a service, a SaaS vendor, using something like that. So that's what's new. >> You've got some cycles going now. You've got schedules, so just looking here, just to get this out there, 'cause I think it's data. You did it last year in October, November, mid-cycle in January of this year. You've got a couple summits coming up? >> Yeah, that's right, we've broken it down into three cycles per year, three 16-week cycles per year. So it's a little bit more frequent than the twice a year Ubuntu, not quite as frenetic as the quarterly Kubernetes cycles. 16 weeks time three is 48. That leaves us four weeks of slack, really to handle Thanksgiving and Christmas and end of year holidays, Chinese New Year, whatever might come up. I'll tell you from experience, that's always been a struggle in the Ubuntu and Open Stack and Kubernetes world, it's hard to plan around those cycles, so what we've done here is we've actually just allocated four weeks of a slush fund to take care of that. We're at three 16-week cycles per year. We version them according to the year and then an iterator. So 20A, 20B, 20C are our three cycles in 2020, and we'll do 21A, B, and C next year. Each of those cycles has three summits. So to your point about we get together, back in the before everyone stopped traveling, we very much enjoyed twice a year getting together for CUBE con. We very much enjoyed the Open Stack summits and the various Ubuntu summits. Inside of a small company like ours, these were physical. We'd get together in Dallas or New York or Chicago or Portland, which is the four places we have offices. We were doing that basically every six weeks or so for one of these summits. Now they're all virtual. We handle them over Zoom. When they were physical, we'd do the summit in about three days of packed agendas, Tuesday, Wednesday, Thursday. Now that we've gone to virtual, we've actually spread it a little bit thinner across the week, and so we've done, we've poked some holes in the day, which has been an interesting learning experience, and I think we're all much happier with the most recent summit we did, spreading it over the course of the week, accounting for time zones, giving ourself, everyone, lunch breaks and stuff. >> Well, we'll have to keep checking in. I want to certainly collaborate with you on the virtual digital, check your progress. We're all learning, and iterating, if you will, on the value that you can do with these digital ones. Try to get that success with physical, not always easy. Appreciate, and you're looking good, looking good and safe. Stay safe, and great to check in with you, and congratulations on the new opportunity. >> Yeah, thanks, John. >> Appreciate it. Dustin Kirkland, chief product officer at Apex Clearing. I'm John Furrier with the CUBE, checking in with a remote interview during this time when we are getting all the information of best practices on how to deal with this new at-scale, the new shift that is digital, that is impacting, and opportunities are there, certainly a lot of challenges, and hopefully, the healthcare, the finance, and the business models of these companies can continue and get back to work soon. But certainly, the people are still sheltered in place, working hard, being creative, be the coverage here in the CUBE. I'm John Furrier, thanks for watching. (bright electronic music)

>> Announcer: From theCUBE studios in Palo Alto and Boston connecting with thought leaders all around the world. This is a CUBE conversation. >> Hello everybody, welcome to this special CUBE conversation. My name is Dave Vellante and you're watching theCUBE. We're here with Sanjay Poonen who's the COO of VMware and a good friend of theCUBE. Sanjay great to see you. Thanks for coming on. >> Dave it's a pleasure. In these new circumstances, shelter at home and remote working. I hope you and your family are doing well. >> Yeah, and back at you Sanjay. Of course I saw you on Kramer Mad Money the other night. I was jealous. I said, "I need Sanjay on to get an optimism injection." You're a great leader And I think, a role model for all of us. And of course the "Go Niners" in the background really incented me to get-- I got my Red Sox cap and we have a lack of sports, but, and we miss it, But hey, we're making the best. >> Okay Red Sox is better than the Patriots. Although I love the Patriots. If i was in the east coast, especially now that Brady's gone. I guess you guys are probably ruing a little bit that Jimmy G came to us. >> I am a huge Tampa Bay fan all of a sudden. I be honest with you. Tom Brady can become a Yankee and I would root for them. I tell you that's how much I love the guy. But anyway, I'm really excited to have you on. It's obviously as you mentioned, these times are tough, but we're making the best do and it's great to see you. You are a huge optimist, but I want to ask you, I want to start with Narendra Modi just announced, basically a lockdown for 21 days. 1.3 billion people in your native country. I wonder if you could give us some, some thoughts on that. >> I'm, my parents live half their time in Bangalore and half here. They happen to be right now in the US, and they're doing well. My dad's 80 and my mom's 77. I go to India a lot. I spent about 18 years of my life there, and the last 32 odd years here and I still go there a lot. Have a lots friends and my family there. And , it's I'm glad that the situation is kind of , as best as they can serve it. It's weird, I was watching some of the social media photos of Bangalore. I tweeted this out last night. The roads look so clean and beautiful. I mean, it looks like 40 years ago when I was growing up. When I would take a bicycle to school. I mean Bangalore's one of the most beautiful cities in India, very green and you can kind of see it all again. And I think, as I've been watching some of the satellite photos of the various big cities to just watch sort of Mother Nature. Obviously, we're in a tough time and, I open my empathy and thoughts and prayers go to every family that's affected by this. And certainly ones who have lost loved ones, but it's sort of, I think it's neat, that we're starting to see some of the beautiful aspects of nature. Even as we deal with the tough aspects of sheltered home. And the incredible tough impacts of this pandemic across the world. >> Yeah, I think you're right. There is a silver lining as much as, our hearts go out to those that are that are suffering. You're seeing the canals in Venice run clear. As you mentioned, the nitrous oxide levels over China. what's going on in Bangalore. So, there is a little bit of light in the end of the tunnel for the environment, I hope. and at least there's an indication that we maybe, need to be more sensitized to this. Okay, let's get into it. I want to ask you, so last week in our breaking analysis. We worked with a data company called ETR down in New York City. They do constant surveys of CIO's. I want to read you something that they came out with just on Monday and get your reaction. Basically, their annual growth and IT spend they're saying, is showing a slight decline for 2020. As a significant number of organizations plan to cut and/or delay IT expenditures due to the coronavirus. Though the current climate may suggest worse many organizations are accelerating spending for 2020 as they ramp up their work-from-home infrastructure. These organizations are offsetting what would otherwise be a notable decline in global IT spend versus last year. Now we've gone from the 4% consensus at the beginning of the year. ETR brought it down to zero percent and then just on Monday, they went to slight negative. But, what's not been reported widely is the somewhat offsetting factor of work-from-home infrastructure. VMware obviously plays there. So I wonder if you could comment on what you're seeing. >> Yeah, Dave, I think , we'll have to see . I'm not an economic pundit. So we're going to have to see what the, IT landscape looks like in the overall sense and we'll probably play off GDP. Certain industries: travel, hospitality, I mean, it's brutal for them. I mean, and I hope that, what I really hope, that's going to happen to that industry, especially there's an infusion through recovery type of bill. Is that no real big company goes under, and goes bankrupt. I mean kind of the situation in 2008. I mean, people wondering what will happen to the Airlines. Boeing, hospital-- these are ic-- some of them like Boeing are iconic brands of the United States and of the world. There's only two real companies that make planes. So we've got to make sure that those industries stay afloat and stay good for the health of the world. Health of the US economy, jobs, and so on. That's always one end. Listen, health and safety of our employees always comes first. Before we even think about that. I always tell people the profits of VMware will wait if you are not well, if your loved ones not well, if your going to take care of people, take care of that first. We will be fine. This too shall pass. But if you're healthy, let's turn our attention because we're not going to just sit at home and play games. We're going to serve our customers. How do we do that? A lot of our customers are adjusting to this new normal. As a result, they have to either order devices with a laptop, screens, things of those kinds, to allow a work-from-home environment to be as close to productive as they work environment. So I expect that there will be a surge in the, sort of, end points that people need. I will have to see how Dell and HP and Lenovo, but I expect that they will probably see some surge in their laptops. As people, kind of, want those in the home and hopefully their supply chains are able to respond. But then with every one of those endpoints and screens that we need now for these types of organizations. You need to manage them, end point management. Often, you need virtual desktops on them. You need to end point security and then in some cases you will probably need, if it's a remote office, branch office, and into the home office, network security and app acceleration. So those Solutions, end point management, Workspace ONE, inclusive of a full-fledged virtual desktop capability That's our product Workspace ONE. Endpoint Securities, Carbon Black and the Network Platform NSX being software-defined was relegated for things like, load balancers and SDWAN capabilities and it's kind of almost feels like good, that we got those solutions, the last three, four years through acquisitions, in many cases. I mean, of course, Airwatch and Nicira were six, seven, eight years ago. But even SD-WAN, we acquired Velocloud three and a half years ago, Carbon Black just four months ago, and Avi in the last year. Those are all parts of that kind of portfolio now, and I feel we were able to, as customers come to us we're not going in ambulance-chasing. But as customers come to us and say, "What do you have as a work-at-home "for business continuity?" We're able to offer them a solution. So we did a webcast earlier this week. Where we talked about, we're calling it work in home with business continuity. It's led with our EUC offerings Workspace ONE. Accompanied by Carbon Black to secure that, and then underneath it, will obviously be the cloud foundation and our Network capabilities of NSX. >> Yeah, so I want to double down on that because it was not, the survey results, showed it was not just collaboration tools. Like Zoom and WebEx and gotomeeting Etc. It was, as you're pointing out, it was other infrastructure that was of VPN's. It was Network bandwidth. It was virtualization, security because they need to secure that work-from-home infrastructure. So a lot of sort of, ancillary activity. It was surprising to me, when I saw the data, that 21% of the CIO's that we surveyed, said that they actually plan on spending more in 2020 because of these factors. And so now we're tracking that daily. And the sentiment changes daily. I showed some other data that showed the CIO sentiment through March. Every day of the survey it dropped. Okay, so it's prudent to be cautious. But nonetheless, people to your point aren't just sitting on their hands. They're not standing still. They're moving to support this new work-from-home normal. >> Yeah, I mean listen, I forgot to say that, Yeah, we are using the video collaboration tools. Zoom a lot. We use Slack. We'll use Teams. So we are, those are accompanied. We were actually one of the first customers to use Zoom. I'm a big fan of my friend Eric Yuan and what they're doing there in modernizing, making it available on a mobile device. Just really fast. They've been very responsive and they reciprocated by using Workspace ONE there. We've been doing ads joined to VMware and zoom in the market for the last several years. So we're a big fan of their technology. So far be it from me to proclaim that the only thing you need here's VMware. There's a lot of other things on the stack. I think the best way, Dave, for us that we've sought to do this is again, I'm very sensitive to not ambulance-chase, which is, kind of go after this. To do it authentically, and the way that authentically is to be, I think Satya Nadella put this pretty well in an interview he did yesterday. Be a first responder to the first responder. A digital first responder, if I could. So when the, our biggest customers are hospital and school and universities and retailers and pharmacies. These are some of our biggest customers. They are looking, in some cases, actually hire more people to serve their communities and customers. And every one of them, as they , hire new people and so and so on, will I just naturally coming to us and when they come to us, serve them. And it's been really gratifying Dave. If I could read you the emails I've been getting the last few days. I got one from a very prominent City, the United States, the mayor's office, the CTO, just thanking us and our people. For being available who are being careful not to, we're being very sensitive to the pricing. To making sure customers don't feel like, in any way, that we're looking at the economics of it will always come just serve your customer. I got an email yesterday from a very large pharmacy. Routinely we were talking to folks in the, in the healthcare industry. University, a president of a school. In fact, Southern New Hampshire University, who I mentioned Jim Cramer. Sent me a note saying, "hey, we're really grateful you even mentioned our name." and I'm not doing this because, Southern New Hampshire University is doing an incredible job of moving a lot of their platform to online to help tens of thousands. And they were one of the early customers to adopt virtual desktops, and the cloud desktops, and the services. So, as we call. So in any of these use cases, I just tell our employees, "Be authentic. "First off take care of your families. "It's really important to take care of your own health and safety. But once you've done that, be authentic in serving our customers." That's what VR has always done. From the days of dying green, to bombers, to Pat, and all of us here now. Take care of our customers and we'll be fine. >> Yeah, and I perfectly understand your sensitivity to that notion of ambulance-chasing and I'm by no means trying to bait you into doing that. But I would stress, the industry needs you and the tech it-- many in the tech industry, like VMware, have very strong balance sheets. They're extremely viable companies and we as a community, as an industry, need companies like VMware to step up, be flexible on pricing, and terms, and payment, and things like that nature. Which it sounds like you're doing. Because the heroes that are on the front lines, they're fighting a battle every day, every hour, every minute and they need infrastructure to be able to work remotely with the stay-at-home mandates. >> I think that's right. And listen, let me talk a little bit of one of the things you talked about. Which is financing and we moved a lot of our business to increasingly, to the cloud. And SaaS and subscription services are a lot more radical than offer license and maintenance. We make that choice available to customers, in many cases we lead with cloud-first solutions. And then we also have financing services from our partners like Dell financial services that really allow a more gradual, radibal payment. Do people want financing? And , I think if there are other scenarios. Jim asked me on his show, "What will you do if one of your companies go bankrupt?" I don't know, that's an unprecedented, we didn't have, we had obviously, the financial crisis. I wasn't here at VMware during the dot-com blow up where companies just went bankrupt in 2000. I was at Informatica at the time. So, I'm sure we will see some unprecedented-- but I will tell you, we have a very fortunate to be profitable, have a good balance sheet. Whatever scenario, if we take care of our customers, I mean, we have been very fortunate to be one of the highest NPS, Net promoter scorer, companies in the industry. And , I've been reaching out to many of our top customers. Just a courtesy, without any agenda other than, we're just checking in. A friend in need is a friend indeed. It's a line that I remembered. And just reach out your customers. Hey listen. Checking in. No, other than can we help you, if there's anything and thank you, especially for ones who are retailers, pharmacies, hospitals, first responders. Thank them for what they're doing to serve many of their people. Especially people in retail. Think about the people who have to go into warehouses to service us, to deliver the stuff that comes to our home. I mean, these people are potentially at risk, but they do it. Put on masks. Braving health situations. That often need the paycheck. We're very grateful for that, and our hope is that this world situation, listen, I mentioned it on on TV as a kind of a little bit of a traffic jam. I love to ski and when I go off and to Tahoe, I tell my family, "I don't know how long it's going to take." with check up on Waze or Google Maps and usually takes four hours, no traffic. Every now and then it'll take five, six, seven. Worst case eight. I had some situation, never happen to me but some of my friends would just got stuck there and had to sleep in their car. But it's pretty much the case, you will eventually get there. I was talking to my dad, who is 80, and he's doing well. And he said, this feels a little bit like World War Two because you're kind of, in many places there. They had a bunker, shelter. Not just shelter in place, but bunker shelter in that time. But that lasted, whatever five, six years. I don't think this is going to last five, six years. It may be five, six months. It might be a whole year. I don't know. I can guarantee it's not going to be six years. So it won't be as bad as World War two. It certainly won't be as bad as the Spanish Flu. Which took 39 people and two percent of the world. Including five percent of my country, India in the 1918 to 1920 period, a hundred years ago. So we will get through this. I like, we shall overcome. I'm not going to sing it for you. It's one of my favorite Louis Armstrong songs, but find ways by which you encourage, uplift people. Making sure, it is tough, it is very tough times and we have to make sure that we get through this. That jobs are preserved as best as we can because that's the part I'm really, really concerned about. The loss of jobs and how we're going to recover as US economy, but we will make it through this. >> Yeah, and I want to sort of second what you're saying. That look, I know there are a lot of people at home that going a little bit stir crazy and this, the maybe a little bit of depression setting in. But to your point, we have to be empathic for those that are suffering. The elderly, who are in intensive care and also those frontline workers. And then I love your optimism. We will get through this. This is not the Spanish Flu. We have, it's a different world, a different technology world. Our focus, like many other small businesses is, we obviously want to survive. We want to maintain our full employment. We want to serve our customers and we, as you, believe that that is the recipe for getting through this. And so, I love the optimism. >> And listen, and we can help be a part of my the moment you texted me and said, "Hey, can I be in your show?" If it helps you drive, whatever you need, sponsorship revenue, advertising. I'm here and the same thing for all of our friends who have to adjust the way in which the wo-- we want to be there to help them. And I've chosen as best as I can, in terms of how I can support my family, the sort of five, five of us at home now. All fighting over bandwidth, the three kids, and my wife, and I. To be positive with them, to be in my social media presence, as best as possible. Every day to be positive in what I tweet out to the world And point people to a hope of what's going to come. I don't know how long this is going to last. But I can tell you. I mean, just the fact that you and I are talking over video interview. High fidelity, reasonably high fidelity, high bandwidth. The ability to connect. I mean it is a whole lot better than a lot of what happened in World War 2 or the Spanish flu. And I hope at the end of it, some of us, some of this will forever change our life. I hope for for example in a lot of our profession. We have to travel to visit customers. And now that I'm building some of these relationships virtually. I hope that maybe my travel percentage will drop. It's actually good for the environment, good for my family life. But if we can lower that percentage, still get things done through Zoom calls, and Workspace ONE, and things of those kinds, that would be awesome. So that's how I think about the way in which I'm adapting my life. And then I set certain personal goals. This year, for example, we're expanding a lot of our focus in security. We have a billion dollar security business and we're looking to grow that NSX, Common Black, Workspace ONE, and accompanying tools and I made it a goal to try and meet at all my sales teams. A thousand C-ISOs. I mean off I know a lot of CIO's in the 25 years, I've had, maybe five, six thousand of them in the world. And blessed to build that relationship over the years of my SAP and VMware experience, but I don't know. I mean, I knew probably 50 or 100. Maybe a few hundred CISO's. And now that we have a portfolio it's relevant to grant them and I think very compelling across network security and End Point security. We own the companies with such a strong portfolio in both those areas. I'm reaching out to them and I'm happy to tell you, I connected, I've got the names of 1,000 of the top CISO's in the Fortune 1000, Global 2000, and connecting with many of them through LinkedIn and other mixers. I hope I talked to many of them through the course of the year. And many of them will be virtual conversations. Again, just to talk to them about being a trusted advisor to us. Seeing if we can help them. And then of course, there will be a product pitch for NSX and Carbon Black and how we're different from whoever it is, Palo Alto and F5 and Netscaler and the SD line players or semantic McAfee Crowdstrike. We're differentiated so I want to certainly earn some of the business. But these are ways in which you adjust to a virtual kind of economy. Where I'm not having to physically go and meet them. >> Yeah, and we share your optimism and those CISO's are, they're heroes, superheroes on the front line. I'll tell ya a quick aside. So John Furrier and I, we're in Barcelona. When really, the coronavirus came to our heightened awareness and John looked at me and said, "Dave we've been doing digital for 10 years. "We have to take all of the software that we've developed, "all these assets and help our customers pivot." So we share that optimism and we're actually lucky to be able to have the studios and be able to have these conversations with you guys. So again, we share that, that optimism. I want to ask you, just on guidance. A lot of companies have come out and said we're not giving guidance anymore. I didn't see anything relative to VMware. Have you guys announced anything on guidance in terms of how you're going to communicate? Where are you at with that? >> No, I think we're just, I mean listen, we take this very carefully because of reg FD and the regulations of public company. So we just allow the normal quarterly ins. And of outside of that, if our CFO decides they may. But right now we're just continuing business as usual. We're in the middle of our, kind of, whatever, middle of our quarter. Quarter ends April. So work hard do the best we can in all the regions, be available for all of our teams. Pat, myself, and others we're, to the extent that we're healthy and we're doing well, but thank God, is reach out to CISO's and CIO's and CTO's and CEOs and help them. And I believe people will spend money. The questions we have to go over. And I think the stronger will survive. The companies with better balance sheet and unfortunately, some of the weaker companies won't. And I think quite frankly, if you do your job well. I don't mean this in any negative sense. The stronger companies will take share in these environments. I was watching a segment for John Chambers. He has been through a number of different, when I know him, so an I have, I've talked to him about some of the stuff. He will tell you that he, advises is a lot of his companies now. From the experiences he saw in 2008, 2001, in many of the crisis and supply chain issues. This is a time where leadership counts. The strong get stronger. Never waste a good crisis, as Winston Churchill said. And as you do that, the strong will come strong because you figure out ways by which, if you're going to make changes that were planned for one or two years from now. Maybe a good time to make them is now. And as you do that you communicate a vision for where you're going. Very clearly to your employees. Again incessantly over and over again. They, hopefully, are able to repeat it in their own words in a simple fashion, and then you get all of your employees in our case 30,000 plus employees of VMware lined up. So one of the things that we've been doing a lot of these days is communicate, communicate, communicate, internally. I've talked a lot about our communication with customer. But inside, our employees, we do calls with our top leaders over Zoom. Calls, intimate calls, and many, often we're adjusting to where I'll say a few words. I have a mandatory every two week goal with all of my senior most leaders. I'll speak for about five minutes and then for the next 25 minutes, the top 12, 15 of them I listen. To things, I want all of them to speak up. There's nobody who should stay silent, because I want to hear what's going on in that corner of the world. >> But fantastic Sanjay. Well, I mean, Boeing, I heard this morning's going to get some support from the government. And strategically that's very important for our country. Congress finally passed, looks like they're passing that bill, and support which is awesome. It's been, especially for all these small businesses that are struggling and want to maintain full employment. I heard Steve Mnuchin the other day saying, "Look, we're talking about two months of payroll "for people if they agree to keep people employed. "or hire them back." I mean the Fed. people say, oh the FED is out of arrows. The Feds, not out of arrows. I mean, I'm not an economist either. But the Fed. has a lot of bullets in their gun, as they say. So Sanjay, thanks so much. You're an awesome leader and really an inspirational executive and a good friend so thank you so much for coming on theCUBE. >> Dave, always a pleasure. Please say hi to all of my friends, your co-anchors, and the staff at CUBE. Thank them for all their hard work. It's a pleasure to talk to you this morning. I wish you, your family, and your friends and all of our community, stay safe and be well. >> Thank you Sanjay and thank you for watching everybody. This is Dave Vellante for the cube and we'll see you next time. (soft music)

>> From the Silicon Angle Media Office in Boston Massachusetts, it's "The Cube." (groovy techno music) Now, here's your host, Dave Vellante. >> Hello, everyone. The rise of open source is really powering the digital economy. And in a world where every company is essentially under pressure to become a software firm, open source software really becomes the linchpin of digital services for both incumbents and, of course, digital natives. Here's the challenge, is when developers tap and apply open source, they're often bringing in hundreds, or even thousands of lines of code that reside in open sourced packages and libraries. And these code bases, they have dependencies, and essentially hidden traps. Now typically, security vulnerabilities in code, they're attacked after the software's developed. Or maybe thrown over the fence to the sec-ops team and SNYK is a company that set out to solve this problem within the application development life cycle, not after the fact as a built-on. Now, with us to talk about this mega-trend is Peter McKay, a friend of The Cube and CEO of SNYK. Peter, great to see you again. >> Good to see you, dude. >> So I got to start with the name. SNYK, what does it mean? >> SNYK, So Now You Know. You know, people it's sneakers sneak. And they tend to use the snick. So it's SNYK or snick. But it is SNYK and it stands for So Now You Know. Kind of a security, so now you know a lot more about your applications than you ever did before. So it's kind of a fitting name. >> So you heard my narrative upfront. Maybe you can add a little color to that and provide some additional background. >> Yeah, I mean, it's a, you know, when you think of the larger trends that are going on in the market, you know, every company is going through this digital transformation. You know, and every CEO, it's the number one priority. We've got to change our business from, you know, financial services, healthcare, insurance company, whatever, are all switching to digital, you know, more of a software company. And with that, more software equals more software risk and cybersecurity continues to be, you know, a major. I think 72% of CEOs worry about cybersecurity as a top issue in protecting companies' data. And so for us, we've been in the software in the security space for the four and a half years. I've been in the security space since, you know, Watchfire 20 years ago. And right now, with more and more, as you said, open source and containers, the challenge of being able to address the cybersecurity issues that have never been more challenging. And so especially when you add the gap between the need for security professionals and what they have. I think it's four million open positions for security people. So you know, with all this added risk, more and more open source, more and more digitization, it's created this opportunity in the market where you're traditional approaches to addressing security don't work today, you know? Like you said, throwing it over the fence and having someone in security, you know, check and make sure and finding all these vulnerabilities, and throw it back to developers to fix is very slow and something at this point is not driving to success. >> So talk a little bit more about what attracted you to SNYK early. I mean, you've been with the company, you're at least involved in the company for a couple years now. What were the trends that you saw, and what was it about SNYK that, you know, led you to become an investor and ultimately, CEO? >> Yeah, so four years involved in the business. So you know, I've always loved the security space. I've been in it for a number, almost 20 years. So I enjoy the space. You know, I've watched it. The founder, Guy Podjarny, one of the founders of SNYK, has been a friend of mine for 16 years from back in the Watchfire days. So we've always stayed connected. I've always worked well together with him. And so when you started, and I was on the board, the first board member of the company, so I could see what was going on, and it was this, you know, changing, kind of the right place at the right time in terms of developer first security. Really taking all the things that are going on in the security space that impacts a developer or can be addressed by the developer, and embedding it into the software into that developer community, in a way that developers use, the tools that they use. So it's a developer-first mindset with security expertise built-in. And so when you look at the market, the number of open source container evolution, you know, it's a huge market opportunity. Then you look at the business momentum, just took off over the past, you know, four years. That it was something that I was getting more and more involved in. And then when Guy asked me to join as the CEO, it was like, "Sure, what took you so long?" (Dave laughing) >> We had Guy on at Node JS Summit. I want to say it was a couple years ago now. And what he was describing is when you package, take the example of Node. When you package code in Node, you bring in all these dependencies, kind of what I was talking about there, but the challenge that he sort of described was really making it seamless as part of the development workflow. It seems like that's unique to SNYK. Maybe you could talk about-- >> Yeah, it is. And you know, we've built it from the ground up. You know, it's very difficult. If it was a security tool for security people, and then say, "Oh, let's adapt it for the developer," that is almost impossible. Why I think we've been so successful from the 400,000 developers in the community using Freemium to paid, was we built it from the ground up for developer, embedded into the application-development life cycle. Into their process, the look and feel, easy for them to use, easy for them to try it, and then we focused on just developer adoption. A great experience, developers will continue to use it and expand with it. And most of our opportunities that we've been successful at, the customers, we have over 400 customers. That had been this try, you know, start it with the community. They used the Freemium, they tried it for their new application, then they tried it for all their new, and then they go back and replace the old. So it was kind of this Freemium, land and expand has been a great way for developers to try it, use it. Does it work, yes, buy more. And that's the way we work. >> We're really happy, Peter, that you came on because you've got some news today that you're choosing to share with us in our Cube community. So it's around financing, bring us up to date. What's the news? >> Yeah so you know, I'd say four months ago, five months ago, we raised a $70 million round from great investors. And that was really led by one of our existing investors, who kind of knew us the best and it was you know, Excel Venture, and then Excel Growth came in and led the $70 million round. And part of that was a few new investors that came in and Stripes, which is you know a very large growth equity investor were part of that $70 million round said you know, preempted it and said, "Look it, we know you don't need the money, but we want to," you know, "We want to preempt. We believe your customer momentum," here we did, you know, five or six really large deals. You know, one, 700, seven million, 7.4 million, one's 3.5 million. So we started getting these bigger deals and we doubled since the $70 million round. And so we said, "Okay, we want to make money not the issue." So they led the next round, which is $150 million round, at a valuation of over a billion. That really allows us now to, with the number of other really top tier, (mumbles) and Tiger and Trend and others, who have been part of watching the space and understand the market. And are really helping us grow this business internationally. So it's an exciting time. So you know, again, we weren't looking to raise. This was something that kind of came to us and you know, when people are that excited about it like we are and they know us the best because they've been part of our board of directors since their round, it allows us to do the things that we want to do faster. >> So $150 million raise this round, brings you up to the 250, is that correct? >> Yes, 250. >> And obviously, an up-round. So congratulations, that's great. >> Yeah, you know, I think a big part of that is you know, we're not, I mean, we've always been very fiscally responsible. I mean, yes we have the money and most of it's still in the bank. We're growing at the pace that we think is right for us and right for the market. You know, we continue to invest product, product, product, is making sure we continue our product-led organization. You know, from that bottoms up, which is something we continue to do. This allows us to accelerate that more aggressively, but also the community, which is a big part of what makes that, you know, when you have a bottoms up, you need to have that community. And we've grown that and we're going to continue to invest aggressively and build in that community. And lastly, go to market. Not only invest, invest aggressively in the North America, but also Europe and APJ, which, you know, a lot of the things we've learned from my Veeam experience, you know how to grow fast, go big or go home. You know, are things that we're going to do but we're going to do it in the right way. >> So the Golden Rule is product and sales, right? >> Yes, you're either building it or selling it. >> Right, that's kind of where you're going to put your money. You know, you talk a lot about people, companies will do IPOs to get seen, but companies today, I mean, even software companies, which is a capital-efficient industry, they raise a lot of dough and they put it towards promotion to compete. What are your thoughts on that? >> You know, we've had, the model is very straightforward. It's bottoms up, you know? Developers, you know, there's 28 million developers in the world, you know? What we want is every one of those 28 million to be using our product. Whether it's free or paid, I want SNYK used in every application-development life cycle. If you're one developer, or you're a sales force with standardized on 12,000 developers, we want them using SNYK. So for us, it's get it in the hands. And that, you know, it's not like-- developers aren't going to look at Super Bowl ads, they're not going to be looking. It's you know, it's finding the ways, like the conference. We bought the DevSecCon, you know, the conference for developer security. Another way to promote kind of our, you know, security for developers and grow that developer community. That's not to say that there isn't a security part. Because, you know, what we do is help security organizations with visibility and finding a much more scalable way that gets them out of the, you know, the slows-down, the speed bump to the moving apps more aggressively into production. And so this is very much about helping security people. A lot of times the budgets do come from security or dev-ops. But it's because of our focus on the developer and the success of fixing, finding, fixing, and auto-remediating that developer environment is what makes us special. >> And it's sounds like a key to your success is you're not asking developer to context switch into a new environment, right? It's part of their existing workflow. >> It has to be, right? Don't change how they do their job, right? I mean, their job is to develop incredible applications that are better than the competitors, get them to market faster than they can, than they've ever been able to do before and faster than the competitor, but do it securely. Our goal is to do the third, but not sacrifice on one and two, right? Help you drive it, help you get your applications to market, help you beat your competition, but do it in a secure fashion. So don't slow them down. >> Well, the other thing I like about you guys is the emphasis is on fixing. It's not just alerting people that there's a problem. I mean, for instance, a company like Red Hat, is that they're going to put a lot of fixes in. But you, of course, have to go implement them. What you're doing is saying, "Hey, we're going to do that for you. Push the button and then we'll do it," right? So that, to me, that's important because it enables automation, it enables scale. >> Exactly, and I think this has been one of the challenges for kind of more of the traditional legacy, is they find a whole bunch of vulnerabilities, right? And we feel as though just that alone, we're the best in the world at. Finding vulnerabilities in applications in open source container. And so the other part of it is, okay, you find all them, but prioritizing what it is that I should fix first? And that's become really big issue because the vulnerabilities, as you can imagine, continue to grow. But focusing on hey, fix this top 10%, then the next, and to the extent you can, auto-fix. Auto-remediate those problems, that's ultimately, we're measured by how many vulnerabilities do we fix, right? I mean, finding them, that's one thing. But fixing them is how we judge a successful customer. And now it's possible. Before, it was like, "Oh, okay, you're just going to show me more things." No, when you talk about Google and Salesforce and Intuit, and all of our customers, they're actually getting far better. They're seeing what they have in terms of their exposure, and they're fixing the problems. And that's ultimately what we're focused on. >> So some of those big whales that you just mentioned, it seems to me that the value proposition for those guys, Peter, is the quality of the code that they can develop and obviously, the time that it takes to do that. But if you think about it more of a traditional enterprise, which I'm sure is part of your (mumbles), they'll tell you, the (mumbles) will tell you our biggest problem is we don't have enough people with the skills. Does this help? >> It absolutely-- >> And how so? >> Yeah, I mean, there's a massive gap in security expertise. And the current approach, the tools, are, you know, like you said at the very beginning, it's I'm doing too late in the process. I need to do it upstream. So you've got to leverage the 28 million developers that are developing the applications. It's the only way to solve the problem of, you know, this application security challenge. We call it Cloud Dative Application Security, which all these applications usually are new apps that they're moving into the Cloud. And so to really fix it, to solve the problem, you got to embed it, make it really easy for developers to leverage SNYK in their whole, we call it, you know, it's that concept of shift left, you know? Our view is that it needs to be embedded within the development process. And that's how you fix the problem. >> And talk about the business model again. You said it's Freemium model, you just talked about a big seven figure deals that you're doing and that starts with a Freemium, and then what? I upgrade to a subscription and then it's a land and expand? Describe that. >> Yeah we call it, it's you know, it's the community. Let's get every developer in a community. 28 million, we want to get into our community. From there, you know, leverage our Freemium, use it. You know, we encourage you to use it. Everybody to use our Freemium. And it's full functionality. It's not restricted in anyway. You can use it. And there's a subset of those that are ready to say, "Look it, I want to use the paid version," which allows me to get more visibility across more developers. So as you get larger organization, you want to leverage the power of kind of a bigger, managing multiple developers, like a lot of, in different teams. And so that kind of gets that shift to that paid. Then it goes into that Freemium, land, expand, we call it explode. Sales force, kind of explode. And then renew. That's been our model. Get in the door, get them using Freemium, we have a great experience, go to paid. And that's usually for an application, then it goes to 10 applications, and then 300 developers and then the way we price is by developer. So the more developers who use, the better your developer adoption, the bigger the ultimate opportunity is for us. >> There's a subscription service right? >> All subscription. >> Okay and then you guys have experts that are identifying vulnerabilities, right? You put them into a database, presumably, and then you sort of operationalize that into your software and your service. >> Yeah, we have 15 people in our security team that do nothing everyday but looking for the next vulnerability. That's our vulnerability database, in a large case, is a lot of our big companies start with the database. Because you think of like Netflix and you think of Facebook, all of these companies have large security organizations that are looking for issues, looking for vulnerabilities. And they're saying, "Well okay, if I can get that feed from you, why do I have my own?" And so a lot of companies start just with the database feed and say, "Look, I'll get rid of mine, and use yours." And then eventually, we'll use this scanning and we'll evolve down the process. But there's no doubt in the market people who use our solution or other solution will say our known the database of known vulnerabilities, is far better than anybody else in the market. >> And who do you sell to, again? Who are the constituencies? Is it sec-ops, is it, you know, software engineering? Is it developers, dev-ops? >> Users are always developers. In some cases dev-ops, or dev-sec. Apps-sec, you're starting to see kind of the world, the developer security becoming bigger. You know, as you get larger, you're definitely security becomes a bigger part of the journey and some of the budget comes from the security teams. Or the risk or dev-ops. But I think if we were to, you know, with the user and some of the influencers from developers, dev-ops, and security are kind of the key people in the equation. >> Is your, you have a lot of experience in the enterprise. How do you see your go to market in this world different, given that it's really a developer constituency that you're targeting? I mean, normally, you'd go out, hire a bunch of expensive sales guys, go to market, is that the model or is it a little different here because of the target? >> Yeah, you know, to be honest, a lot of the momentum that we've had at this point has been inbound. Like most of the opportunities that come in, come to us from the community, from this ground up. And so we have a very large inside sales team that just kind of follows up on the inbound interest. And that's still, you know, 65, 70% of the opportunities that come to us both here and Europe and APJ, are coming from the community inbound. Okay, I'm using 10 licenses of SNYK, you know, I want to get the enterprise version of it. And so that's been how we've grown. Very much of a very cost-effective inside sales. Now, when you get to the Googles and Salesforces and Nordstroms of the world, and they have already 500 licenses us, either paid or free, then we usually have more of a, you know, senior sales person that will be involved in those deals. >> To sort of mine those accounts. But it's really all about driving the efficiency of that inbound, and then at some point driving more inbound and sort of getting that flywheel effect. >> Developer adoption, developer adoption. That's the number one driver for everybody in our company. We have a customer success team, developer adoption. You know, just make the developer successful and good things happen to all the other parts of the organization. >> Okay, so that's a key performance indicator. What are the, let's wrap kind of the milestones and the things that you want to accomplish in the next, let's call it 12 months, 18 months? What should we be watching? >> Yeah, so I mean it continues to be the community, right? The community, recruiting more developers around the globe. We're expanding, you know, APJ's becoming a bigger part. And a lot of it is through just our efforts and just building out this community. We now have 20 people, their sole job is to build out, is to continue to build our developer community. Which is, you know, content, you know, information, how to learn, you know, webinars, all these things that are very separate and apart from the commercial side of the business and the community side of the business. So community adoption is a critical measurement for us, you know, yeah, you look at Freemium adoption. And then, you know, new customers. How are we adding new customers and retaining our existing customers? And you know, we have a 95% retention rate. So it's very sticky because you're getting the data feed, is a daily data feed. So it's like, you know, it's not one that you're going to hook on and then stop at any time soon. So you know, those are the measurements. You look at your community, you look at your Freemium, you look at your customer growth, your retention rates, those are all the things that we measure our business by. >> And your big pockets of brain power here, obviously in Boston, kind of CEO's prerogative, you got a big presence in London, right? And also in Israel, is that correct? >> Yeah, I would say we have four hubs and then we have a lot of remote employees. So, you know, Tel Aviv, where a lot of our security expertise is, in London, a lot of engineering. So between London and Tel Aviv is kind of the security teams, the developers are all in the community is kind of there. You know, Boston, is kind of more go to market side of things, and then we have Ottawa, which is kind of where Watchfire started, so a lot of good security experience there. And then, you know, we've, like a lot of modern companies, we hired the best people wherever we can find them. You know, we have some in Sydney, we've got some all around the world. Especially security, where finding really good security talent is a challenge. And so we're always looking for the best and brightest wherever they are. >> Well, Peter, congratulations on the raise, the new role, really, thank you for coming in and sharing with The Cube community. Really appreciate it. >> Well, it's great to be here. Always enjoy the conversations, especially the Patriots, Red Sox, kind of banter back and forth. It's always good. >> Well, how do you feel about that? >> Which one? >> Well, the Patriots, you know, sort of strange that they're not deep into the playoffs, I mean, for us. But how about the Red Sox now? Is it a team of shame? All my friends who were sort of jealous of Boston sports are saying you should be embarrassed, what are your thoughts? >> It's all about Houston, you know? Alex Cora, was one of the assistant coaches at Houston where all the issues are, I'm not sure those issues apply to Boston, but we'll see, TBD. TBD, I am optimistic as usual. I'm a Boston fan making sure that there isn't any spillover from the Houston world. >> Well we just got our Sox tickets, so you know, hopefully, they'll recover quickly, you know, from this. >> They will, they got to get a coach first. >> Yeah, they got to get a coach first. >> We need something to distract us from the Patriots. >> So you're not ready to attach an asterisk yet to 2018? >> No, no. No, no, no. >> All right, I like the optimism. Maybe you made the right call on Tom Brady. >> Did I? >> Yeah a couple years ago. >> Still since we talked what, two in one. And they won one. >> So they were in two, won one, and he threw for what, 600 yards in the first one so you can't, it wasn't his fault. >> And they'll sign him again, he'll be back. >> Is that your prediction? I hope so. >> I do, I do. >> All right, Peter. Always a pleasure, man. >> Great to see you. >> Thank you so much, and thank you for watching everybody, we'll see you next time. (groovy techno music)

>>long from Las Vegas. It's the Q covering a ws re invent 2019. Brought to you by Amazon Web service is and in along with its ecosystem partners. >>Welcome back here to AWS reinvent 2019. Great show going on here in Las Vegas, where the Sands were live here on the Cube. Once again, covering it from wall to wall will be here until late tomorrow afternoon. David John Walls were doing by Joined by David. She coaches who is the vice president of product management for hybrid idea Century Lake. Good to see you, You guys and Brandon sweetie, who's the SPP of worldwide cloud sales at Veum With you be with you. This is gonna be a New England sports segment actually surrounded by ruin. Celtics, >>ESPN in Vegas, >>I remind you, the Washington Nationals are the reigning world. Serious shit. Wait a moment. Wait. Shark forever. A moment in time I got stuff. Let's talk about your relationship between via wearing set free like And what brings you here? A WSB offering. You're putting you guys that run on AWS. >>Maybe Maggie jumping and jumping. So look VM wear a long time player in the infrastructure space. Obviously incredible relationship with AWS. Customers want to transform their operations. They want to move to the cloud way have Vienna, where Claude, on a video B s. We continue to take tremendous ground helping customers build and build more agile infrastructure. Make that happen, Van. Where was built on our partners. Right centrally great partner MSP. And we think about helping customers achieve their business outcomes. Key partners like centrally make it happen. You've been a long term partner and done a lot of great things with us. >>Yeah, and really what? What Central Lincoln VM Where have done? I mean, really, we sort of created the manage private cloud market in the early days of managing the Empire solutions for customers, but really were and where we differentiate in other working with GM wear on AWS is really with elements of our network or the ability to take those kinds of solutions and make sure that they're connected to the right networks and that they're tied in and integrated with the customer's existing enterprise and where they want to go as they start to distribute the workload more widely. Because we run that network, we see a lot of the Internet traffic. We see a lot of threat patterns. We see a lot of things emerged with our cyber security capabilities and manage service is. So we add value there. And because of that history with BM wear and in sort of creating that hosted private cloud environment, there's There's a lot of complexity, friendliness inside of our service offer, where we can manage the inn where we can manage it in a traditional model that is cloud verified. And then you could manage it as it starts to move on to the AWS platform. Because, as we all know, and as even you know, Andy has referenced in different points, there's a just about every kind of workload can go to eight of us. But there are still certain things that can't quite go there. And building a hybrid solution basically puts customers in a position to innovate is what a hybrid solution is all about. >>That kind of moves the needle on some of those harder to move working in the M, where is such an obvious place to start? So you try to preserve that existing customer of'em, where customer experience but at the same time you want to bring the cloud experience. So how How is that evolving? >>Yes, it's a couple things, right? So l Tingley customers, they all want to move to the cloud for all the reasons we want security, agility, governance, et cetera. Right, but fundamentally need help. And so partners, like essentially help figure out which workloads are cloud ready, right? And figure that out and then to you, get to know the customer. Really well, begin the relationships that you have, right, and you can help them figure out which workloads am I gonna move right? And then that leads into more relationships on How do I set up d r. Right? How do I offer other service is through eight of us against those work clothes. >>There's a lot of things where being a manage service's provider for a V M were based platform or being. Amanda's service is provided for an AWS platform. There's a lot of things that you have in common, right? First and foremost is that ability toe run your operations securely. You've got to be secure. You know, you need to be able to maintain that bond of trust you need to be auditable. Your your your operations model needs to be something that transparent to the customer. You need to not just be about migrating workloads to the new and exciting environment, but also helping to transform it and take advantage of whether it's a V M where feature tool or next generation eight of us feature it's will. It's not just my great lift and shift, but then helped to transform what that that downstream, long term platform could do. You certainly want Teoh be in a posture where you're building a sense of intimacy with the customer. You're learning their acronyms. You're learning their business processes. You're building up that bond of trust where you can really be flexible with that customer. That's where the MSP community can also come in, because there's a lot of creative things we can do commercially. Contracting wise binding service's together into broader solutions and service level agreements that can go and give the customer something that they could just get by going teach individual technology platform under themselves >>and their ways >>where the service provider community really chips in. >>I think you're right and we think about helping Dr customers success manage service providers because of those engine relationship with customers. We've had tremendous success of moving those workloads, driving consumption of the service and really driving better business outcomes based on those relationships you have. >>So let's talk about workloads, guys. Course. Remember Paul Maritz when he was running the M word? He said Eddie Eddie Workload. Any application called it a device. He called it a software mainframe and Christian marketing people struck that from the parlance. But that's essentially what's happened pretty much run anything on somewhere. I heard Andy Jassy Kino talking about people helping people get off on mainframes. And so I feel like he's building the cloud mainframe. Any work less? But what kind of workloads are moving today? It's not. Obviously, he acknowledged, some of the hard core stuff's not gonna move. He didn't specify, but it's a lot of that hard core database ol TV transit transaction, high risk stuff. But what is moving today? Where do you see that going? >>Don't talk about some customers. >>Yeah, >>so a lot of joint customers we have that. I think you fall into that category. In fact, tomorrow on Thursday, we're actually leading a panel discussion that really dives into some customers. Success on the AWS platform that Central Lincoln are managed service is practice has been able to help them achieve what's interesting about that We have. We have an example from the public sector. We have an example from manufacturing and from from food and beverage example from the transportation industry and airlines. What's really interesting is that in all those use cases that will be diagramming out tomorrow, where VM Where's part of all of them, right? And sometimes it's because I am. Where is a critical part of their existing infrastructure? And so we're trying to be able to do is design, you know, sort of systems of innovation, systems of engagement that they were running inside of an AWS or broadly distributed AWS architecture. But it still needs network integration, security and activity back to the crown jewels and what's kept in a lot of those workloads that already running on the BM where platform So that's a lot of ways. See that a good deal with regards to your moving your sort of innovative workloads, your engagement workload, some of your digital experience, platforms you were working with an airline that wants to start building up a series of initiatives where they want to be able to sell vacation packages and and be very creative in how they market deliver those pulling through airline sails along the way. They're gonna be designing those digital initiatives in AWS, but they need access to flight flight information, schedule information, logistics information that they keep inside of there there. Bm where environment in the centralized data center. And so they're starting to look at workloads like that. We started to look at the N word cloud on eight of us being whereas it a zit in and of itself as a workload moving up to eight of us. There's a range of these solutions that we're starting to see, but a lot of it is still there, and he had the graphic up. There were still, in the very early days of clouded option. I still see a lot of work loads that are moving AWS theater in that system of engagement. How can I digitally engaged with my customers better? That's where a lot of the innovation is going on, and that's what a lot of the workload that are running in launching our >>I mean, we're seeing tremendous momentum and ultimately take any workload, wailed, moving to the cloud right and do it in an efficient and speedy path. And we've got custom moving thousands of workloads, right? They may decide over time to re factor them, but first and foremost, they could move them. They relocate them to the cloud. They can save a lot of costs. Out of that, they can use the exact same interface or pane of glass in terms. How they manage those work clothes, whether they're on Kramer, off Prem. It gives them tremendous agility. And if they decide over time, they have to re factor some workloads, which can be quite costly. They have that option, but there's no reason they shouldn't move. Every single worker today >>is their eyes, their disadvantage at all. If if you're left with ex workloads that have to stay behind, as opposed to someone who's coming up and getting up and running totally on the cloud and they're enjoying all those efficiencies and capabilities, are you a little bit of a disadvantage because you have to keep some legacy things lingering behind, or how do you eventually close that gap to enjoy the benefits of new technologies. Yeah, >>there's a sort of an old saying that, you know, if you're if you're if you're an enterprise, you know, that means you've had to make a lot of decisions along the way, right? And so presumably those decisions added value. It's your enterprise, or else she wouldn't be in enterprise. So it really comes out, too. Yeah, to those systems of records of those legacy systems way talk about legacy systems >>on Lian I t. Is the word legacy. I know it's a positive. United is the word legacy. A majority of >>your legacy is what the value you built up a lot of that, whether it's airline flight data or scheduling, best practices are critical. Crown jewels kind of data systems are really important. It really comes down to it. You're on enterprise and you're competing against somebody that is born in the cloud. How well integrated is everything. And are you able to take advantage of and pace layer your innovation strategy so that you can work on the cloud where it makes sense. You can still take advantage of all the data and intelligence you build up about your customers >>so talking earlier, You guys, it seems like you guys do you see that? That cloud is ultimately the destination of all these workloads. But, you know, Pac thinking about PacBell Singer, he talked about the laws of physics, the laws of economics and the laws of the land so that he makes the case for the hybrid >>Murphy's Law. >>Yeah, so that makes the case for the hybrid world. And it seems like Amazon. To a certain extent, it's capitulating on that, and it seems like we got a long way to go. So it's almost like the cloud model will go to your data wherever it iss. You guys, I think, helped facilitate that. How do you look at that? >>Yes. I mean, part of that answer is how much data centers are becoming sort of an antiquated model right there. There there is a need for computing and storage in a variety of different locations. Right, And there's that we've been sort of going through these cycles back and forth of you use the term software mainframe and the on the Palmer. It's kind, a model of the original mainframe decentralizing out the client server now centralizing again to the cloud as we see it starting to swing back on the other direction for towards devices that are a lot smarter. Processors that are, you know, finally tuned for whatever Internet of things use case that they're being designed for being able to put business logic a whole lot closer to those devices. The data. So I think that is what one of things that I think that said that one of the BM wears. A couple of years ago, data centers were becoming centers of data. And how are you able to go and work with those centers of data? First off, link them all together, networking lies, secure them all together and then manage them consistently. I think that's one of the things I am has been really great about that sort of control playing data plane separation inside your product design that makes that a whole lot more feet. >>I mean, it is a multi cloud, and it's a hybrid cloud world, and we want to give customers of flexibility and choice to move their workloads wherever they need, right based on different decisions, geographic implications, et cetera, security regimens and mean fundamentally. That's where we give customers a tremendous, tremendous amount of flexibility. >>And bringing the edge complicates >>edge, data center or cloud. >>It's so maybe it's not a swing back, you know, because it really has been a pendulum swing, mainframe, decentralized swing back to the cloud. It feels like it's now this ubiquitous push everywhere. >>Pendulum stops. >>Yeah, >>because there's an equal gravitational pull between the power of both locals >>and compute explodes everywhere. You have storage everywhere. So bring me my question of governance, governance, security in the edicts of the organization. You touched on that. So that becomes another challenge. How do you see that playing out what kind of roles you play solving that problem >>on the idea of data governance? Governance? Yeah. I mean the best way to think about our. In our opinion, the best way to think about data governance is that is really with abstraction. Layers and being ableto have a model driven approach to what you're deploying out into the cloud, and you can go all in with the data model that exists in the attraction layers in the date and the model driven architecture that you can build inside things like AWS cloud formations or inside things like answerable and chef and been puppet, their model, different ways of understanding what your application known state should be on. That's the foundational principle of understanding what your workloads are and how you can actually deliver governance over them. Once you've modelled it on and you then know how to deploy it against a variety different platforms, then you're just a matter of keeping track of what you've modelled, where you've deployed it and inventorying those number of instances and how they scale and how healthy there that certainly, from a workload standpoint, I think governance discipline that you need in terms of the actual data itself. Data governance on where data is getting stored There's a lot of innovation here at the show floor. In terms of software to find storage and storage abstractions, the embers got a great software to find storage capability called the San. We're working with a number of different partners within the core of our network, starting to treat storage as sort of a new kind of virtualized network function, using things like sifts and NFS and I scuzzy as V n F that you can run inside the network we want. We have had an announcement here earlier in the week about our central bank's network storage offer. We're actually starting to make storage and the data policy that allows you to control words replicated and where it's stored. Just part of the network service that you can add is a value add >>or even the metadata get the fastest path to get to it if I need to. If I prefer not to move it, you're starting to see you're talking about multiplied this multi cloud world. It seems like the connections between those clouds are gonna be dictated by that metadata and the intelligence tow. You know what the right path is, >>And I think we want to provide the flexibility to figure out where that data needs to reside. Cross cloud on, Prem off from, and you can just hear from the conversation, David, level of intimacy some of our partners have with customers to work through those decisions. Right, if you're gonna move those workloads effectively and efficiently, is where we get a lot of value for our joint customers. >>I mean, she's pretty fundamental to this notion of digital transformation that's ultimately what we've been talking about. Digital transformation is all about data putting data at the core, being able to access that, get insights from it and monetize, not directly, but understand how data affects the monetization of your business. That's what your customers >>and I think we >>wantto. Besides, I think we want to simplify how you want to spend more time looking up. Your applications are looking down your infrastructure, right? Based on all the jury, are drivers across the different business needs. And again, if we can figure out how to simplify that infrastructure, then people could spend more time on the applications because that's how they drive differentiation in the market, right? And so let's simplify infrastructure, put it where it needs to be. But we're going to give you time back to drive innovation and focus on differentiating yourself. >>You know, it's interesting on the topic of digital transformation reindeer. So right, sort of an interesting little pattern that plays out for those of us that have been in the service of writer community for a little while that a lot of the digital transformation success stories that you see that really get a lot of attention around the public cloud like eight of us. The big major moves into going all in on the public cloud tend to come from companies that went all in on the service provider model 10 years ago, the ones that adopted the idea. I'm just gonna have somebody do this non differentiating thing for me so that I can focus on innovation, are then in a better position to go start moving to the cloud as opposed to companies that have been downward focused on their infrastructure. Building up skill sets, building up knowledge base, building up career, path of people that, actually we're thinking about the technology itself as part of their job description have had a hard time letting go. It sort of the first step of trusting the service provider to do it for you lead you to that second step of being able to just leverage and go all in on the public lab. >>And customers need that help, right? And that's where if we can help activate moving those workloads more quickly, we provide that ability, put more focus on innovation to Dr Outcomes. >>I know you're talking about legacy a little bit ago and that the negative connotation, I think. Tom Brady, Don't you think I wanna run number seven? I haven't had a home smiling Would always do it back with more. We continue our coverage here. Live with the cube, where a w s rivet 2019.

>> live from San Francisco, celebrating 10 years of high tech coverage. It's the Cube covering Veum World 2019. Brought to you by IBM Wear and its ecosystem partners. >> Welcome back to the cubes Live coverage Of'em World 2019 in San Francisco, California We're here at Mosconi North Lobby. Two sets. Jumper of my Coast. David wanted Dave 10 years. Our 10th season of the cue coming up on our 10 year anniversary May of 2020. But this corner are 10 years of the Cube. Our next guest is Sanjay Putting Chief Operating Officer Of'em where who took the time out of his busy schedule to help us do a commemorative look back. Thanks for coming to our studio. Hello, John. That was great. Fans of yours was really regulations on the 10 year mark with the, um well, we really appreciate your partnership. We really appreciate one. Things we love doing is covering as we call that thing. David, I coined the term tech athletes, you know, kind of the whole joke of ESPN effect that we've been called and they're really tech athlete is just someone who's a strong in tech always fighting for that extra inch. Always putting in the hard work discipline, smart, competitive. You get all that above. Plus, you interviewed athletes today on state real athletes. Real athletes, Tech show. So I guess they would qualify as Tech athlete Steve Young. That's pretty funny. It was a >> great time. We've been trying to, you know, Veum World is now the first time was 2004. So it's 1/16 season here, and traditionally many of these tech conference is a really boring because it's just PowerPoint dead by power point lots of Tec Tec Tec Tec breakout sessions. And we're like, You know, last year we thought, Why don't we mix it up and have something that's inspirational education We had Malala was a huge hit. People are crying at the end of the session. Well, let's try something different this year, and we thought the combination of Steve Young and Lyndsey one would be great. Uh, you know, Listen, just like you guys prepped for these interviews, I did a lot of prep. I mean, I'm not I'm a skier, but I'm nowhere close to an avid skier that watch in the Olympics huge fan of Steve Young so that part was easy, but preparing for Lindsay was tough. There were many dynamics of that interview that I had to really think through. You want to get both of them to converse, you know, he's She's 34 he's 55. You want to get them to really feel like it's a good and I think it kind of played out well. >> You were watching videos. A great prep. Congratulations >> trying t o show. It's the culture of bringing the humanization aspect of your team about tech for good. Also, you believe in culture, too, and I don't get your thoughts on that. You recently promoted one of your person that she has a chief communications Johnstone Johnstone about stars you promote from within. This >> is the >> culture you believe it. Talk about the ethos. Jones is a rock star. We love her. She's just >> hardworking, credible, well respected. Inside VM where and when we had a opening in that area a few months ago, I remember going to the her team meeting and announcing, and the team erupted in cheers. I mean that to me tells me that somebody was well liked from within, respected within and pure level and you know the organization's support for a promotion of that kind of battlefield promotion. It's great big fan of hers, and this is obviously her first show at Vienna. Well, along with Robin, Matt, look. So we kind of both of them as the chief marketing officer, Robin and Jones >> and Robinson story. Low Crawl made her interim first, but they then she became Steve Made it Permanent way. >> Want them to both do well. They have different disciplines. Susan, uh, national does our alliances, you know, if you include my chief of staff for the six of my direct reports are women, and I'm a big believer in more women. And take why? Because I want my Sophia, who's 13 year old do not feel like the tech industry is something that is not welcome to women in tech. So, you know, we really want to see more of them. And I hope that the folks who are reporting to me in senior positions senior vice president is an example can be a role model to other women who are aspiring, say, one day I wanna be like a Jones Stone or Robin. Madam Local Susan Nash, >> John and I both have daughters, so we're passionate about this. Tech is everywhere, so virtually whatever industry they go into. But I've asked this question Sanjay of women before on the Cube. I've never asked him in. And because you have a track record of hiring women, how do you succeed in hiring women? Sometimes way have challenges because way go into our little network. Convenient. What? What's your approach? Gotta >> blow off that network and basically say First off, if that network is only male or sometimes unfortunately white male or just Indian male, which is sometimes the nature of tech I mean, if you're looking for a new position, tell the recruiters to find you something that's different. Find me, Ah woman. Find me on underrepresented minority like an African American Latino and those people exist. You just have a goal. Either build a network yourself. So you've got those people on your radar. We'll go look, and that's more work on us, says leaders. But we should be doing that work. We should be cultivating those people because the more you promote capable. First off, you have to be capable. This is not, you know, some kind of affirmative action away. We want capable people. Someone shouldn't get the job just because they're a woman just because the minority, that's not the way we work. We want capable people to do it. But if we have to go a little further to find them, we'll go do it. That's okay. They exist. So part of my desires to cultivate relationships with women and underrepresented minorities in the world that can actually in the world of tech and maintain those relationships because you never know you're not gonna hire them immediately. But at some point in time, you might need to have them on your radar. >> Sanjay, I wanna ask you a big picture question. I didn't get a chance to ask path this morning. I was at the bar last night just having a little dinner, and I was checking out Twitter. And he said that the time has never been. It's never been a greater time arm or important time to be a technologist. Now I saw that I went interesting. What does that mean? Economic impact, social impact? And I know we often say that, and I don't say this to disparage the comment. It's just to provide historical context and get a get it open discussion about what is actually achievable with tech in this era and what we actually believe. So I started to do some research and I started right down. First of all, I presume you believe that right on your >> trusty napkin at the >> bar. So there has never been a more important time to be a technologist. You know, it's your company at your league. You know, Pat, I presume you agree with it. Yeah, absolutely. I slipped it back to the 1900. Electricity, autos, airplanes, telephones. So you we, as an industry are up against some pretty major innovations. With that historical context, Do you feel as though we can have a similar greater economic and social impact? >> Let's start with economic first and social. Next time. Maybe we should do the opposite, but economic? Absolutely. All those inventions that you >> have are all being reinvented. The technology the airplanes all been joined by software telephones are all driving through, you know, five g, which is all software in the future. So tech is really reinventing every industry, including the mundane non tech industries like agriculture. If you look at what's happening. Agriculture, I ot devices are monitoring the amount of water that should go to particular plant in Brazil, or the way in which you're able to use big data to kind of figure out what's the right way to think about health care, which is becoming very much tech oriented financial service. Every industry is becoming a tech industry. People are putting tech executives on their boards because they need an advice on what is the digital transformations impact on them cybersecurity. Everyone started by this. Part of the reason we made these big moves and security, including the acquisition of carbon black, is because that's a fundamental topic. Now social, we have to really use this as a platform for good. So just the same way that you know a matchstick could help. You know, Warm house and could also tear down the house. Is fire good or bad? That's been the perennial debate since people first discovered fire technology. Is this the same way it can be used? Reboot. It could be bad in our job is leaders is to channel the good and use examples aware tech is making a bit force for good. And then listen. Some parts of it may not be tech, but just our influence in society. One thing that pains me about San Francisco's homelessness and all of the executives that a partner to help rid this wonderful city of homeless men. They have nothing to attack. It might be a lot of our philanthropy that helps solve that and those of us who have much. I mean, I grew up in a poor, uh, bringing from Bangla, India, but now I have much more than I have. Then I grew up my obligations to give back, and that may have nothing to do with Tech would have to do all with my philanthropy. Those are just principles by which I think when you live with your a happier man, happier woman, you build a happier >> society and I want to get your thoughts on common. And I asked a random set of college students, thanks to my son that the network is you said your daughter to look at the key to Pat's King Pat's commentary in The Cube here this morning that was talking about tech for good. And here's some of the comments, but I liked the part about tech for good and humanity. Tech with no purpose is meaningless tech back by purposes. More impactful is what path said then the final comments and Pat's point quality engineering backing quality purpose was great. So again, this is like this is Gen Z, not Millennials. But again, this is the purpose where it's not just window dressing on on industry. It's, you know, neutral fire. I like that argument. Fire. That's a good way Facebook weaponizing Facebook could be good or bad, right? Same thing. But the younger generation. You're new demographics that are coming into cloud. Native. Yeah, what do you think? >> No. And I think that's absolutely right. We have to build a purpose driven company that's purposes much more than just being the world's best softer infrastructure company or being the most profit. We have to obviously deliver results to our shareholders. But I think if you look at the Milton Friedman quote, you know, paper that was written that said, the sole purpose of a company is just making profits, and every business school student is made to read that I >> think even he >> would probably agree that listen today While that's important, the modern company has to also have a appropriate good that they are focused on, you know, with social good or not. And I don't think it's a trade off being able to have a purpose driven culture that makes an impact on society and being profitable. >> And a pointed out yesterday on our intro analysis, the old term was You guys go Oh, yeah, Michael Dell and PAD shareholder value. They point out that stakeholder value, because now the stakeholder Employees and society. So congratulations could keep keep keep it going on the millennial generation. >> Just like your son and our kids want a purpose driven company. They want to know that the company that working for is having an impact. Um, not just making an impression. You do that. It shows like, but having an impact. >> And fire is the most popular icon on instagram. Is that right? Yeah, I know that fire is good. Like your fire. Your hot I don't know. I guess. Whatever. Um fire. Come comment. There was good Sanjay now on business front. Okay, again, A lot of inflection points happen over 10 years. We look back at some of this era, the Abel's relationship would you know about. But they've also brought up a nuance which we talked about on the intro air Watch. You were part of that acquisition again. Pig part of it. So what Nasiriyah did for the networking STD see movement that shaped VM. Whereas it is today your acquisition that you were involved and also shaping the end user computing was also kind of come together with the cloud Natives. >> How is >> this coming to market? I mean, you could get with >> my comparison with carbon black there watch was out of the building. Carbon black is not considered. >> Let's talk about it openly. And we talked about it some of the earnings because we got that question. Listen, I was very fortunate. Bless to work on the revitalization of end user computing that was Turbo charged to the acquisition of a watch. At that time was the biggest acquisition we did on both Nice era and air watch put us into court new markets, networking and enterprise mobility of what we call not additional work space. And they've been so successful thanks to know not just me. It was a team of village that made those successful. There's a lot of parallels what we're doing. Carbon, black and security. As we looked at the security industry, we feel it's broken. I alluded to this, but if I could replay just 30 seconds of what I said on some very important for your viewers to know this if I went to my doctor, my mom's a doctor and I asked her how Doe I get well, and she proposed 5000 tablets to me. Okay, it would take me at 30 seconds of pop to eat a tablet a couple of weeks to eat 5000 tablets. That's not how you stay healthy. And the analogy is 5000 metres and security all saying that they're important fact. They use similar words to the health care industry viruses. I mean, you know, you and what do you do instead, to stay healthy, you have a good diet. You eat your vegetables or fruit. Your proteins drink water. So part of a diet is making security intrinsic to the platform. So the more that we could make security intrinsic to the platform, we avoid the bloatware of agents, the number of different consuls, all of this pleasure of tools that led to this morass. And what happens at the end of that is you about these point vendors, Okay, Who get gobbled up by hardware companies that's happening spattered my hardware companies and sold to private equity companies. What happens? The talent they all leave, we look at the landscape is that's ripe for disruption, much the same way we saw things with their watch. And, you know, we had only companies focusing VD I and we revitalize and innovative that space. So what we're gonna do in securities make it intrinsic and take a modern cloud security company carbon black, and make that part of our endpoint Security and Security Analytics strategy? Yes, they're one of two companies that focus in the space. And when we did air watch, they were number three. Good was number one. Mobile line was number two and that which was number three and the embers hands. We got number one. The perception in this space is common. Lacks number two and crowdstrike number one. That's okay, you know, that might be placed with multiple vendors, but that's the state of it today, and we're not going point against Crowdstrike. Our competition's not just an endpoint security point to a were reshaping the entire security industry, and we believe with the integration that we have planned, like that product is really good. I would say just a cz good upper hand in some areas ahead of common black, not even counting the things we're gonna integrate with it. It's just that they didn't have the gold market muscle. I mean, the sales and marketing of that company was not as further ahead that >> we >> change Of'em where we've got an incredible distribution will bundle that also with the Dell distribution, and that can change. And it doesn't take long for that to take a lot of customers here. One copy black. So that's the way in which we were old. >> A lot of growth there. >> Yeah, plenty of >> opportunity to follow up on that because you've obviously looked at a lot of companies and crowdstrike. I mean, huge valuation compared to what you guys paid for carbon black. I mean, >> I'm a buyer. I mean, if I'm a buyer, I liked what we paid. >> Well, I had some color to it. Just when you line up the Was it really go to market. I mean some functions. Maybe not that there >> was a >> few product gaps, but it's not very nominal. But when you add what we announced in a road map app, defensive alderman management, the integration of works based one this category is gonna be reshaped very quickly. Nobody, I mean, the place. We're probably gonna compete more semantic and McAfee because most of those companies that kind of decaying assets, you know, they've gotten acquired by the companies and they're not innovating. So I'd say the bulk of the market will be eating up the leftover fossils of those sort of companies as as companies decided they want to invest in legacy. Technology is a more modern, but I think the differentiation from Crowdstrike very clear is we integrate these, these technology and the V's fear. Let me give an example. With that defense, we can make that that workload security agent list. Nobody can do that. Nobody, And that's apt defense with carbon black huge innovation. I described on stage workspace one plus carbon black is like peanut butter and jelly management. Security should go together. Nobody could do that as good as us. Okay, what we do inside NSX. So those four areas that I outlined in our plans with carbon black pending the close of the transaction into V sphere Agent Lis with workspace one unified with NSX integrated and into secure state, You know, in the cloud security area we take that and then send it through the V m. Where the devil and other ecosystem channels like you No idea. Security operative CDW You know, I think Dimension data, all the security savvy partners here. I think the distribution and the innovation of any of'em were takes over long term across strike may have a very legitimate place, but our strategy is very different. We're not going point tool against 0.0.2 wish reshaping the security industry. Yeah, What platform? >> You're not done building that platform. My obvious question is the other other assets inside of Arcee and secureworks that you'd like to get your hands on. >> I mean, listen, at this point in time, we are good. I mean, it's the same thing like asking me when we acquired air watching. Nice Here. Are you gonna do more networking and mobility? Yeah, but we're right now. We got enough to Digest in due course you. For five years later, we did acquire Arkin for network Analytics. We acquired fellow Cloud for SD when we're cloud recently, Avi. So the approach we take a hammer to innovations first. You know, if you're gonna have an anchor acquisition, make sure it's got critical mass. I mean, buying a small start up with only 35 people 10 people doesn't really work for us. So we got 1100 people would come back, we're gonna build on it. But let's build, build, build, build, partner and then acquire. So we will partner a lot with a lot of players. That compliment competition will build a lot around this. >> And years from now, we need >> add another tuck in acquisition. But we feel we get a lot in this acquisition from both endpoint security and Security Analytics. Okay, it's too early to say how much more we will need and when we will need that. But, you know, our goal would be Let's go plot away. I have a billion dollar business and then take it from there. >> One more security question, if I may say so. I'm not trying to pit you against your friends and AWS. But there are some cleared areas where your counter poise >> Stevens just runs on eight of us comin back. >> That part about a cloud that helps your class ass business. I like the acquisition. But Steven Schmidt, it reinforced the cloud security conference, said, You know, this narrative in the industry that security is broken is not the right one. Now, by the way, agree with this. Security's a do over pat kill singer. And we talked about that for five years ago. Um, but then in eight of you says the shared security model, when you talk to the practitioners like, yeah, they they cover, that's three and compute. But we have the the real work to d'oh! So help me square that circle. >> Yeah, I think if aws bills Security Service is that our intrinsic to their platform and they open up a prize, we should leverage it. But I don't think aws is gonna build workload security for azure compute or for Gogol compute. That's against the embers or into the sphere. Like after finishing third accordion. And they're like, That's not a goal. You go do it via more So from my perspective. Come back to hydrogen. 80. If there's a workload security problem that's going to require security at the kernel of the hyper visor E C to azure compute containers. Google Compute. >> Who's gonna do >> that? Jammer? Hopefully, hopefully better than because we understand the so workloads. Okay, now go to the client site. There's Windows endpoints. There's Mac. There's Lennox. Who should do it? We've been doing that for a while on the client side and added with workspace one. So I think if you believe there is a Switzerland case for security, just like there was a Switzerland case for management endpoint management I described in Point management in Point Security going together like peanut butter and jelly, Whatever your favorite analogy is, if we do that well, we will prove to the market just like we did with their watch An endpoint management. There is a new way of doing endpoint security. Dan has been done ever before. Okay, none >> of these >> guys let me give an example. I've worked at Semantic 15 years ago. I know a lot about the space. None of these guys built a really strategic partnership with the laptop vendors. Okay, Del was not partnering strategically on their laptops with semantic micro. Why? Because if this wasn't a priority, then they were, you know, and a key part of what we're doing here is gonna be able to do end point management. And in point security and partner Adult, they announced unified workspace integrated into the silicon of Dell laptops. Okay, we can add endpoint security that capability next. Why not? I mean, if you could do management security. So, you know, we think that workspace one, we'll get standing toe work space security with the combination of workspace one and security moving and carbon black. >> Sanjay, we talked about this on our little preview and delivery. Done us. We don't need to go into it. The Amazon relationship cleared the way for the strategy in stock price since October 2016 up. But >> one of the >> things I remember from that announcement that I heard from the field sales folks that that were salespeople for VM wear as well as customers, was finally clarity around. What the hell? We're doing the cloud. So I bring up the go to market In the business side, the business results are still strong. Doing great. You guys doing a great job? >> How do you >> keep your field troops motivated? I know Michael Dell says these are all in a strategy line. So when we do these acquisitions, you >> had a lot >> of new stuff coming in. I mean, what's how do you keep him trained? Motivated constantly simplifying whenever >> you get complex because you add into your portfolio, you go back and simplify, simplify, simplify, make it Sesame Street simple. So we go back to that any cloud, any app, any device diagram, if you would, which had security on the side. And we say Now, let's tell you looking this diagram how the new moves that we've made, whether it's pivotal and what we're announcing with tanz ou in the container layer that's in that any Apple air carbon black on the security there. But the core strategy of the emer stays the same. So the any cloud strategy now with the relevance now what, what eight of us, Who's our first and preferred partner? But if you watched on stage, Freddie Mac was incredible. Story. Off moving 600 absent of the N word cloud made of us Fred and Tim Snyder talked about that very eloquently. The deputy CTO. They're ratty Murthy. CTO off Gap basically goes out and says, Listen, I got 800 APS. I'm gonna invest a lot on premise, and when I go to the cloud, I'm actually going to Azure. >> Thanks for joining you. Keep winning. Keep motivated through winning >> and you articulate a strategy that constantly tells people Listen. It's their choice of how they run in the data center in the cloud. It's their choice, and we basically on top of all of those in the any cloud AP world. That's how we play on the same with the device and the >> security. A lot of great things having Sanjay. Thanks >> for you know what a cricket fan I am. Congratulations. India won by 318 goals. Is that >> what they call girls run against the West Indies? I think you >> should stay on and be a 40 niner fan for when you get Tom baseball get Tom Brady's a keynote will know will be in good Wasn't Steve Young and today love so inspirational and we just love them? Thank you for coming on the Cube. 10 years. Congratulations. Any cute moments you can point out >> all of them. I mean, I think when I first came to, I was Who's the d? I said ASAP, like these guys, John and Dave, and I was like, Man, they're authentic people. What I like about you is your authentic real good questions. When I came first year, you groomed me a lot of their watch like, Hey, this could be a big hat. No cattle. What you gonna do? And you made me accountable. You grilled me on eight of us. You're grilling me right now on cloud native and modern, absent security, which is good. You keep us accountable. Hopefully, every you're that we come to you, we want to show as a team that we're making progress and then were credible back with you. That's the way we roll. >> Sanjay. Thanks for coming. Appreciate. Okay, we're live here. Stay with us for more of this short break from San Francisco v emerald 2019

>> Hi. I'm stupid, man. And this is a special on the ground here a the be Tugg Summer Slam and happy to welcome Thio, the program A longtime friend. But first time on the program. Somebody that's known this community for many years. Louisiana Coast is a senior systems engineer in the hyper convert infrastructure space at BM. Where Luigi great to talk >> to you again. >> Thank you. Stew. Actually, this has been one of my bucket list item since e. M. C. World 2010 when the Cube actually first started. >> Yeah. So you've been watching since the beginning. You knew me back from, you know, disclosure. I used to work at AMC, and I've been working with being work for a long time. So you've had a number of jobs. One of those consistencies out there is. I know when I would go to the winter warmer, I would usually see them. There are. Your wife is helped out at the event here also, So give us a way to start off a little bit. Like what is this event being met? You, Your career. Oh, and your friendships over the years. Oh, >> man, that's That's a great question to do. Actually, um, I don't think I would be where I am today without this particular user group. It was my first ever user group in my first ever, really major exposure into the M. We're in January 2010 at the first winter warmer that I attended. So for me, it it actually gave me exposure into the technology and then to see the community and the user's behind that. And I was already following you on Twitter at the time. And you were kind of my mentor into the social space, Ian getting involved in there and to have it all accumulate together. And it was just for me, honestly was amazing. And it was life changing >> liberty. My apologies for introducing to the quagmire that is currently Twitter. But you know l series, right? You know, you got on. You've been in a huge proponent of community activities there. You've now attended. You really think so? You've been at PM world of numbers. Free tip. There one you've been Tonto discovers with H P. When you were there. You know what's different about, you know, a regional event like this compared >> to some of the big ones. >> Well, I think the conversations that you have at most of those events of the same, I think where the benefit regionally is, you can meet up with these people afterwards for coffee, for tea. You can continue that conversation in person a lot easier on and also having the same being in the same geographical region. It helps you relate to some of it. You can. You can laugh about some of the nuances with weather or just, you know, the local sports and what's happening there. And you could just It's more like home, Right? And you get that sense of comfort when you go out to a big conference, right? Yes, you're gonna know people. Were you in a strange environment? You kind of like your little more reserved. >> Like when I talked to Chris Giladi here. He says they don't like when we talk about the Patriots, but your big patriots, >> I have diarrhea. >> Okay. All right. The other thing, you really talk about jobs here. You know something? I know over the years, I've loved helping introducing people on helping them get jobs. The S E positions are always something that every company is going to walk around this expo floor. You're always going to see people that are hiring, and you're gonna find people that that that need jobs. You know what, your >> ears I I would say that's >> the biggest thing about the regional area is when you're actually in the market for a new job. I mean, for me, if you look at me. I started out years ago as a sys admin. Then I went to Tech marketing, and I went to Social Media Marketing. And now I'm doing Essie work for GM wear, which is still a dream, in my opinion, to be working at GM where but for me, it's you build those connections and you have those conversations, those real world conversations. I was just speaking with a gentleman earlier who's possibly contemplating a job change, right? That's not a conversation he would have. Just normally he feels comfortable with these users in the experiences that they've had and and he wants to learn from that. And I'm happily to share that information with anyone. >> Yeah, Luigi, what are some of the things that you've seen? You change the industry, that impact, you know, you were involved with, You know, Matt and Sean hoping Thio, with the social media aspect of this event, Really? You know, being an open 10 toe embrace, not just >> virtualization cloud computing, obviously things like Dev ops, achieving work words or something that a heavily focused on it. >> Yeah, I would think from, if I look at it, I was actually >> having this conversation last night with Hans and are a friend of his, and I was explaining to her about the V tug and how it came about. And, you know, if you really think about back in 2012 you know, companies weren't talking multi cloud or multi virtualization technologies and the user groups started that. And if you look at where the the trend is now in the marketplace, it's plowed. It's this. It's that, you know. So the user's started to dictate that back then. So for me, it's really about that right? He and you know it allows you to stay abreast with the thing. And I don't know if I really entered your question because I'm a went off on a tangent with my a d d. But it was more about that watching the technology change and being ableto have those conversations with with people in from from NSC roll perspective, it keeps you in the touch of actually what the user's they're going through because you listen to them, you know, they start talking to you, even if you could sit in on some of these sessions like they start posing real challenges to you. >> All right, So, Luigi, you know what? I want to give you the final word. You know, we talk a little about the community, how you participated in at the end of an error. So you know what? You're takeaways here in any final memories >> that you want from the >> final memories would have to be my very first V tug. Or at the time was New England. The mug summer slammed. It was my wife's birthday. And I said, Your baby, I'm going to Maine for the day. And she's like, What's my birthday? Yeah, but this is gonna be important for us in the long run, from a career perspective. And here it is, nine years later. You know, I came home that that day with three lobsters for her. You know, I got a sweet talker. >> Um, but, >> you know, nine years later, she works and participates in the user group and gets back. And I now work for the company that we were supporting as a user in community. So for me, that's gotta go full circle. It's pretty surreal if you ask me. >> I >> had a question for you. Stay. >> Oh, I don't know if you turn the mike on, >> I know that I'm a diehard Yankees fan, But which way do you go? Yankees Red Sox? >> Well, come on, we do. You know that Like you. And like a certain Tom Brady, I am still a Yankee fan born and raised in New Jersey S o. Just don't talk about it and we win too much. But my boss is a die hard Red Sox fan, and New England fans are pretty fanatical. And don't don't you understand? Like Patriots fans have become just like 80 perennial winners. You think that they're always going to drive that and a little bit too arrogant. So looking forward to the banner unveiling for the Patriots number nine. Number six for TB 12 man, Team it, of course I will be there I've been lucky enough to be. It was actually it was the Giants connection with a tree. It's that got me there. But I do love football, and I'll miss having the V tug event. There was fun, you know, not meeting one with the alumni from there s so, uh, already, you know, sharing my share in my allegiance is there. I have not converted to the Red Sox, then was a nice place to go. But I'm more of a football God and the Patriots are my number one t never. Yeah, I think I >> think that's the other thing that I respect about. Yours were both patriots in Yankee things that I had to throw that out there. >> All right, well, Luigi, welcome to the Cube, Alumni. Thanks so much always for your >> support over the year and your contributions community. >> And be sure to check out the cute Dunnett were, of course, at PM world. We've got the entire executive team on all the big flower shows. I'm student event as always. Thank you so >> much for watching

>> from Boston, Massachusetts. It's the queue covering active eo 2019. Data driven you by activity. >> Welcome back to Boston, Everybody. Money >> belong here with my co host, a student of John >> Kerry's. Also here today You watching the Cuban leader and on the ground tech coverage. This is day one of active fio 19 data driven content Conference hashtag data driven 19 red cara minuses. Here is the senior vice president of fantasy Sports A draftkings Greg. Thanks for coming on. What a cool title. >> Yeah, it's It's, you know, I was joking with my wife. Anytime you could be working fantasy sports, it's a great place to be. Everybody's a little bit jealous. >> So the formula is easy, right? Offer big giant prizes and everybody comes And that's all there is suing. Anybody can come >> in. I just have the dream job right now. >> So hugely competitive market. You guys, you become the >> leader. We were in the radio. Check out your websites. I mean, take us through the draft kings and your ascendancy. How you got here? >> So, you know, company started in 2012 initially around sort of the major big American sports on DH. Then really a CZ. We started scale that we saw there was a huge consumer interest in the product players that would come on. We're very, very, very sticky. Um, and we've just been kind of, you know, pushing, pushing on growing that using these. So the initial founders are three former analyst. So come on. It's always been sort of a very analytically driven company. So they looked at what we were dealing with, and it was we had L TVs that were way higher than our cracks. So let's keep marketing and growing and growing and growing and finding out ways to offer a better product. So, over 2015 we did a major marketing blitz, blew up the company Absolutely huge. Um, and since then we've been just constantly innovating, adding new sports, adding new features on DH, adding ways toe on the product. And then even more recently, just about a year ago, we expanded also into online sports betting over New Jersey has that's become a legal product across the U. S. So it's been a great time to be at the company a lot of fun. >> What what was your first sport was like Amazon started in books and then, you know, scaled out what was your first sport. So it's actually the first sport was >> baseball because of the time that they actually launched. So is the middle of April. Sporting calendar is a little bit thin. Right then, so is it was baseball to start, and then once football season started, that's really when things take on >> 2015 is when you started the marketing blitz and I remember just here in the ads and it was just intense, like a while. This company's going for it. So you sort of took >> all the chips I went >> all in and it worked. Yeah, I mean, it's part of the, you know, the lifeblood of the company. It's We're a company that ends up being taking risks, but we take calculated risks. So at any given point, you sort of say, like, Hey, what is the what is the range of outcomes over here? We're not playing for second place. We want to be a market leader, so you have to take risks in order, be a market leader. So let's take calculated risks. Let's make sure we're not being insane, but you know we did the math. We figured out what? This is A This is a worthwhile shot. We pushed him for it. Andi really took off from their love to bet on >> sure things. Yeah, well, Greg, we know the people that play the fantasy for it feel that data is what differentiates whether they're going to live in, you know, winner lose. Talk to us a little bit about the data journey inside your business And how that helped differentiate draftkings in the market. Yes. So we think Death draftkings >> is one of the most analytically based companies in the, you know, definitely in the market, but also into sort of like General Cos right now we use our analytics platform to inform pretty much everything we dio on. Go to your point. You're joking. You know, it seems like fantasy sports is easy throughout some giant prizes there, and everything will take care of itself. You know, running a fantasy sports car company. If you throw out a contest that's too big, you lose a ton of money. There's a lot of asymmetric risk in the business where if we're right, we make a little bit more. But if we're wrong. We lose a ton very, very, very fast. So our ability to be very, very sound analytically is what allows us to sort of pushed the envelope and grow, grow, grow but not, you know, lose our heads along the way. You know, some of the fun of that is really, you know, when we first ran, I think one of the most game changing contest we ran was actually back in October of 2014. It was the very first millionaire maker contest I could still remember. It was Week five of the 2020 14 NFL season where we said, Hey, this it's crazy. We need crazy things that happen in order for it to work. But if we're on a $20 contest to enter with $1,000,000 top prize and 2,000,000 of total prizes, it could go viral, go absolutely crazy. And if it loses, here's how it'll losing. Here's how much will hurt us. It's a worthwhile risk. Let's go for it. So that sort of energy of, you know, doing discipline analysis and constantly sort of them. Taking the risk on the back of it is what allowed us to build >> up the brand value that you would have got out of that was sort of worth that risk in part anyway. And you wouldn't have to hurt presumably. >> Exactly. We knew our downside. As long as you know your downside, you're normally in a pretty good spot to take those risks. >> So where do you >> see this All going mean? So the company has grown. You're at this kind of critical mass now, Like we said, highly competitive, you know, knock down. You know, if you take your eye off the ball. So how do you guys keep this going? >> So we have a huge challenge ahead of us over the next couple of years, as sports betting becomes legal across the US, we need to make sure that we are one of the top competitors in that market. Sports betting in the US, we expect to be an absolutely enormous market. It will probably be significantly larger than the fantasy sports market in terms of absolute revenue and even, you know, on order of magnitude more competitive. So we need to be executing each step along the way a CZ markets open up. We need to be able to get into getting two market very, very fast. And that means our tech team needs to be working feverishly to make sure that we can hit the requirements that each legislator and each regulator puts on market entry in their state. We didn't mean making sure we're constantly figuring out what are the product elements that are absolutely critical for our for our users. Is it Maura around the live betting experiences that around the different markets that you offer? It's around pricing. And how do we find these things, these different lovers and told them to make sure that we're putting out a great product for users. And if we do that and throw a great product after users were pretty sure we can make you want >> to be one stop shopping presumably, right? I mean, all sports, right? But But then you've got these niche sports betting. I mean eggs, invest. Example. I could think of this horse racing. You know where it is alive. It's gonna video. It's got commentators on the ground that you know the business really well. Is >> that Is that the strategy to go sort of horizontal and so be a one stop shop or you >> gonna sort of pick your spots? What is the day to tell you? >> You know, I think we're constantly talking about it. One of the things that allowed our fantasy sports business to grow so fast was going a little bit more horizontal. So we offered Gulf in Mass at a time period when the primary competitors and the space vandal did not. On DH, we built that product into one of our largest sports. It's, you know, right up there with MLB in terms of the actual size that that comes in a Z have gone also horizontal, we pulled in other places, like NASCAR. Mm, a great sports that people are interested in. It gets more users into our platform. And honestly, if uses are interested in a product, we don't want them to have to go elsewhere. We want to be able to have the offerings that any sort of, you know, critical mass type environment is going toe is gonna have >> Well, it's that experience, right? Well, I like to shop in Amazon. You do, too, because I >> trusted. And it's the same user experience. So, Greg, one of things >> I'm hearing from you is something that everybody tries for, but it's really challenging that speed. How do you react that fast and move the company into new markets and new offerings and keep innovating? You know, culturally technology wise, you know, How does Draftkings do that? You know, I think a za company, you know, from really every single person that we recruit in higher We've been actually execution Aly disciplined throughout the company's history. It's It's something that our founders did a great job of instilling in the culture right at the gates. I mean, we've tried to foster all the way along the way, which is all the best strategies of the world. They're going to fail if you can't execute well and every single person down the company knows that. And we try to, you know, enable each person to be as autonomous as possible in their ability to execute their their portion of the business that allows us to move really, really, really fast. You know, we disseminate that responsibility quickly, and each leader and sort of each person knows what they have to do to execute. There's a high degree of accountability behind that, you know, I'd like to say there's some. There's some magic recipe that's, um, secret sauce, but it's a lot of just great people doing great work everyday. Well, Greg, you know it's any your competitors that they look at, You know, Boston's been been doing pretty well in Draftkings era, you know, for the last few years. ES o Boston's been a great market for us. We've expanded Conover here on DH. The sports teams have been fantastic, although the Bruins it was a little bit sad about Game seven over there, but it happens. >> So his m o be the flagship news that no, I wouldn't say >> that MLB was first, primarily just of the time of the year when we launched. NFL is always going to go, are not always going to be, but for the for the foreseeable future is the dominant US sport on will remain the dominant US for >> no reason. I mean, kids there watch MLB anymore. Maybe the maybe the playoffs and the games. It was a game. I think I'm some Father's day was like almost five hours long, you know, gets called. You can come in and out. But you know what some of the trends. You see soccer. Is that growing NFL? Obviously huge. Do you see so niche sports like lax coming on. >> So, uh, you know, starting point NFL has been huge. We actually launched a new product Ah, little over a year ago called Showdown, which allowed you start to do fantasy for a single game as opposed to the combination of games that's taken off fantastically because that's tapping into more of the I'm going to sit down and watch this game, and I would love to have a fantasy team on that on this game. That's really expanded the audience like that. That >> was genius because, look, if you're >> out of the running, it doesn't matter because I'm weak. On top of that N b A and NHL on fire. The embassy put out a great product is an actual sport league. You know, the Finals were great. You hate to see the injuries, but it was a great final. Siri's very competitive. The NHL Finals has been very, very competitive. Golf is growing phenomenally as a sport, way farm or interesting golf than I ever anticipated when I first started with the company and it's one of the most exciting things. When the Masters comes each year, every screen has turned to it and we see a huge player. Player number is kind of coming into that one. Beyond that, you know NASCAR. What's been interesting? NASCAR's been having a tough couple years, but the Truck series for us? We launched it this year and the trucks have been great. I don't know if you've watched NASCAR Trucks. They're wildly entertaining. Uh, you know, Emma, you got the big fighter. So every sport sort of has its moments. It's a matter of like picking those moments and figuring out how to make >> the most of them. Do you see boxing at all making a comeback? >> So we have thought about how to get boxing into a into a fantasy. We don't have it at the moment. We're putting a lot of thought into it, so we are actually seeing through. We've seen, you know, we've been in the M M A space and we've seen the growth out from there where that sports doing great and you look at places like Bela Tor. The Professional Fighters league is other leagues, and then boxing is the next step. There's a lot of interest there. I don't think they have the right products yet to be able to kind of engage with that extra way. So that's one of things we're working on. Also, you need a marquee fighter. You always need a marquee fighter. Kind of helped bring in the interest over on that side. So, um, be interesting to see with Taki on sort of the downside of his career. At this point on DH, Mayweather hasn't been fighting much. Will be interesting to see. Who's that next meeting with Adam. But >> I grew up in an era >> of Marquis fighters. What? They would fight, you know, they literally fight 6 70 times a year, you know, and you had used huge names on DSO, and then mm comes along and he's really hurt, >> but it feels like it's tryingto so to resuscitate. Yeah. I mean, I think these things could >> be a little bit cyclical. Like you get one Marquis fighter out there like so my wife, this Filipino. So I'm a huge backing out fan now way watch every fight. Even when we were living in remote locations that forces watching at weird hours. He's a type of athlete that could bring popularity of the sport. So if there was a major U. S. Fighter that gains that degree of sort of, you know that that degree of fame people will be into it, I think >> Do do do your analytics sort of have a probe into the activity at the at the fan level at the sports level, not just the fantasy level or the betting level? Is that a sort of ah ah predictor for you? Yet we >> see a lot of correlations between how many people play our sport are fantasy game, and how many people actually follow the underlying sport. Way can also see trends in terms of If I'm from Boston, I probably pick more patriots in my fantasy lineups than, uh, normal on DH. You can actually see that as people play different sports that you know, the number one Q. Be drafted in in Boston is almost always gonna be Tom Brady. And once you leave that you start seeing Aaron Rodgers pop up. Let's really, really fast. So you see these little micro trends where it's like you are still a sports fan of your local team in your local environment, but it manifest itself in the fantasy. >> So what you think that is? Do you think it's fan affinity >> or do you think it's just the sort of lack of knowledge out inside? You're sort of a circle of trust. >> I think it's probably a combination. I mean, I could say is, you know, following the Celtics in the mid to thousands, I knew the depth of the Celtics pension, how they would use their rotation better than anybody else, Probably better than anybody else in the coaches would probably disagree. But it's like I knew that James Posey was a huge value play on Saturday nights. I knew. I kind of with I feel the Eddie House nights. Uh, so, you know, on your local team, you probably know those players at the not the top top echelon All Stars, but the guy's right beneath. You know them a little bit better and probably more comfortable using >> what's your favorite sport. >> So my favorite sport, from a fantasy perspective, is I play all the basket. I play all football, played basketball just during play offs, and I played baseball. But baseball I'm strictly a fantasy player. I don't really follow the sport to play. I'm just playing fantasy. Okay, >> That's great. So, what do you think? The conference. Here. >> You have you Have you had any timeto interact? I know you were swamped after coming off the stage. >> You know, it looks like a great turnout over here. There's a lot of enthusiasm amongst them from people. I was a little bit late to the late to show up this morning, so I got a bit Swanson eager to go and be able to catch up a bit more. >> Okay, Well, Greg, thanks so much for coming on. The Cuba's great to have your every pleasure meeting you. >> All right, people. Right there. Still, when I >> was back with our next guest, John for it is also in the house. You wanted The Cube from active field data driven 19. Right back

>> Live from Miami Beach, Florida, It's theCUBE covering VeeamON 2019. Brought to you by Veeam. >> Welcome back to Miami, everybody. This is Dave Vellante with Peter Burris. We're here at day one at VeeamON 2019. This is CUBE's 3rd year of doing VeeamON. We started in New Orleans, it was a great show. Last year was Chicago, and here, Miami at the Fontainbleau hotel. Marc Crespi is here, he's the vice president of sales engineering for the Americas at ExaGrid Systems Cube. Hello Marc, good to see you again. >> Good to see you. >> Thanks for coming on. So, give us the update. What's happening with ExaGrid? You guys got new headquarters in Marlborough. Marlborough's happening these days, right? We got the new shopping spa, and the mayor's going crazy, so give us the update on ExaGrid. >> Yes, so we just moved into a beautiful new headquarters in Marlborough and share it with some great other companies. The company continues to grow rapidly, double digit growth year over year, one of the few companies in this category that's growing that quickly. So everything's great. >> What's driving the growth? >> Well, customers are looking to fix the economics of backup. They've been spending too much money on it for a lot of years, so they look at products now, they want them to be simple, easy to use, and very cost-effective and we drive that trend very hard. >> Yeah I mean that doesn't really describe- what you just described, simple, easy to use, and cost-effective really doesn't describe backup for the past 20 years. So what are you doing specifically to make it simple, cost-effective, and easy to use? >> Well, first of all, by working with companies like Veeam. Veeam is a very easy-to-use product, it's very intuitive and then our product integrates very well with it so the products work together very well and makes just a very simple solution. >> What do you see as other big trends in backup? showed a slide today, 15 billion dollars. A big chunk of that, maybe close to half of it was backup and recovery, there's all kind of other stuff: data management, analytics, etc, etc, etc. What do you see, obviously cloud, you talked about the big superpowers, what are the big trends that are driving your business and more importantly, your customers transformation? >> Well, customers are looking to reduce the amount of data that they actually have to move. So, incremental technology's a really big- themes of pioneer in that, obviously doing incremental backups and that saves time and effort, saves space, along with data deduplication, it really makes for cost-effective storage solution. >> Talk a little bit more about why you're growing, how you sort of uniquely compete in the marketplace with some of the big whales. >> Sure, so our most unique feature is our architecture, and it has both technical aspects and economic aspects. Because we're a scale-out architecture, meaning that with every capacity increase of your data, we're not just adding storage, we're adding CompuPower network memory, etc. so that we keep the backup times very, very, very low. That also makes for a very cost-effective architecture because what we've done is you can scale out pretty much infinitely and we've also eliminated the concept of the end of a life of products. So we never force our customers into mandatory refreshes so their economics are very predictable over a long period of time. >> What do you see as the biggest use cases today that are driving your business? I mean, obviously, backup and recovery, I talked earlier about some of these emerging data management, cloud obviously, is this big, Edge, you seeing much going on there. What are some of those workloads and use cases that you see? >> I think probably one of the biggest use cases these days is what I would call instant recoveries, meaning that rather than doing a traditional restore, which could take a long number of minutes to hours. Customers will actually run production workloads off of the backup target as a way to get users back productive more quickly than would've been done in the past. >> Yeah, and that's key because you see in RPO and RTO's sort of companies putting more and more pressure on the IT groups to shrink those times, presuming you're seeing that in conjunction with digital, digital business, digital transformation. You talked about architecture before. What about your architecture and maybe with your partnership with Veeam allows customers to shrink those RPO and RTO times? >> I think the other aspect of our architecture that's very unique is what we called adaptive deduplication. One of the things we looked at when we architected the product was deduplication is obviously a very effective technology, but what are potential cons. Things that would make it less effective in backup. And one of the things we realized was if you put deduplication in the middle of the backup window and due to deduplication while the backups are running, then you could interfere with the speed of disk. So we do something called adaptive deduplication which means that we allow the object from the backup software to land and then we deduplicate and replicate them in parallel, but we make sure that we're not throttling the backups. So, we provide disk speeds even though we use deduplication. >> Okay. So, that's an example of one of the things you're doing to sort of improve it. How about Veeam integration? Is there anything specific there that you're doing that we should know about? >> Well, part of it is because of adaptive deduplication and because we maintain complete copies of backups. We uniquely support instant Veeam recovery like no other vendor can. Furthermore, we run what's called the Veeam data remover which is actually Veeam technology runs inside of our appliance and sets up a optimized communication protocol with the Veeam software that allows us to do a number of great things. >> Wait, double click on on that. So, is it an efficient protocol or is there other sort of accelerators that you've got in there? >> The protocol is optimized, and then we do some other acceleration around how you do synthetic folds and things of that sort that are unique to the data mover. >> And you have news with Veeam this week, do you not? >> Yes, we do. We're announcing something called ExaGrid backup with Veemam and what it is in a nutshell is the ability for a customer to purchase both technologies from their preferred reseller by just ordering one part number. So it dramatically simplifies the acquisition of the two technologies and allows customers to simplify the buying process. >> So Veeam, I know, is all channel sales. How about you guys? How do you go to market? >> We also are, yes. >> So, talk more about your go-to market. What do you have? Like, an overlay sales force that it helps facilitate? You got partners? Maybe you can talk more about your ecosystem. >> Well, we have a worldwide sales force and our sales people, the people that do the selling, work directly with our partners, so we don't have a specialized channel workforce, but we have a specialized channel strategy, and our entire sales team is very well trained on the channel, how to work with the channel, and make them happy and successful. >> So, backup for a long time time was kind of an afterthought. It was non-differentiated. You just did what you needed to make sure the devices could be recovered. >> Yeah, you bolted it on. >> You bolted it on. >> Right. >> Increasingly, it's becoming recognized as a central capability to any digital business, because if your data goes away or your data's no longer available, your digital business is gone. >> Right. >> That suggests we're going to get a greater degree of differentiation in the types of devices, in the types of systems, etc, that are going to become part of a backup solution. First of all, do you agree with that? And then secondly, go back to the use cases, where do you guys see yourselves fitting into that increasingly federated backup capability? >> Well, I certainly do agree with it. I mean, it's always been a necessity, but now even with things like Ransomware and the cryptoviruses, and things of that sort, it's even more important than it's ever been. It's no longer just data loss, etc. So, we fit into that trend and we'll continue to fit into that trend by continuing to drive the economics through the floor. Customers want that level of protection, it's a little bit like insurance. You need the protection, but you don't want to pay a dollar more than you have to, right? So you want to put it on an economic diet, and the way our technology evolves, we come out with denser, faster systems at a lower cost per terabyte just about every year. And we'll continue to do that. >> So do you anticipate then that there's going to be specialized use cases or are you just going after taking costs out of the equation? >> It's not so specialized because it's very horizontal. Everybody does it and everybody backs up all their data. So, we don't specialize in any one area of the data center like database or anything of that sort. We go wherever the customer needs us to go inside their data center. >> It's in the data center, sorry David, it's in the data center. >> In the data center, we also have a cloud offering, we have partners that will offer disaster recovery as a service, so they'll have data centers that manage on behalf of the customers, and we also have an offering that goes into Amazon web services. And, shortly, we'll be coming out with one for Azure. >> And that is what? A software based offering that uses the cloud as a target? >> Correct, it's a virtual appliance that you can replicate into the cloud. >> All right. We don't have much time left tonight, we have a really important topic to cover, which is, we talked about last year, but I want to bring it up again, which is sports. >> Yup. Why don't we talk Boston sports, we could talk about Warriors. I got a question for you, but- >> I'll watch >> I asked you last year, and I think it was May, we were in Chicago, I said "Would you have traded Tom Brady?" At a time when the sentiment was, he was done. And you said "No way, absolutely not." You, Peter McKay, and Patrick Osmond all said emphatically no, you made the right call. So good job. >> Thank you. >> Your thoughts? >> Would never trade him. He can play until he's 100 for all I care. As long as he keeps performing at such a high level, why would you lose him? >> And then, of course, the Red Sox, 108 wins, that was an amazing gift that they gave us. So, I don't know if you're a baseball fan. >> I am. >> All right, I got to ask you, Peter. Are the Warriors the greatest basketball team in the history of basketball? >> Well, let's see... >> Brendan says yes. >> They are the best basketball team at a time of the most competitive NBA. Some of the rules have changed, but the athletes are better, they're more conditioned, they are more knowledgeable by how to play this game, and they are the best team in basketball without Kevin Durant and without Boogie Cousins. >> Yeah. >> So ... hard to argue. >> They're sweeping Portland without Durant which is pretty amazing. So Brendan, for years, has been trying to tell me that. You know, Brendan is our local basketball genius so, I don't know. >> Now, would the Warriors have beaten say a Bill Russell Celtics team with the Celtics- Bill Russell Celtics team rules? Maybe not. >> Yeah, I don't know. I would say I'm starting to come around to Brendan's way of thinking. But, Marc, we'll give you the last word here. VeeamON 2019, great venue here in Miami, very hip, hip company, hip venue, ExaGrid growing, double digit growth rate, so congratulations on that. Your final thoughts? >> Just great to be here, I always like coming to Veeam events, they're always very well attended, I get to meet a lot of customers and really enjoy it. >> Marc Crespi, thanks very much for coming to theCUBE. It's great to see you again. >> Thank you. >> All right, keep it right there everybody. Peter and I will be back with our next guest right after this short break. This is VeeamON 2019 and you're watching theCUBE.