>>Welcome everyone to a day in the life of data with HPE as well. Data fabric, the session is being recorded and will be available for replay at a later time. When you want to come back and view it again, feel free to add any questions that you have into the chat. And Chad and I joined stark. We'll, we'll be more than willing to answer your questions. And now let me turn it over to Jimmy Bates. >>Thanks. Uh, let me go ahead and share my screen here and we'll get started. >>Hey everyone. Uh, once again, my name is Jimmy Bates. I'm a director of solutions architecture here for HPS Merle in the Americas. Uh, today I'd like to walk you through a journey on how our everyday life is evolving, how everything about our world continues to grow more connected about, and about how here at HPE, how we support the data that represents that digital evolution for our customers, with the HPE as rural data fabric to start with, let's define that term data. The concept of that data can be simplified to a record of life's events. No matter if it's personal professional or mechanical in nature, data is just records that represent and describe what has happened, what is happening or what we think will happen. And it turns out the more complete record we have of these events, the easier it is to figure out what comes next. >>Um, I like to refer to that as the omnipotence protocol. Um, let's look at this from a personal perspective of two very different people. Um, let me introduce you to James. He's a native citizen of the digital world. He's, he's been, he's been a citizen of this, uh, an a career professional in the it world for years. He's always on always connected. He loves to get all the information he needs on a smartphone. He works constantly with analytics. He predicts what his customers need, what they want, where they are, uh, and how best to reach them. Um, he's fully embraced the use of data in his life. This is Sue SCA. She's, she's a bit of a, um, of an opposite to James. She's not yet immigrated to our digital world. She's been dealing with the changes that are prevalent in our times. And she started a new business that allows her customers, the option of, um, of expressing their personalities and the mask that they wear. She wants to make sure her customers can upload images, logos, and designs in order to deliver that customized mask, uh, to brighten their interactions with others while being safe as they go about their day. But she needs a crash course in digital and the digital journey. She's recently as, as most of us have as transitioned from an office culture to a work from home culture, and she wants to continue to grow that revenue venture on the side >>At the core of these personalities is a journey that is, that is representative common challenge that we're all facing today. Our world has been steadily shrinking as our ability to reach out to one another has steadily increased. We're all on that journey together to know more about what is happening to be connected to what our business is doing to be instantly responsive to our customer needs and to deliver that personalized service to every individual. And it as moral, we see this across every industry, the challenge of providing tailored experiences to potential customers in a connected world to provide constant information on deliveries that we requested or provide an easier commute to our destination to, to change the inventories, um, to the just-in-time arrival for our fabrications to identify quality issues in real time to alter the production of each product. So it's tailored to the request of the end user to deliver energy in, in smarter, more efficient ways, uh, without injury w while protecting the environment and to identify those, those, uh, medical emerging threats, and to deliver those personalized treatments safely. >>And at the core of all of these changes, all of these different industries is data. Um, if you look at the major technology trends, um, they've been evolving down this path for some time now, we're we're well into our cloud journey. The mobile platform world is, is now just part of our core strategies. IOT is feeding constant streams of data often over those mobile, uh, platforms. And the edge is increasingly just part of our core, all of this combined with the massive amounts of data that's becoming, becoming available through it is driving autonomous solutions with machine learning and AI. Uh, this is, this is just one aspect of this, this data journey that we're on, but for success, it's got, uh, sorry for success. It's got to be paired. Um, it's gotta be paired with action. >>Um, >>Well, when you look at the, uh, um, if we take a look at James and Cisco, right, we can start to see, um, with the investments in those actions, um, how their travel they're realizing >>Their goals, >>Services, efforts, you know, uh, focused, deliver new data-driven applications are done in new ways that are smaller in nature and kind of rapidly iterate, um, to respond to the digital needs of, of our new world, um, containerization to deploy and manage those apps anywhere in our connected world, they need to be secure we'll time streaming architecture, um, from, from the, from the beginning to allow for continual interactions with our changing customer demands and all of this, especially in our current environment, while running cost reduction initiatives. This is just the current world that, that our solutions must live in. Um, with that framework in mind, um, I'd like to take the remainder of our time and kind of walk through some of the use cases where, where we at HPE helped organizations through this journey with, with, with the ASML data fabrics, >>Let's >>Start with what's happening in the mobile world. In fact, the HPE as moral data fabric is being used by a number of companies to provide infinitely personalized experiences. In this case, it could be James could be sushi. It could be anyone that opens up their smartphone in the morning, uh, quickly checking what's transpiring in the world with a selection of curated, relative relevant articles, images, and videos provided by data-driven algorithm workloads, all that data, the logs, the recommendations, and the delivery of those recommendations are done through a variety of companies using HP as rural software, um, that provides a very personalized experience for our users. In addition, other companies monitor the service quality of those mobile devices to ensure optimize connectivity as they move throughout their day. The same is true for digital communication for that video communication, what we're doing right now, especially in these days where it's our primary method of connecting as we deal with limited physical engagements. Um, there's been a clear spike in the usage of these types of services. HPE, as Merle is helping a number of these companies deliver on real time telemetry analysis, predicting demand, latency, monitoring, user experience, and analyzing in real time, responding with autonomous adjustments to maintain pleasant experiences for all participants involved. >>Um, >>Another area, um, we're eight or HBS ML data fabric is playing a crucial role in the daily experience inside our automobiles. We invest a lot of ourselves in our cars. We expect tailored experiences that help us stay safe and connected as we move from one destination to another, in the areas of autonomous driving connected car, a number of major car companies in the world are using our data fabric to take autonomous driving to the next level where it should be effectively collecting all data from sensors and cameras, and then feeding that back into a global data fabric. So that engineers that develop cars can train next generation, future driving algorithms that make our driving experience safer and more autonomy going forward. >>Now let's take a look at a different mode of travel. Uh, the airline industry is being impaired. Varied is being impacted very differently today from, from the car companies, with our software, uh, we help airlines travel agencies, and even us as consumers deal with pricing, calculations and challenges, uh, with, um, air traffic services. We, we deal with, um, um, uh, delivering services around route predictions on time arrivals, weather patterns, and tagging and tracking luggage. We help people with flight connections and finding out what the figuring out what the best options are for your, for your travel. Uh, we collect mountains of data, secure it in a global data fabric, so it can provide, be provided back in an analyzed form with it. The stressed industry can contain some very interesting insights, provide competitive offerings and better services to us as travelers. >>This is also true for powering biometrics. At scale, we work with the biggest biometrics databases in the world, providing the back end for their enormous biometric authentication pursuit. Just to kind of give you a rough idea. A biometric authentication is done with a number of different data points from fingerprints. I re scans numerous facial features. All of these data points are captured for every individual and uploaded into the database, such that when the user is requesting services, their biometric metrics can be pooled and validated in seconds. From a scale perspective, they're onboarding 1 million people a day more than 200 million a year with a hundred percent business continuity and the options do multi-master and a global data fabric as needed ensuring that users will have no issues in securely accessing their pension payouts medical services or what other types of services. They may be guaranteed >>Pivoting >>To a very different industry. Even agriculture was being impacted in digital ways. Using HPE as well, data fabric, we help farmers become more digital. We help them predict weather patterns, optimize sea production. We even helped see producers create custom seed for very specific weather and ground conditions. We combine all of these things to help optimize production and ensure we can feed future generations. In some cases, all of these data sources collected at the edge can be provided back to insurance companies to help farmers issue claims when micro patterns affect farmers in negative ways, we all benefit from optimized farming and the HBS Modena fabric is there to assist in that journey. We provide the framework and the workload guidance to collect relevant data, analyze it and optimize food production. Our customers demonstrate the agricultural industry is most definitely my immigrating to our digital world. >>Now >>That we've got the food, we need to ship it along with everything else, all over the world, as well as offer can be found in action in many of the largest logistics companies in the world. I mean, just tracking things with greater efficiency can lead to astounding insights. What flights and ships did the package take? What Hans held it along its journey, what weather conditions did it encounter? What, what customs office did it go through and, and how much of it's requested and being delivered this along with hundreds of other telemetry points can be used to provide very accurate trade and economic predictions around what's going on with trade in the world. These data sets are being used very intensively to understand economy conditions and plan for future event consequences. We also help answer, uh, questions for shipping containers that are, that are more basic. Uh, like where is my container located at is my container still on the correct ship? Uh, surprisingly, uh, this helps cut down on those pesky little events like lost containers. >>Um, it's astounding the amount of data that's in DNA, and it's not just the pairs. It's, it's the never ending patterns found with other patterns that none of it can be fully understood unless the micro is maintained in context to the macro. You can't really understand these small patterns unless you maintain that overall understanding of the entire DNA structure to help the HVS mold data fabric can be found across every aspect of the medical field. Most recently was there providing the software framework to collect genomic sequencing, landing it in the data fabric, empowering connected availability for analysis to predict and find patterns of significance to shorten the effort it takes to identify those potential triggers and make things like vaccines become becoming available. In record time. >>Data is about people at HPE asthma. We keep people connected all around the world. We do this in a variety of ways. We we've already looked at several of the ways that that happens. We help you find data. You need, we help you get from point a to point B. We help make sure those birthday gifts show up on time. Some other interesting ways we connect people via recipes, through social platforms and online services. We help people connect to that new recipe that is unexpected, but may just be the kind of thing you need for dinner tonight at HPDs where we provide our customers with the power to deliver services that are tailored to the individual from edge to core, from containers to cloud. Many of the services you encounter everyday are delivered to you through an HV as oral global data fabric. You may not see it, but we're there in the morning in the morning when you get up and we're there in the evening. Um, when you wind down, um, at HPE as role, we make data globally available across everywhere that your business needs to go. Um, I'd like to thank everyone, uh, for the time that you've given us today. And I'd like to turn it back over and open up the floor for questions at this time, >>Jimmy, here's a question. What are the ways consumers can get started with HPS >>The fabric? Well, um, uh, there's several ways to get started, right? We, we, uh, first off we have software available that you can download that there's extensive documentation and use cases posted on our website. Um, uh, we have services that we offer, like, um, assessment services that can come in and help you assess the, the data challenges that you're having, whether you're, you're just dealing with a scale issue, a security issue, or trying to migrate to a more containerized approach. We have a services to help you come in, assess that aspect. Um, we have a getting started bundles, um, and we have, um, so there's all kinds of services that, that help you get started on your journey. So what >>Does a typical first deployment look like? >>Well, that's, that's a very, very interesting question. Um, a typical first deployment, it really kind of varies depending on where you're at in the material. Are you James? Are you, um, um, Cisco, right? It really depends on, on where you're at in your journey. Um, but a typical deployment, um, is, is, is involved. Uh, we, we like to come in, we we'd like to do workshops, really understand your specific challenges and problems so that we can determine what solutions are best for you. Um, that to take a look at when we kind of settle on that we, we, um, the first deployment, uh, is, um, there's typically, um, a deployment of, uh, a, uh, a service offering, um, w with a software to kind of get you started along the way we kind of bundle that aspect. Um, as you move forward, if you're more mature and you already have existing container solutions, you already have existing, large scale data aspects of it. Um, it's really about the specific use case of your current problem that you're dealing with. Um, every solution, um, is tailored towards the individual challenges and problems that, that each one of us are facing. >>I break, they mentioned as part of the asthma family. So how does data fabric pair with the other solutions within Israel? >>Well, so I like to say there's, um, there, there's, there's three main areas, um, from a software standpoint, um, for when you count some of our, um, offerings with the GreenLake solution, but there are, so there are really four main areas with ESMO. There's the data fabric offering, which is really focused on, on, on, on delivering that data at scale for AI ML workloads for big data workloads for containerized workloads. There is the ESMO container platform, which really solves a lot of, um, some of the same problems, but really focus more on a compute delivery, uh, and a hundred percent Kubernetes environment. We also have security offerings, um, which, which help you take in this containerized world, uh, that help you take the different aspects of, um, securing those applications. Um, so that when the application, the containerized applications move from one framework or one infrastructure from one to the other, it really helps those, the security go with those applications so that they can operate in a zero trust environment. And of course, all of this, uh, options of being available to you, where everything has a service, including the hardware through some of our GreenLake offerings. So those are kind of the areas that, uh, um, that pair with the HPE, um, data fabric, uh, when you look at the entire ESMO pro portfolio. >>Well, thanks, Jimmy really appreciate it. That's all the questions we have right now. So is there anything that you'd like to close with? >>Uh, you know, the, um, I I'm, I find it I'm very, uh, I'm honored to be here at HPE. Um, I, I really find it, it's amazing. Uh, as we work with our customers solving some really challenging problems that are core to their business, um, it's, it's always an interesting, um, interesting, um, day in the office because, uh, every problem is different because every problem is tailored to the specific challenges that our customers face. Um, while they're all will well, we will, what we went over today is a lot of the general areas and the general concepts that we're all on together in a journey, but the devil's always in the details. It's about understanding the specific challenges in the organization and, and as moral software is designed to help adapt, um, and, and empower your growth in your, in your company. So that you're focused on your business, in the complexity of delivering services across this connected world. That's what as will takes off your plate so that you don't have to worry about that. It just works, and you can focus on the things that impact your business more directly. >>Okay. Well, we really thank everyone for coming today and hope you learned, uh, an idea about how data fabric can begin to help your business with it. All of a sudden analytics, thank you for coming. Thanks.

>> Narrator: From theCUBE studios in Palo Alto in Boston connecting with that leaders all around the world, this is a CUBE Conversation. >> Hello and welcome to this special CUBE Conversation. I'm John Furrier, your host. We're here for a special series, Leading with Observability, and this segment is: End-to-end observability drives great digital experiences. We've got a great guest here, Craig Hyde, senior director of product management for Splunk. Craig, great to see you. Thanks for coming on. >> And thanks for having me. This is great. >> So this series, Leading with Observability is a super hot topic obviously with cloud native. In the pandemic, COVID-19 has really kind of shown cloud native trend has been a tailwind for people who invested in it, who have been architecting for cloud on premises where data is a key part of that value proposition and then there's people who haven't been doing it. So, and out of this trend, the word observability has become a hot segment. And for us insiders in the industry, we know observability is just kind of network management on steroids in the cloud, so it's about data and all this. But at the end of the day, there's value that's enabled from observability. So I want to talk to you about that value that's enabled in the experience of the end user whether it's in a modern application or user inside the enterprise. Tell us what you think about this end user perspective. >> Sure, yeah thanks a lot for that intro. And I would actually argue that observability wouldn't even just be machine data or network data, it's more of a broader context where you can see everything that's going on inside the application and the digital user experience. From a user experience or a digital experience management perspective, I believe the metrics that you pull from such a thing are the most useful and ubiquitous metrics that you have and visibility in all of technology. And when done right, it can tell you what the actual end result of all this technology that you're piecing together, the end result of what's getting delivered to the user, both quantitatively and qualitatively. So, my background, I actually started a company in this domain. It was called Rigor and we focused purely on looking at user experience and digital experience. And the idea was that, you know, this was 10 years ago, we were just thinking, look, 10 years from now, more and more people are going to do business digitally, they're going to work more digitally and at the same time we saw the legacy data centers being shut down and things were moving to the cloud. So we said, look, the future is in the users, and where it all comes together is on the user's desktop or on their phone, and so we set out to focus specifically on that space. Fast forward 10 years, we're now a part of Splunk and we're really excited to bolt this onto an overall observability strategy. You know, I believe that it's becoming more and more popular, like you said, with the pandemic and COVID-19, it was already on a tear from a digital perspective, the adoption was going through the roof and people were doing more and more remote, they were buying more and more offline, but the pandemic has just pushed it through the roof. And I mean, wow, like the digital business genie's out of the bottle and there's no putting it back now. But, you know, there's also other things that are driving the need for this and the importance of it and part of it comes with the way technology is growing. It's becoming much more complex in terms of moving parts. Where an app used to be run off three different tiers in a data center, now it could be across hundreds of machines and opaque networks, opaque data centers all over the world, and the only time you often see things, how they come together, is on the user's desktop. And so that's where we really think you got to start from the user experience and work back. And, you know, all the drive in computing is all about making things better, faster and cheaper, but without this context of the user, often the customer and the experience gets left out from reaping the rewards from all these gains. So that's sort of like encapsulates my overall view of the space and why we got into it and why I'm so excited about it. >> Well Craig, I got to ask on a personal level. I mean, you look at what happened with the pandemic, I mean, you're a pioneer, you had a vision. Folks that are on the entrepreneurial side say, hey digital businesses is coming and they get it and it's slowly gets known in the real world, becomes more certain, but with the pandemic, it just happened all of a sudden so fast for everybody because everyone's impacted. Teachers, students, families, work, everyone's at home. So the entire user experience was impacted in the entire world. What was going through your mind when you saw all this happening and you see the winners obviously were people had invested in cloud native and data-driven technologies, what was your take on all this when you saw this coming? >> Well, the overall trend has been going on for decades, right? And so the direction of it isn't that surprising, but the magnitude and the acceleration, there's some stats out there from Forbes where the e-commerce adoption doubled within the first six months of the pandemic. So we're talking, you know, 10, 12 years of things ticking up and then within six months, a doubling of the adoption of e-commerce. And so like anybody else, you first freeze and say, what does this mean? But when people start working remote and people start ordering things from Amazon and all the other websites, it's quick to see like, aha! It no longer matters what chairs somebody is sitting in when they're doing work or that they're close to a store and you have a physical storefront when you're trying to buy something, it's all about that digital experience and it needs to be ubiquitous. So it's been interesting to see the change over the past few months for sure. But again, it doesn't change the trend, it just magnified it and I don't see it going back anytime soon. >> Yeah I mean, digital transformation has always been a buzz word that everyone kind of uses as a way to kind of talk about the big picture. >> Right. >> It's actually transforming and there's also share shifts that happen in every transformation, in any market shift. Obviously that's happening with cloud. Cloud native edge is becoming super important. In all of these, and by the way, in all the applications that sit on that infrastructure which is now infrastructure as code, has a data requirement that observability piece becomes super critical, not just from identifying and resolving, but also for training machine learning and AI, right? So, again, you have this new flywheel observability that's really at the heart of digital transformation. What should companies think about when they associate observability to digital transformation as they're sitting around whether they're CXOs or CSOs or solution architects going, okay, how does observability plug into my plans? >> Yeah, absolutely. I mean, my recommendation and the approach that I would take is that you want to start with the end in mind and it's all about how you set your goals when you're setting out in getting into digital transformation. And, you know, the late Steve Jobs, to borrow one of his quotes, he said that you have to start with the customer experience in mind and work backwards to the technology. And so I think that applies when you get into an observability strategy. So without understanding what the actual user experience is, you don't have a good enough yardstick to go out there and start working towards. So availability on a server or CPU time or transaction time in a database, like, those are all great, but without the context of what is the goal you're actually going after, it's kind of useless. So, like I said, it's not uptime, it's not server time, it's not any of that stuff, and it's user experience and these things are different. So they're like visual metrics, right? So what a user sees, because all kinds of things are going on in the background, but if it can see that the person can see and their experience is that they're getting some kind of response from the machine, then that's how you measure where the end point is and what the overall goal is. And so like to keep kind of going on with that, it's like you start with the end in mind, you use that end to set your goals, you use that domain and that visibility to troubleshoot faster. So when the calls start rolling in then they say, hey, I'm stuck at home and I'm on a slow internet connection, I can't get on the app and core IT is taking a phone call, You can quickly look and instrument that user and see exactly what they're seeing. So when you're troubleshooting, you're looking at the data from their perspective and then working backwards to the technology. >> That's super exciting. I want to get your thoughts on that. So just to double down on that because I think this highlights the trend that we were just talking about. But I'll break it down into three areas that I see happening in the marketplace. Number one, availability and performance. That's on everyone's mind. You just hit that, right? Number two, integrations. There's more integrations going on within platforms or tools or systems, whether it's an API over here, people are working together digitally, right? And you're seeing e-commerce. And third is the user patterns and the expectations are changing. So when you unpack those kinds of like trends, there's features of observability underneath each. Could you talk about that because I think that seems to be the common pattern that I'm seeing? Okay, high availability, okay, check. Everyone has to have that. Almost table stakes. But it's hard when you're scaling, right? And then integrations, all kinds of API is being slinged around. You've got microservices, you've got Kubernetes, people are integrating data flows, control planes, whatever, and then finally users. They want new things. New patterns emerge, which is new data. >> Yeah, absolutely. And to just kind of talk about that, it reminds me of like a Maslow's hierarchy of needs of visibility, right? Like, okay, the machine is on, check. Like you said, it's table stakes, make sure it's up and running. That's great. Then you want to see sort of the applications that are running on the machine, how they're talking to each other, are other components that you're making API calls to, are they timing out or are they breaking things? And so you get that visibility of like, okay, they're on, what's going on top of those machines are inside of them or in the containers or the virtual machines or whatever segment of computing that you're looking at, And then that cherry on top, the highest point is like, how is that stack of technology serving your customer? How's it serving the user and what's the experience? So those are sort of the three levels that we kind of look at when we're thinking of user experience. And so, it's a different way to look at it, but it's sort of the way that kind of we see the world is that three tier, that three layer cake. >> It's interesting. >> And you need all the layers. >> It's super relevant. And again, it's better together, but you can mix and match and have product in there. So I want to get into the Splunk solution. You guys have the digital experience monitoring solution. Can you explain what that is and how that fits into all this and what's in it for the customers, what's the benefit? >> Right, sure. So with the digital experience monitoring and the platform that we have, we're giving people the ability to basically do what I was talking about, where it enables you to take a look at what the user's experience are and pull metrics and then correlate them from the user all the way through the technical journey to the back end, through the different tiers of the application and so on. So that technology is called real user monitoring where we instrument the users. And then we also layer in synthetic monitoring which is the sort of robot users that are always on for when you're in lower level environments and you want to see, you know, what experience is going to look like when you push out new software, or when nobody's on the application, did something break? So a couple of those two together and then we feed that into our overall observability platform that's fed with machine data, we have all the metrics from all the components that you're looking at in that single pane of glass. And the idea is that we're also bringing you not only just the metrics and the events from logs and all the happenings, but we're also trying to help tease out some of these problems for you. So many problems that happen in technology have happened before, and we've got a catalog with our optimization platform of 300 plus things that go wrong when webpages or web applications or API calls start acting funky. And so we can provide, based on our intelligence that's built into the platform, basically run books for people to fix things faster and build those playbooks into the release process so you don't break the applications to begin with and you can set flags to where people understand what performance is before when it's being delivered to the customer, and if there are problems, let's fix them before we break the experience and lose the trust of the user. So again, it's the metrics from the stats that are coming across the wire of everything all the way to the users, it's the events from the logs that are coming in so you can see context, and then it's that user experience, it's a trace level data from where you can double click into each of the tiers and say, like, what's going on in here? What's going on in the browser? What's going on in the application? What's going on in the backend? And so you can sort of pool all that together in a single pane of glass and find problems faster, fix them faster and prevent users from having problems to begin with. And to do this properly, you really need it all under one roof and so that's why we're so excited to bring this all together. >> Yeah, I've been sitting on theCUBE for 10 years now. We've been 11 years, on our 11th year doing theCUBE. Digital you can measure everything. So why not? There should be no debate if done properly. So that brings up this whole concept that you guys are talking about full fidelity. Can you just take a minute to explain what that is? What is full fidelity mean? >> Sure, you know, full fidelity really comes down to a lot about these traces. So when we talk about metrics, logs and traces, it's all about getting all the activity that goes on in an application and looking at it. So when you or I interact with our company's app online and there's problems, that the person who's going to fix this problem, they can actually see specifically me. They can look at my experience and look at what it would look like in my browser, you know, what were all the services that I was interacting with and what was going on in the application, what code was being called, what services were being called, and look at specifically me as opposed to an aggregate of all the domains all put together. And it really is important from a troubleshooting standpoint. It's really important from an understanding of the actuals because without full fidelity and capturing all of the data, you're kind of going, you know, you're taking guesses and it eliminates a lot of the guesswork. And so that's something that's special with our platform is that ability to have the full fidelity. >> When does a client, a customer not have full fidelity? I might think I have it, someone sold me a product, What's the tell sign that I don't have full fidelity? >> Oh yeah, well with observability, there's a lot of tricks in the game. And so you see a lot of summary data that looks like, hey, this is that one call, but usually it's knitted together from a bunch of different calls. So that summary data just from, because this stuff takes up a lot of storage and there's a lot of problems with scale, and so when you might see something that looks like it's this call, it's actually like, in general, when a call like this happens, this is what it looks like. And so you've got to say like, is this the exact call? And, you know, it makes a big difference from a troubleshooting perspective and it's really hard to implement and that's something that Splunk's very good at, right? It's data at scale. It's the 800 pound gorilla in collecting and slicing apart machine data. So like, you have to have something of that scale in order to ingest all this information. It's a hard problem for sure. >> Yeah, totally. And I appreciate that. While I got you here, you're an expert, I got to ask you about Open Telemetry. We've heard that term kicked around. What does that mean? Is it an open source thing, is it an open framework? What is Open Telemetry and what does it mean for your customers or the marketplace? >> Yeah, I think of Open Telemetry as finally creating a standard for how we're collecting data from applications across AP- In the past, it's been onesie-twosie, here and there each company coming up with it themselves and there are never any standards of how to look at transactions across data, across applications and across tiers. And so Open Telemetry is the attempt and it's a consortium, so there's many people involved in pushing this together, but think of like a W3C, which creates the standards for how websites operate, and without it, the web wouldn't be what it is today. And now Open Telemetry is coming behind and doing that same thing from an observability standpoint. So you're not just totally locked into one vendor in the way that they do it and you're held hostage to only looking at that visibility. We're trying to set the standards to lower the barrier of entry into getting to application performance monitoring, network performance monitoring and just getting that telemetry where there are standards across the board. And so it's an open source project. We commit to it, and it's a really important project for observability in general. >> So does that speak to like, the whole more data you have, the less blind spots you might have? Is that the same concept? Is that some of the thinking behind this? >> It enables you to get more data faster. Now, if you think about, if there are no standards and there are no rules on the road and everybody can get on the road and they can decide if they want to drive in the left lane or the right lane today, it makes getting places a lot harder. And the same is true with Open Telemetry. without the standards of what, you know, the naming conventions, where you instrument, how you instrument, it becomes very hard to put some things in a single pane of glass because they just look differently everywhere. And so that's the idea behind it. >> Well Craig, great to have you on. You're super smart on this, and Leading with Observability, it's a hot topic. It's super cool and relevant right now with digital transformation as companies are looking to rearchitect and change how they're going to flip the script on software development, modern applications, modern infrastructure, edge, all of this is on top of mind of everyone's thing on their plans. And we certainly want to have you back in some of our conversations that we have around this on our editorial side as well with when we have these clubhouses we are going to start doing a lot of those. We definitely want to bring you in. I'll give you a final word here. Tell us what you're most excited about. Put the commercial for Splunk. Why Splunk? Why you guys are excited. Take a minute to get the plug in. >> It's so easy. Splunk has the base to make this possible. Splunk is, like I said, it's an 800 pound gorilla in machine data and taking in data at scale. And when you start going off into the observability abyss, the really, really hard part about it is having the scale to not only go broad in the levels of technology that you can collect, but also go deep. And that depth, when we talked about that full fidelity, it's really important when you get down to brass tacks and you start implementing changes and troubleshooting things and turning that data that you have in to doing, so understanding what you can do with it. And Splunk is fully committed to going, not only broad to get everything under one roof, but also deep so that you can make all of the information that you collect actionable and useful. And it's something that I haven't seen anybody even attempt and I'm really excited to be a part of building towards that vision. >> Well, I've been covering Splunk for, man, many, many years. 10 years plus, I think, since it's been founded, and really the growth and the vision and the mission still is the same. Leveraging data, making use of it, unlocking the power of data as it evolves and there's more of it. And it gets more complicated when data is involved in the user experience end-to-end from cybersecurity to user flows and new expectations. So congratulations. Great product. Thanks for coming on and sharing. >> Thanks again for having us. >> Okay, this is John Furrier in theCUBE. Leading with Observability is the theme of this series and this topic was End-to-end observability to enable great digital experiences. Thanks for watching. (lighthearted music)

>>From Miami beach, Florida. It's the cube covering a Cronus global cyber summit 2019. Brought to you by Acronis. >>So Ron, welcome back to the keeps coverage of kronas cyber global cyber summit 2019. I'm John furrier here in Miami beach. Our next guest is Pat Hurley, vice president, general manager of the Americas in sales and customer relationships. Get Debbie Juan. Hey, thanks for having me. Welcome to Miami beach. Lovely place to have an event. So I hear ya. You got a lot of competition going on between the U S America's in the AMIA teens and it's very competitive group. >> The European team is very confident. I think we'll show them tomorrow what we're made of. We've been recruited very hard for some players that are Latin American. I think we'll show them a finger too. You've got a big soccer story there. We do. Yeah. We've, uh, we've got a few sports partnerships that we have across the globe. Uh, some of the first partnerships we had were actually within formula one. >>And we really try to correlate the story of the importance of, uh, data protection and cyber protection in the sporting industry because a lot of people don't think about the amount of data that's actually being generated in the space. A formula one car generates between, you know, two and three terabyte through three gigabytes of data on every lap, tons of telemetry devices that are kicked, collecting information from the car, from the road service, from the, the general environment. They're taking that data and then sending it back to the headquarter, analyzing it and making very small improvements to the car to make sure that they can qualify faster, run a faster lap, make the right type of angle into a turn, uh, which can really differentiate them from being, you know, first, second, third, 10th in a qualifying session. On the soccer side. We do have some partnerships with uh, arsenal, Manchester city, inter Milan, and we just signed a partnership as well with Liverpool. >>So we are very popping in that space here in the U S we have some other sports that we're big fans of. I'm personally a big Boston red Sox fan, being a Boston native and we do have a sports partnership with the red Sox, which has been an unbelievable partnership with them. And learning more about the use cases that they solve and using our technology has been really cool. >> You know, Patty, you bring up the sports thing and we were kidding before we on camera around the trading, you know how people do sports deals and they trade, you know, merchandise for consumer benefit or customer benefits. But really what is happening is sports teams encapsulate really the digital transformation in a nutshell because most sports franchises are, have been traditionally behind. But now with the consumerization of it and digital can go back to 2007 since the mobile phone. >>Really, I mean it's iPhone. Yeah. Since that time, sports and capsulates every aspect of it, consumer business fan experience. And it really has every, every, almost every element of what we see now as a global IOT problem opportunity. So it really encapsulates the use case of an integrated and and needed solution. Oh yeah, absolutely. I mean, if you think about the amount of data that's, that's out there today and the fast way that it's growing, you know, the explosion of, uh, of data in the, in the world today, sports have different unique challenges. So obviously they have large fan bases that need to be able to access the data and understand what's going on with their favorite sports teams. Um, for us it's really, you know, these technology partnerships that we have with these guys, it runs through all these different areas of, you know, in many cases we didn't really understand that they were using it for. >>So, you know, the red Sox for example, they've got Fenway park and iconic stadium, you know, the Mecca of baseball. If you haven't been there yet, I suggest all your viewers that they go and check it out, give me a call, we'll try and get you set up there. But, um, you know, the, the, the experience that the fans have there is all around their data experienced there. Right? And it's not just baseball games. It could be hockey games that Fenway park, it could be a concert that they're having. A phone buys a lot of different events. These stadiums are open year round and the ability to move, share access, protect the data in that stadium is really important to how they're functioning as an organization. We talked to their I-Team quite regularly about how they're using our solutions. They're talking about uh, different aspects of artificial intelligence, different ways they can use our products and machine learning. >>Obviously with the new solutions that we have in the market today around cybersecurity or helping them to address other challenges that they face. Um, as an organization, these are realtime challenges in their physical locations, national security issues, terrorist attacks could happen. There are venues, there are public gathering places too. Absolutely. We announced our partnership with them back in may and I was shocked to hear them on the main stage announcing that they had this great partnership with the Kronos was talking about their unique cyber security needs. They started talking about drone technology and I'm thinking, all right, a drone flies in the stadium. Maybe at breaks and it falls on a player and we're paying $20 million for one of these pitchers to be out there on the Hill or an interest, a fan or maybe they're collecting some video data to then share it out. >>And that's red Sox IP. No, they're talking about cybersecurity threats in the sense that a drone, a remotely controlled device could come in and lightened incendiary device in the, in the stadium and that to them as a real security server. And that's frontline for the it guys. That's what keeps them up at night. Yeah. And that's really an attack take time. Oh yeah, absolutely. What are the use cases that are coming out of some of your customers, cause you guys have a unique integrated solution with a platform as an end to end component too. You have a holistic view on data, which is interesting and unique. People are kind of figuring this out, but you guys are ahead of the game. What are some of the use cases that you've seen in the field with customers that highlight the benefits of taking a holistic view of the data? >>Yeah, absolutely. So we look at it as kind of backups dead, right? We have, we've combined the old world of backup and disaster recovery with the new world of cybersecurity and we combine that to a term we're calling cyber protection because it really requires an end to end solution and a lot of different things need to be working properly to prevent these attacks from happening. Uh, you need to be very proactive in how you're going about that. We address it with what we call 'em, the Kronos cyber platform. And what this is, is a unique, multi-tiered multi-tenant offering that's designed specifically for service providers. We have just under 6,000 servers, providers actively selling our cyber protection solutions today and they use this for are for a multiple different aspects. And usually the beachhead has something like backup. Every company needs backup. It's more of a commodity type solutions, a lot of different players in the game out there, but they take it a step further, use that same backup technology to then do disaster recovery. >>They can do files, they can share, they can do monitoring. We have notary solutions based on blockchain technologies. Now, this whole suite of cybersecurity solutions, all of this is with a single pane of glass, one platform that of a service provider can go in and work with their customers and make sure that their data is protected, make sure that their physical machines are virtual machines, they're PCs, their Macs are all protected, that data's protected, it's secure, but it's also accessible, which is an important part of you can take your data wrapping a nice bow buried a hundred feet underground, but then you can't use it, right? So you want to be able to make sure that you can actually, uh, leverage the technology there. Um, we've seen explosive growth, especially in, in my market. I think the numbers are pretty crazy. It's something like 90% of the market today in the U S has served in some capacity by a service provider. >>And this could be a small to medium size business that's served by local service fire to those really big guys that are out there. Let's on with how large your target audience, you mentioned search probably multiple times when you're out selling your target persona, your target audience, and you're trying to reach into, so we touch, everybody know, you equate it to kind of what we do with the red Sox, right? You walk into that city and the 38,000 people that, well, some of those people are just, you know, regular Joe's, right? They, they go to work every day. They have a computer at home, they have a mobile device. They probably have multiple mobile devices. We protect that for them. We call them a consumer. Slash. Prosumers. We work at a lot of very large retail organizations. If you walk into some of those shops today, you'll be able to see our software on a shelf there. >>You work with one of those tech squads where they're starting to attach services to it and you get more of a complete offering there. We then scale up a little bit further to some OEM providers. You work with companies like Honeywell and Emerson that are manufacturing devices that embed our software on there. They white label it and deliver it out. These are connected devices. You think about the, you know the, the explosion of IOT devices in the market today. We're protecting that stuff as well. We work with very large enterprises, so some of the, the major players that you see in the manufacturing space are standing up standardizing on Acronis process control process automation vendors are using our Chronis and we can deliver the solution because of the way it's so flexible in a very consumable way for them. Those enterprises can actually act as a service provider for their employees so we can actually take our technology, deploy the layer in their infrastructure where they have complete control. >>They might not want to be in an Uber cloud, they might not want to work with Chrome OS data center. They want to have and hold that data. They want to make sure it's on site. We enable that type of functionality and then the fastest growing area for us is what I hit on earlier within the service provider community. We're recruiting hundreds of service providers every quarter. We've got some great partners here. Give you an example of a service provider. You mentioned the red size, I'm assuming is that a vendor that might be working within that organization, but still it sounds like that's a supplier to the red Sox. How, how broad is that definition? It gives us many points. Yeah, it's a really good point. So we work with hosting providers. Look, can be regional hosting providers to multinational hosting providers. Some of the very big names that you've, you're probably familiar with. >>We work with, uh, we work with, uh, telco providers who work with ISV providers or sorry, ISP providers, um, kind of regional telco providers that provide a myriad of different services all the way down to your kind of local mom and pop type service providers where you've got a small business, maybe they've got 30 to 50 employees, they're servicing probably 200 to 300 customers and they want to provide a very secure, safe, easy to use complete solution to their customers. Uh, those could be focused on certain verticals so they could be focused on healthcare, financial services, construction, et cetera. Um, we have some that are very niche within like dental services or chiropractice offices, small regional doctor's offices. Uh, and the, the beauty of that, and I was getting the partners earlier, is we have partnerships with companies like ConnectWise where those are tools that service providers are using on a very daily basis. >>So essentially the platform gives you that range and that's the typical typical platform. So you have that broad horizontally scalable capability and the domain expertise either be what solution from you guys or can ISV or someone within your ecosystem is that they get that. Right? Absolutely. And that's what really differentiates us is our ability to integrate into that plat, into our platform, into their platform and make those connections. So you don't need to learn 12, 14, 15 different technologies. You've got a small suite of offerings in a single pane of glass, very easy to use, very intuitive. Um, the integrations that we have with these partners like ConnectWise, like Ingram micro, really differentiate us because what they do is they provide open API capabilities. They provide software development kits where these partners can go ahead and build it the way they want to sell it. >>You know, it's interesting when the cloud came out and as on premise has changed to a much more agile dev ops kind of mindset that forced it to think like a service provider. I think like an operating system, it's an operating environment basically. So that service provides an interesting angle and I want to get your thoughts on this because I think this is where you guys have such a unique opportunity to just integrate solution because you could get into anything and you got ISV to back that up. So I guess the question I would have is for that enterprise that's out there that's looking to refactor and replatform their entire operation, or it could be a large enterprise, it has a huge IOT opportunity or challenge or a service provider is looking at having a solution. What's the pitch that you would give me if I'm the one of those customers? >>Say, Hey Pat, what's the pitch? So you need a, you need a trusted provider that's been in the business for a number of years that understands the data protection and security markets that Kronos has that brand. We've been doing this for about 16 years. We were founded in Singapore, we're headquartered out of Switzerland and we've got a lot of really smart guys in the back room. Was building good technologies that our partners were able to use. Um, we look at it a lot of different ways. I mentioned our go to market across a lot of different verticals and a lot of different um, kind of routes for those. The way we deliver our solution. It provides the flexibility for an enterprise to a classic reseller to um, you know, a VAR or a service, right? It's delivering services. It can be delivered to those guys how they want to consume it. >>So as an example, we may work with a smaller service provider that doesn't have any colo capabilities. We provide data centers so they could have a very quick turnkey solution, allows them to get up and running with their business, selling backup within minutes to their customers. We can also work with very large enterprises where we can deliver the complete platform to them and then they have complete control over it. We sprinkle in some professional services to make sure that we're giving them the support that they need and then they're running the service for themselves. What we've really seen in terms of a trend is that a lot of these VARs, we have about 4,500 of them in North America and they're starting to look at their businesses differently. Say, I gotta adapt or die here. I gotta figure out what my next business model is. >>How am I going to be the next one that's in the news flash that says, Hey, they've been acquired, or Hey Thoma Bravo made a big investment in me. Right? They need to convert to this services business or Kronos enables that transformation to happen. I mean, I can see you guys really making money for channel partners because they want solutions. They want to touch the customer, they want to maybe add something they could bring into it or have high service gross profits around services. Absolutely. So, yeah, our solution is unique in the sense that allows partners to sell multiple offerings to, you're getting an additional layer of stickiness providing multiple solutions to a customer. You're using the same technology, so your it team is very familiar with what they're using on a daily basis. Um, you're reducing the amount of churn for your customers because you're selling so much additional there that they're really stuck with you. >>That's a good thing. Uh, and beyond that, your increasing ARPU, average revenue per user is a key metric that all of our partners are looking at. And these guys are owner operators, right? They're business owners. They're looking at the bottom line. I mean, it's interesting the operating leverage around the consistent platform just lowers, it gives them software economic model. They can get more profit over time as they make that investment look at at the end of the day, channel partners care about a couple things, money, profit and customer happiness. Absolutely. And it helps to have them want to have a lot of one offs and a lot of, you know, training, you know, anything complicated, anything confusing, anything that requires a lot of resources, they're not going to like a, it's also great to have events like this where you're able to, to press the flesh with these guys and, and being face to face and understand their real world challenges that they're dealing with on a daily basis. >>How has the sport's a solution set that you've been involved in? How has that changed the culture of Acronis? Is that, has that, has that changed as, you know, sports is fun. People love sports, they have real problems. It's a really great use case as well. How's that change the culture? It's been amazing. I, so one from a branding perspective, we are a lot more recognized, right? Um, the most important thing about these partnerships for us is that they're actually using the technology. So, you know, we've got the red Sox here with us today. We've got arsenal represented, we've got Williams, we've got Roush racing, we've got a NASCAR car back here. Um, they use our technology on a daily basis and for each one of them we solve different types of use cases. Whether it's sending them large amount of video data from an essence studio over to Fenway park, or if it's a scout out in the field that needs to send information back and their laptop crashes, how do they recover? >>A lot of these different use cases, you can call them right back to a small business owner. You don't have to be a multibillion dollar sports organization with the same challenge. Well, I'm smiling because we've been called the ESPN of tech to they bring our set. We do let the game day thing. We certainly could love to come join you in all these marquee events that you have. We'd love to have it. Yeah, so if you follow us on social, we're out there and that, that's a big part of it. You mentioned one of ours looking for what our partners looking for. They want a personal relationship too. A lot of that goes away with technology nowadays and being able to really generate that type of a, of a personal relationship. These partnerships enable that to happen and they're very anything, I don't know anything about cars. >>We started partnering with formula one. All of a sudden I know everything about 41 I go to these races. I tell everybody I don't know anything about cars and I ended up being the, the subject matter export for him over over the weekend. So we'd love to have you guys join us. We'd love all of our partners. They get more engaged in the sports aspect of it because for us, it really is something that, um, again, they're using us in real life scenarios. We're not paying to put a sticker on a car that's going 300 miles. It's not traveling as a real partnership. Exactly. Pat, congratulations on your success and good luck on people owning away the numbers. Congratulations. Thank you very much. Just the cube coverage here at the Chronis global cyber summit 2019 I'm John furry. More coverage after this short break.

>> Female Voice: From San Francisco, it's theCUBE, covering VMware RADIO 2019, brought to you by VMware. >> Welcome to theCUBE's exclusive coverage of VMware RADIO 2019, Lisa Martin with John Furrier in San Francisco, talking all sorts of innovation in this innovation long history culture at VMware, welcoming back to theCUBE, Mornay Van Der Walt, VP of R&D in the Explorer Group. Mornay, thank you for joining John and me on theCUBE today. >> Thank you for having me. >> So, I got to start with Explorer Group. Super cool name. >> Yeah. >> What is that within R&D? >> So the origins of the Explorer Group. I've had many roles at VMware, and I've been fortunate enough to do a little bit of everything. Technical marketing; product development; business development; one of the big things I did before the Explorer group was created was actually EVO:RAIL. I was the founder of that, pitched that idea. Raghu and Ray and Pat were very supportive. We took that to market, took it to (inaudible), handed that off to Dell EMC, the rest is history, right? And then was, "what's next?" So Ray and me look at some special projects, go and look at IoT, go and look at Telemetry, and did some orders for them, and then said "Alright, why don't you look at all our innovation programs." Because beyond RADIO, we actually have four other programs. And everyone, was -- RADIO gets a lot of airtime and press, but it's really the collective. It's the power of those other four programs that support RADIO that allow us to take an idea from inception to an impactful outcome. So hence the name, the Explorer Group. We're going out there, we're exploring for new ideas, new technologies, what's happening in the market. >> Talk about the R&D management style. You've actually got all these-- RADIO's one-- kind of a celebration, it's kind of the best of the best come together, with papers and submissions. Kind of a symposium meets kind of a, you know, successive end for all the top engineers. There's more, as you've mentioned. How does all of it work? Because, in this modern era of distributed teams, decentralization, decisions around business, decisions on allocating to the portfolio, what gets invested, money, spend, how do you organize? Give a quick minute to explain how R&D is structured. >> So, obviously, we have the BUs structured-- well there's PCS, Raghu and Rajeev head that up. And then we've got the OCTO organization, which Ray O'Farrell heads up. And the business, you know, it's innovating every day to get products out the door, right, and that's something that we've got to be mindful of because, I mean, that's ultimately what's allowing us to get products into the hands of our customers, solving tough problems. But then in addition to that, we want to give our engineers an avenue to go and explore, and, you know, tinker on something that's maybe related to their day job, or completely off, unrelated to their day job. The other thing that's important is, we also want to give, because we're such a global R&D, you know, our setup globally, we want to give teams the opportunity to work together, collaborate together, get that diversity of thought going, and so a lot of times, if we do a Hackathon, which we call a Borathon, we actually give bonus points if teams pull from outside of their business units. So you've got an idea, well, let's make it a diverse idea in terms of thought and perspective. If you're from the storage business unit, bring in folks from the network business unit. Bring in folks from the cloud business unit. Maybe you've partnered with some folks that are in IT. It's very, you know, sometimes engineers will go, "Ah, it's just R&D that's innovating." But in reality, there's great innovation coming out of our IT department. There's great innovation coming out of our global support organization. Our SEs that are on the front lines, sometimes are seeing the customers' pain points firsthand, and then they bring that back, and some of that makes it into the product. >> How much of R&D is applied R&D, which is kind of business unit aligned, or somewhat aligned, versus the wacky, crazy ideas: "Go solve a big, hairy problem", that's out there, that's not, kind of, related to the current product sets? >> Ah, that's tough to put an actual number on it, >> John: Well ballpark, I mean. >> But if I just say, like, if I had to just think about budgets and that, it's probably ten to fifteen percent is the wacky stuff, that's, you know, not tied to a roadmap, that's why we call it "off-road innovation", and the five programs that my Explorer Group ultimately leads is all about driving that off-road innovation. And eventually you want to find an on-ramp, >> Yeah. >> to a roadmap, you know, that's aligned to a business unit, or a new emerging, you know, technology. >> How does someone come up with an idea and say, "Hey, you know, I want to do this"? Do they submit, like, a form? Is there a proposal? Who approves it? I mean, do you get involved? How does that process work? >> So that's a good question. It really depends on the engineer, right? You take someone who's just a new college grad, straight out of, you know, college. That's why we have these five programs. Because some of these folks, they've got a good idea, but they don't really know how to frame it, pitch it. And so if you've got a good idea, and let's say, this is your first rodeo, so to speak, We have a program called TechTalks where it allows you to actually go and pitch your idea; get some feedback. And that's sometimes where you get the best feedback, because you go and, you know, present your idea, and somebody will come back and say, "Well, you know, have you met, you know, Johnny and Sue over there, in this group? They're actually working on something similar. You should go and talk to them, maybe you guys can bring your ideas together." Folks that are, you know, more seasoned, you know, longer tenure, sometimes they just come up, and-- "I'm going to pitch an idea to xLabs," and for xLabs, for example --that's an internal incubator-- there is, like, a submissions process. We want to obviously make sure, that, you know, your idea's timing in the market's correct, we've got limited funding there so we're going to make sure we're really investing on the right, you know, type of ideas. But if you don't want to go and pitch your idea and get feedback, go and do a Borathon. Turn an idea into a little prototype. And we see a lot of that happening, and some of the greatest ideas are coming from our Borathons, you know? And it's also about tracking the journey. So, we have RADIO here today, we have mentioned xLabs, TechTalks, we have another program called Flings. Some of our engineers are shipping product, and they've got an idea to augment the product. They put it out as a Fling, and our customers and the ecosystem download these, and it augments the product. And then we get great feedback. And then that makes it back into the product roadmap. So there's a lot of different ways to do it, and RADIO, the process for RADIO, there's a lot of rigor in it. It's, like, it's run as a research program. >> Lisa: It's a call for papers, right? >> Call for papers, you know, there's a strict format, it's got to be, you know, this many pages; if you go over about one line, you're sort of, disqualified, so to speak. And then once you've got those papers, like this year we had 560 papers be submitted, out of those 560, 31 made it onto mainstage, and another 61 made it as posters, as you can see in the room we're sitting in. >> I have an idea. Machine learning should get all those papers. (laughs) I mean, that's-- >> Funny you say that. We actually have, one of our engineers, Josh Simons, is actually using machine learning to go back in time and look at all the submissions. So idea harvesting is something we're paying a lot of attention to, because you submit an idea, >> Interesting. >> the market may not be right for it, or reality is, I just don't have a budget to fund it if it's an xLab. >> John: So it's like a Google search for your, kind of, the indexing all those workers. >> Internally, yeah, and sometimes it's-- there's a great idea here, you merge that with another idea from another group or another geo, and then you can actually go and fund something. >> Well, that's important because timing is critical, in these early-- most stuff can be early in just incubation, gestation period for that tech or concept, could be in play because the computer-- all the new things, right? >> Correct. And, do you actually have the time? You're an engineer working on a release, the priority is getting that release out the door, right? >> (laughs) >> So, put the idea on the back burner, come off the release, and then, you know, get a couple of colleagues together and maybe there's a Borathon being held and you go and move that idea forward that way. Or, it's time for RADIO submissions, get a couple of colleagues together and submit a RADIO paper. So we want to have different platforms for our engineers to submit ideas outside of their day job. >> And it sounds like, the different programs that you're talking about: Flings, xLab, Borathon, RADIO, what it sounds like is, there isn't necessarily a hierarchy that ideas have to go through. It really depends on the teams that have the ideas, that are collaborating, and they can put them forward to any of these programs, >> Correct, yeah. >> and one might get, say, rejected for RADIO, but might be great for a Borathon or a Fling? >> Correct. >> So they've got options there, and there's multiple committees, I imagine? Is that spearheaded out of Ray's OCTO group, >> Yep. >> that's helping to make the selections? Tell us a little bit about that process. >> Sure, so. That's a great point, right? To get an idea out the door, you don't always have to take the same pathway. And so one thing we started tracking was these innovation journeys that all take different pathways. We just published an impact report on innovation for FY19, and we've got the vSAN story in there, right? It was an idea. A group of engineers had an idea, like, in 2009, and they worked on their idea a little bit-- it first made it to RADIO in 2011. And then they came back in 2013, and, sort of, the rest is history, you know. vSAN launched in 2014. We had a press release this week for Carbon Avoidance Meter. It was an idea that actually started as a calculator many years ago. Was used, and then sort of died on the vine, so to speak? One of our SEs said, "You know, this is a good idea. I want to evolve this a little bit further." Came and pitched an xLabs idea, and we said, "Alright, we're going to fund this as an xLabs Lite. Three to six months project, limited funding, work on one objective --you're still doing your day job-- move the project forward a little bit." Then Nicola Acutt, our Sustainability VP, got involved, wanted to move the idea a little bit further along, came back for another round of funding through an xLabs Lite, and then GSS, with their Skyline platform, picked it up, and that's going to be integrated in the coming months into Skyline, and we're going to be able to give our customers a carbon, sort of, readout of their data center. And then they'll be able to, you know, map that, and get a bigger picture, because obviously, it's not just the servers that are virtualized, there's cooling in the data center plants, and all these other factors that you've got to, you know, take into account when you want to look at your carbon footprint for your facility. So, we have lots of examples of how these innovation pathways take different turns, and sometimes it's Team A starting with an idea, Team B joins in, and then there's this convergence at a particular point, and then it goes nowhere for a couple of months, and then, a business unit picks it up. >> One of the things that's come out-- Pat Gelsinger mentioned that a theme outside of the normal product stuff is how people do work. There's been some actual R&D around it, because you guys have a lot of distributed, decentralized operations in R&D because of the global nature. >> Yeah. >> How should companies and R&D be run when the reality is that developers could be anywhere? They could be at a coffee shop, they could be overseas, they could be in any geography, how do you create an environment where you have that kind of innovation? Can you just share some of the best practices that you guys have found? >> I'm not sure if there's 'best practices', per se, but to make sure that the programs are open and inclusive to everybody on the planet. So, I'll give you some stats. For example, when RADIO started in the early days, we were founded in Palo Alto. It was a very Palo Alto-centric company. And for the first few years, if you looked at the percentage of attendees, it was probably over 75% were coming from Palo Alto. We've now over the years shifted that, to where Palo Alto probably represents about 44%, 16% is the rest of North America, and then the balance is from across the globe. And so that shift has been deliberate, obviously that impacts the budget a little bit, but in our programs, like a Borathon, you can hack from anywhere. We've got a lot of folks that are remote office workers, using, you know, collaborative tools, they can be part of a team. If the Borathon's happening in China, it doesn't stop somebody in Palo Alto or in Israel or in Bulgaria, participating. And, you know, that's the beautiful nature of being global, right? If you think about how products get out of the door, sometimes you've got teams and you are literally following the sun, and you're doing handoff, you know, from Team A to B to C, but at the end of the day you're delivering one product. And so that's just part of our culture, I mean, everybody's open to that, we don't say, "Oh, we can't work with those guys because they're in that geo-location." It's pretty open. >> This is also, really, an essential driver, and I think I saw last year's RADIO, there were participants from 25+ countries. But this is an essential-- not only is VMware a global company, but many of your customers are as well, and they have very similar operating models. So that thought diversity, to be able to build that into the R&D process is critical. >> Absolutely. And also, think about, you know, when you're going to Europe. Smaller borders, countries, you deploy technology differently. And so, you want to have that diversity in thought as well, because you don't just want to be thinking, "Alright, we're going to deploy a disaster recovery product in North America where they can fail over from, you know, East Coast to West Coast. You go to Europe, and typically you're failing over from, you know, site A to site B, and they're literally three or four miles apart. And so, just having that perspective as well, is very important. And we see that, you know, when we release certain products, you'll get, you know, better uptick in a certain geo, and then, "Why is it stalling over here?" well it's, sometimes it's cultural, right? How do you deploy that technology? Just because it works in the US, doesn't mean it's going to work in Europe or in APJ. >> How was your team involved in the commercialization? You mentioned vSAN and the history of that, but I'm just wondering, looking at it from an investment standpoint of deciding which projects to invest in, and then there's also the-- if they're ready to go to market, the balance of "How much do we need to invest in sales and marketing to be able to get this great idea-- because if we can't market it and sell it, you know, then there's obviously no point." So what's that balance like, within your organization, about, "how do we commercialize this effectively, at scale"? >> So that is ultimately not the responsibility of my group. We'll incubate ideas, like, for example, through an xLabs project. And, you know, sometimes we'll get to a point and we'll work, collaborate with a business unit, and we'll say, "Alright, we feel this project's probably a 24 months project", if it's an xLabs Full. So these folks are truly giving up their day job. But at the end of the day, you want to have an exit and when we say exit, what does that exit mean? Is that an exit into a business unit? Are you exiting the xLabs project because we're now out of funding? You know, think about a VC, I'm going to fund you to, you know, to a particular point; if there is no market traction, >> Right. >> we may, you know, sunset the project. And, you know, so our goal is to get these ideas, select which ones we want to invest in, and then find a sort of off-ramp into a business unit. And sometimes there'll be an off-ramp into a business unit, and the project goes on for a couple of months, and then we make a decision, right? And it's not a personal decision, it's like, "Well we funded that as an xLabs; we're now going to shut it down because, you know, we're going to go and make an acquisition in this space. And with the talent that's going to come onboard, the talent that was working on this xLab project, we can push the agenda forward." >> John: You have a lot of action going on so you move people around. >> Exactly. >> Kind of like the cloud, elastic resource, yeah? (laughs) >> So, then, some of these things, because xLabs is only a two-year-old, you know, we haven't had things exit yet that are, you know, running within a business unit that we're seeing this material impact. You know, from a revenue point of view. So that's why tracking the journeys is very important. And, you know, stay tuned, maybe in about three or four years we'll have this, similar, you know, interview, and I'll be able to say, "Yeah, you know, that started as an xLab, and now it's three years into the market, and look at the run rate. >> So there's 31-- last question for you-- there's 31 projects that were presented on mainstage. Are there any that you could kind of see, early on, "ooh", you know, those top five? Anything that really kind of sticks out-- you don't have to explain it in detail, but I'm just curious, can you see some of that opportunity in advance? >> Absolutely. There's been some great papers up on mainstage. And covering, you know, things on the networking side, there's a lot of innovation going in on the storage side. If you think about data, right, the explosion of data because of edge computing, how are you going to manage that data? How are you going to take, you know, make informed decisions on that data? How can you manipulate that data? What are you going to have to do from a dedupe point of view, or a replication point of view, because you want to get that to many locations, quickly? So, I saw some really good papers on data orchestration, manipulation, get it out to many places, it can take an informed decision. I saw great-- there was a great paper on, you know, you want to go and put something in AWS. There's a bull that you get at the end of the month, right? Sometimes those bulls can be a little bit frightening, right? You know, what can you do to make sure that you manage those bulls correctly? And sometimes, the innovation has got nothing to do with the product per se, but it has to do with how we're going to develop. So we have some innovation on the floor here where an engineer has looked at a different way of, basically, creating an application. And so, there's a ton of these ideas, so after RADIO, it doesn't stop there. Now the idea harvesting starts, right? So yes, there were 31 papers that made it onto mainstage, 61 that are posters here. During that review process, and you asked that question earlier and I apologize, I didn't answer it-- you know, when we look at the papers, there's a team of over 100 folks from across the globe that are reviewing these papers. During that review process, they'll flag things like "This is not going to make it onto mainstage, but the idea here is very novel; we should send this off to our IP team," you know. So this year at RADIO, there were 250 papers that were flagged for further followup with our IP team, so, do we go and then file an IDF, Invention Disclosure Form, do those then become patents, you know? So if we look at the data last year, it was 210. Out of those 210, 74 patents were filed. So there's a lot of work that now will happen post-RADIO. Some of these papers come in, they don't make it onto mainstage; they might become a poster. But at the same time they're getting flagged for a business unit. So from last year, there were 39 ideas that were submitted that are now being mapped to roadmap across the BUs. Some of these papers are great for academic research programs, so David Tennenhouse's research group will take these papers and then, you know, evolve them a little bit more, and then go and present them at academic conferences around the world. So there's a lot of, like, the "what's next?" aspect of RADIO has become a really big deal for us. >> The potential is massive. Well, Mornay, thank you so much for joining John and me, >> Thank you. >> and I've got to follow xLabs, there's just a lot of >> (laughs) >> really, really, innovative things that are so collaborative, coming forward. We thank you for your time. >> Thank you. >> For John Furrier, I'm Lisa Martin; you're watching theCUBE, exclusive coverage of VMware RADIO 2019, from San Francisco. Thanks for watching.

>> Announcer: Live from Las Vegas it's theCUBE covering VMWorld 2017. Brought to you by VMware and its ecosystem partners. >> Okay, welcome back everyone. Live CUBE coverage here at VMWorld 2017. Three days, we're on our third day of VMWorld, always a great tradition, our eighth year. I'm John Furrier with theCUBE co-hosted by Dave Vellante of Wikibon and our next guest is Keegan Riley, vice president and general manager of North American storage at HP Enterprise. Welcome to theCUBE. >> Thank you, thanks for having me. >> Thanks for coming on, love the pin, as always wearin' that with flair. Love the logo, always comment on that when I, first I was skeptical on it, but now I love it, but, HP doing great in storage with acquisitions of SimpliVity and Nimble where you had a good run there. >> Keegan: Absolutely. >> We just had a former HPE entrepreneur now on doing a storage startup, so we're familiar with he HPE storage. Good story. What's the update now, you got Discover in the books, now you got the Madrid coming up event. Software to find storage that pony's going to run for a while. What's the update? >> Yeah, so appreciate the time, appreciate you having me on. You know, the way that we're thinking about HPE's storage it's interesting, it's the company is so different, and mentioned to you guys when we were talking before that I actually left HP to come to Nimble, so in some ways I'm approaching the gold pin for a 10 year anniversary at HP. But the-- >> And they retro that so you get that grand floated in. >> Oh, absolutely, absolutely, vacation time carries over it's beautiful. But the HPE storage that I'm now leading is in some ways very different from the HP storage that I left sic years ago and the vision behind HPE's storage is well aligned with the overall vision of Hewlett-Packard Enterprise, which is we make hybrid IT simple, we power the intelligent edge, and we deliver the services to empower organizations to do this. And the things that we were thinking about at Nimble and the things that we're thinking about as kind of a part of HPE are well aligned with this. So, our belief is everyone at this conference cares about whether it's software defined, whether it's hybrid converge, whether it's all flash so on and so forth, but in the real world what clients tend to care about is kind of their experience and we've seen this really fundamental shift in how consumers think about interacting with IT in general. The example I always give is you know I've been in sales my whole career, I've traveled a lot and historically 15 years ago when I would go to a new city, you know, I would land and I would jump on a airport shuttle to go rent a car and then I would pull out a Thomas Guide and I would go to cell C3 and map out my route to the client and things like that. And so I just expected that if I had a meeting at 2:00 p.m., I needed to land at 10:00 a.m., to make my way to, that was just my experience. Cut to today, you know, I land and I immediately pull out my iPhone and hail an Uber and you know reserve an Airbnb when I get there and I, for a 2:00 p.m. meeting I can land at 1:15 and I know Waze is going to route me around traffic to get there. So, my experience as a consumer has fundamentally changed and that's true of IT organizations and consumers within those organizations. So, IT departments have to adapt to that, right? And so a kind of powering this hybrid IT experience and servicing clients that expect immediacy is what we're all about. >> Okay, so I love that analogy. In fact when we were at HP Discover we kind of had this conversation, so as you hailed that Uber, IT wants self driving storage. >> Keegan: Absolutely. >> So, bring that, tie that back, things that we talk a lot about in kind of a colorful joking way, but that is the automation goal of storage is to be available. We talk about edge, unstructured data, moving compute to the edge, it's nuanced now, storage and compute all this where they go through software. Self driving storage means something, and it's kind of a joke on one hand, but what does it actually mean for an IT guy? >> No, that's a great question and this is exactly the way that we think about it. An the self driving car analogy is a really powerful one, right? And so the way we think about this, we're delivering a predictive cloud platform overall and notice that's not a predictive cloud storage conversation and it's a big part of why it made a ton of sense for Nimble storage to become a part of HPE. We brought to bear a product called InfoSight that you might be familiar with. The idea behind InfoSight is in a cloud connected world the client should never know about what's going on in their infrastructure than we do. So, we view every system as being at the edge of our network and for about seven years now we've been collecting a massive amount of information about infrastructure, about 70 million telemetry points per day per system that's coming back to us. So, we have a massive anonymized dataset about infrastructure. So, we've been collecting all of the sensor data in the same way that say Uber or Tesla has been collecting sensor data from cars, right, and the next step kind of the next wave of innovation, if you will, is, okay it's great that you've collected this sensor data, now what do you do with it? Right? And so we're starting to think about how do you put actuators in place so that you can have an actual self managing data center. How can you apply a machine learning and global kind of corelation in a way that actually applies artificial intelligence to the data center and makes it truly touchless and self managing and self healing and so on and so forth. >> So, that vision alone is when, well, I'm sure when you pitched that to Meg, she was like,"Okay, that sounds good, "let's buy the company." But as well, there was another factor, which was the success that Nimble was having. A major shift in the storage market and you can see it walking around here is that over the last five, seven years there's been a shift from the storage specialist expert at managing LUNs and deploying and tuning, to the sort of generalist because people realize, look, there's no competitive advantage. So, talk about that and how the person to whom you've sold and your career has changed. >> Yeah, no, absolutely, it's a great point. And I think it's in a lot of ways it goes to, you're right, obviously Meg and Antonio saw a lot of value in Nimble Storage. The value that we saw as Nimble Storage is as a standalone storage company with kind of one product to sell. You know there's a saying in sales that if you're a hammer everything looks like a nail, right. And so, it's really cool that we could go get on a whiteboard and explain why the Castle file system is revolutionary and delivers superior IOPs and so on and so forth, but the conversation is shifting to more of a solutions conversation. It moves to how do I deliver actual value and how do I help organizations drive revenue and help them distinguish themselves from their competitors leveraging digital transformation. So, being a part of a company that has a wide portfolio and applying a solutions sales approach it's game changing, right. Our ability to go in and say, "I don't want to tell you about the Nimble OS, "I want to hear from you what your challenges are "and then I'm going to come back to you with a proposal "to help you solve those challenges." It's exciting for our sales teams, frankly, because it changes our conversations that makes us more consultative. >> Alright, talk about the some of the-- >> Value conversations. >> Talk about the sales engagement dynamic with the buyer of storage, especially you mentioned in the old days, now new days. A new dynamic's emerging we've identified on theCUBE past couple days and I'll just kind of lay it out for you and I want you to get a reaction. I'm the storage buyer of old, now I'm the modern guy, I got to know all the ins and outs of speeds and feeds against all the competitors, but now there's a new overlay on top of which is a broader picture across the organization that has compute, that has edge, so I feel more, not deluded from storage, but more holistic around other things, so I have to balance both worlds. I got to balance the, I got to know and nail the storage equation. >> Yeah. >> Okay, at well as know the connection points with how it all works, kind of almost as an OS. How do you engage in that conversation? 'Cause it's hard, right? 'Cause storage you go right into the weeds, speeds and feeds under the hood, see our numbers, we're great, we do all this stuff. But now you got to say wait a minute, but in a VM environment it's this, in a cloud it's like this and there's a little bit of bigger picture, HCI or whatever that is. How do you deal with that? >> No, absolutely, and I think that's well said. I mean, I think the storage market historically has always been sort of, alright, do you want Granny Smith apples or red delicious apples? It always sort of looked the same and it was just about I can deliver x number of IOPs and it became a speeds and feeds conversation. Today, it's not just not apples to apples, it's like you prefer apples, pineapples, or vacuum cleaners. Like, there's so many different ways to solve these challenges and so you have to take the conversation to a higher level, right. It has to be a conversation about how do you deliver value to businesses? And I think, I hear-- >> It gets confusing to the buyers, too, because they're being bombarded with a lot of fudd and they still got to check the boxes on all the under the hood stuff, the engine's got to work. >> And they come to VMWorld and every year there's 92 new companies that haven't heard of before that are pitching them on, hey, I solve your problems. I think what I'm hearing from clients a lot is they don't necessarily want to think about the storage, they don't want to think about do I provision RAID 10 or RAID five and do I manage this aggregate in this way or that way, they don't want to think about, right. So, I think this is why you're seeing the success of these next generation platforms that are radically simple to implement, right, and in some ways at Nimble, wen we were talking to some of these clients to have sort of a legacy approach to storage where you got like a primary LUN administrator, there's nothing wrong with that job, it's a great job and I have friends who do that job, but a lot of companies are now shifting to more of a generalist, I manage applications and I manage you know-- >> John: You manage a dashboard console. >> Exactly, yeah, so you have to make it simple and you have to make it you don't have to think about those things anymore. >> So, in thinking about your relationship over the years with VMware, as HP, you are part of the cartel I call it, the inner circle, you got all the APIs early, all the, you know, the CDKs or SDKs early. You know, you were one of the few. You, of course EMC, NetApp, all the big storage players, couple of IBM, couple others. Okay, and then you go to Nimble, you're a little guy, and it's like c'mon hey let's partner! Okay and so much has changed now that you're back at HPE, how has that, how is it VMware evolved from a ecosystem partner standpoint and then specifically where you are today with HPE? >> That's a great question and I remember the early days at Nimble when you know we were knocking on the door and they were like, "Who are you again? "Nimble who?" And we're really proud of sort of the reputation that we've earned inside of VMware, they're a great partner and they've built such a massive ecosystem, and I mean this show is incredible, right. They're such a core part of our business. At Nimble I feel like we earned sort of a seat at that table in some ways through technology differentiation and just grit and hustle, right. We kind of edged our way into those conversations. >> Dave: Performance. >> And performance. And we started to get interesting to them from a strategic perspective as just Nimble Storage. Now, as a part of HPE, HPE was, and in some ways as a part of HPE you're like, "Oh, that was cute." We thought we were strategic to VMware, now we actually are very strategic to VMware and the things that we're doing with them. From an innovation perspective it's like just throwing fuel on the fire, right. So, we're doubling down on some of the things we're doing around like VM Vision and InfoSight, our partnership with Visa and on ProLiant servers, things like that, it's a great partnership. And I think the things that VMware's announced this week are really exciting. >> Thank you, great to see you, and great to have you on theCUBE. >> Thank you so much. >> I'll give you the last word. What's coming up for you guys and HP storage as the vice president general manager, you're out there pounding the pavement, what should customers look for from you guys? >> No, I appreciate that. There's a couple things. So, first and foremost are R&D budget just got a lot bigger specifically around InfoSight. So, you'll see InfoSight come to other HPE products, 3PAR, ProLiant servers so on and so forth and InfoSight will become a much more interesting cloud based management tool for proactive wellness in the infrastructure. Second, you'll see us double down on our channel, right. So, the channel Nimble's always 100% channel, SimpliVity was 100% channel, HPE Storage is going to get very serious about embracing the channel. And third, we're going to ensure that the client experience remains top notch. The NPS score of 85 that Nimble delivered we're really proud of that and we're going to make sure we don't mess that up for our clients. >> You know it's so funny, just an observation, but I worked at HP for nine years in the late '80s, early '90s and then I watched and been covering theCUBE for over seven years now, storage is always like the power engine of HPE and no matter what's happening it comes back down to storage, I mean, the earnings, the results, the client engagements, storage has moved from this corner kind of function to really strategic. And it continues that way. Congratulations. >> Thank you so much. Appreciate the time. >> Alright, it's theCUBE. Coming up Pat Gelsinger on theCUBE at one o'clock. Stay with us. Got all the great guests and alumni and also executives from VMware coming on theCUBE. I'm John Furrier, Dave Vellante. We'll be right back with more live coverage after this short break.