>>Hi, this is Dave Volonte. We're winding down Day two of the Cubes coverage of Vim on 2022. We're here at the area in Las Vegas. Myself and Dave Nicholson had been going for two days. Everybody's excited about the VM on party tonight. It's It's always epic, and, uh, it's a great show in terms of its energy. Danny Allen is here. He's cto of in his back. He gave the keynote this morning. I say, Danny, you know, you look pretty good up there with two hours of sleep. I >>had three. >>Look, don't look that good, but your energy was very high. And I got to tell you the story you told was amazing. It was one of the best keynotes I've ever seen. Even even the technology pieces were outstanding. But you weaving in that story was incredible. I'm hoping that people will go back and and watch it. We probably don't have time to go into it, but wow. Um, can you give us the the one minute version of that >>long story? >>Sure. Yeah. I read a book back in 2013 about a ship that sank off Portsmouth, Maine, and I >>thought, I'm gonna go find that >>ship. And so it's a long, >>complicated process. Five >>years in the making. But we used data, and the data that found the ship was actually from 15 years earlier. >>And in 20 >>18, we found the bow of the ship. We found the stern of the ship, but what we were really trying to answer was torpedoed. Or did the boilers explode? Because >>the navy said the boilers exploded >>and two survivors said, No, it was torpedoed or there was a German U boat there. >>And so >>our goal was fine. The ship find the boiler. >>So in 20 >>19, Sorry, Uh, it was 2018. We found the bow and the stern. And then in 2019, we found both boilers perfectly intact. And in fact, the rear end of that torpedo wasn't much left >>of it, of course, but >>data found that wreck. And so it, um, it exonerated essentially any implication that somebody screwed >>up in >>the boiler system and the survivors or the Children of the survivors obviously appreciated >>that. I'm sure. Yes, Several >>outcomes to it. So the >>chief engineer was one >>of the 13 survivors, >>and he lived with the weight of this for 75 years. 49 sailors dead because of myself. But I had the opportunity of meeting some of the Children of the victims and also attending ceremonies. The families of those victims received purple hearts because they were killed due to enemy action. And then you actually knew how to do this. I wasn't aware you had experience finding Rex. You've >>discovered several of >>them prior to this one. But >>the interesting connection >>the reason why this keynote was so powerful as we're a >>team, it's a data conference. >>You connected that to data because you you went out and bought a How do you say this? Magnanimous magnetometer. Magnetometer, Magnetometer. I don't know what that >>is. And a side >>scan Sonar, Right? I got that right. That was >>easy. But >>then you know what this stuff is. And then you >>built the model >>tensorflow. You took all the data and you found anomalies. And then you went right to that spot. Found the >>wreck with 12 >>£1000 of dynamite, >>which made your heart >>beat. But >>then you found >>the boilers. That's incredible. And >>but the point was, >>this is data >>uh, let's see, >>a lot of years after, >>right? >>Yeah. Two sets of data were used. One was the original set of side scan sonar >>data by the historian >>who discovered there was a U boat in the area that was 15 years old. >>And then we used, of >>course, the wind and weather and wave pattern data that was 75 years old to figure out where the boiler should be because they knew that the ship had continued to float for eight minutes. And so you had to go back and determine the models of where should the boilers >>be if it exploded and the boilers >>dropped out and it floated along >>for eight minutes and then sank? Where was >>that data? >>It was was a scanned was an electronic was a paper. How did you get that data? So the original side scan sonar data was just hard >>drive >>data by the historian. >>I wish I could say he used them to >>back it up. But I don't know that I can say that. But he still had >>the data. 15 years later, the >>weather and >>wind and wave data, That was all public information, and we actually used that extensively. We find other wrecks. A lot of wrecks off Boston Sunken World War Two. So we were We were used to that model of tracking what happened. Wow. So, yes, imagine if that data weren't available >>and it >>probably shouldn't have been right by all rights. So now fast forward to 2022. We've got Let's talk about just a cloud >>data. I think you said a >>couple of 100 >>petabytes in the >>cloud 2019. 500 in, Uh, >>no. Yeah. In >>20 2200 and 42. Petabytes in 20 2500 Petabytes last year. And we've already done the same as 2020. So >>240 petabytes >>in Q one. I expect >>this year to move an exhibit of >>data into the public cloud. >>Okay, so you got all that data. Who knows what's in there, right? And if it's not protected, who's going to know in 50 60 7100 years? Right. So that was your tie in? Yes. To the to the importance of data protection, which was just really, really well done. Congratulations. Honestly, one of the best keynotes I've ever seen keynotes often really boring, But you did a great job again on two hours. Sleep. So much to unpack here. The other thing that really is. I mean, we can talk about the demos. We can talk about the announcements. Um, so? Well, yeah, Let's see. Salesforce. Uh, data protection is now public. I almost spilled the beans yesterday in the cube. Caught myself the version 12. Obviously, you guys gave a great demo showing the island >>cloud with I think it >>was just four minutes. It was super fast. Recovery in four minutes of data loss was so glad you didn't say zero minutes because that would have been a live demos which, Okay, which I appreciate and also think is crazy. So some really cool demos, Um, and some really cool features. So I have so much impact, but the the insights that you can provide through them it's VM one, uh, was actually something that I hadn't heard you talk about extensively in the past. That maybe I just missed it. But I wonder if you could talk about that layer and why it's critical differentiator for Wien. It's >>the hidden gem >>within the Wien portfolio because it knows about absolutely >>everything. >>And what determines the actions >>that we take is the >>context in which >>data is surviving. So in the context of security, which we are showing, we look for CPU utilisation, memory utilisation, data change rate. If you encrypt all of the data in a file server, it's going to blow up overnight. And so we're leveraging heuristics in their reporting. But even more than that, one of the things in Wien one people don't realise we have this concept of the intelligent diagnostics. It's machine learning, which we drive on our end and we push out as packages intervene one. There's up to 200 signatures, but it helps our customers find issues before they become issues. Okay, so I want to get into because I often time times, don't geek out with you. And don't take advantage of your your technical knowledge. And you've you've triggered a couple of things, >>especially when the >>analysts call you said it again today that >>modern >>data protection has meaning to you. We talked a little bit about this yesterday, but back in >>the days of >>virtualisation, you shunned agents >>and took a different >>approach because you were going for what was then >>modern. Then you >>went to bare metal cloud hybrid >>cloud containers. Super Cloud. Using the analyst meeting. You didn't use the table. Come on, say Super Cloud and then we'll talk about the edge. So I would like to know specifically if we can go back to Virtualised >>because I didn't know >>this exactly how you guys >>defined modern >>back then >>and then. Let's take that to modern today. >>So what do you >>do back then? And then we'll get into cloud and sure, So if you go back to and being started, everyone who's using agents, you'd instal something in the operating system. It would take 10% 15% of your CPU because it was collecting all the data and sending it outside of the machine when we went through a virtual environment. If you put an agent inside that machine, what happens is you would have 100 operating systems all on the same >>server, consuming >>resources from that hyper visor. And so he said, there's a better way of capturing the data instead of capturing the data inside the operating system. And by the way, managing thousands of agents is no fun. So What we did is we captured a snapshot of the image at the hyper visor level. And then over time, we just leverage changed block >>tracking from the hyper >>visor to determine what >>had changed. And so that was modern. Because no more >>managing agents >>there was no impact >>on the operating system, >>and it was a far more >>efficient way to store >>data. You leverage CBT through the A P. Is that correct? Yeah. We used the VCR API >>for data protection. >>Okay, so I said this to Michael earlier. Fast forward to today. Your your your data protection competitors aren't as fat, dumb and happy as they used to be, so they can do things in containers, containers. And we talked about that. So now let's talk about Cloud. What's different about cloud data protection? What defines modern data protection? And where are the innovations that you're providing? >>Let me do one step in >>between those because one of the things that happened between hypervisors and Cloud was >>offline. The capture of the data >>to the storage system because >>even better than doing it >>at the hyper visor clusters >>do it on the storage >>array because that can capture the >>data instantly. Right? So as we go to the cloud, we want to do the same thing. Except we don't have access to either the hyper visor or the storage system. But what they do provide is an API. So we can use the API to capture all of the blocks, all of the data, all of the changes on that particular operating system. Now, here's where we've kind of gone full circle on a hyper >>visor. You can use the V >>sphere agent to reach into the operating system to do >>things like application consistency. What we've done modern data protection is create specific cloud agents that say Forget >>about the block changes. Make sure that I have application consistency inside that cloud operating >>system. Even though you don't have access to the hyper visor of the storage, >>you're still getting the >>operating system consistency >>while getting the really >>fast capture of data. So that gets into you talking on stage about how synapse don't equal data protection. I think you just explained it, but explain why, but let me highlight something that VM does that is important. We manage both snapshots and back up because if you can recover from your storage array >>snapshot. That is the best >>possible thing to recover from right, But we don't. So we manage both the snapshots and we converted >>into the VM portable >>data format. And here's where the super cloud comes into play because if I can convert it into the VM portable data format, I can move >>that OS >>anywhere. I can move it from >>physical to virtual to cloud >>to another cloud back to virtual. I can put it back on physical if I want to. It actually abstracts >>the cloud >>layer. There are things >>that we do when we go >>between clouds. Some use bio, >>some use, um, fee. >>But we have the data in backup format, not snapshot format. That's theirs. But we have been in backup format that we can move >>around and abstract >>workloads across. All of the infrastructure in your >>catalogue is control >>of that. Is that Is >>that right? That is about >>that 100%. And you know what's interesting about our catalogue? Dave. The catalogue is inside the backup, and so historically, one of the problems with backup is that you had a separate catalogue and if it ever got corrupted. All of your >>data is meaningless >>because the catalogue is inside >>the backup >>for that unique VM or that unique instance, you can move it anywhere and power it on. That's why people said were >>so reliable. As long >>as you have the backup file, you can delete our >>software. You can >>still get the data back, so I love this fast paced so that >>enables >>what I call Super Cloud we now call Super Cloud >>because now >>take that to the edge. >>If I want to go to the edge, I presume you can extend that. And I also presume the containers play a role there. Yes, so here's what's interesting about the edge to things on the edge. You don't want to have any state if you can help it, >>and so >>containers help with that. You can have stateless environment, some >>persistent data storage, >>but we not only >>provide the portability >>in operating systems. We also do this for containers, >>and that's >>true if you go to the cloud and you're using SE CKs >>with relational >>database service is already >>asked for the persistent data. >>Later, we can pick that up and move it to G K E or move it to open shift >>on premises. And >>so that's why I call this the super cloud. We have all of this data. Actually, I think you termed the term super thank you for I'm looking for confirmation from a technologist that it's technically feasible. It >>is technically feasible, >>and you can do it today and that's a I think it's a winning strategy. Personally, Will there be >>such a thing as edge Native? You know, there's cloud native. Will there be edge native new architectures, new ways of doing things, new workloads use cases? We talk about hardware, new hardware, architectures, arm based stuff that are going to change everything to edge Native Yes and no. There's going to be small tweaks that make it better for the edge. You're gonna see a lot of iron at the edge, obviously for power consumption purposes, and you're also going to see different constructs for networking. We're not going to use the traditional networking, probably a lot more software to find stuff. Same thing on the storage. They're going to try and >>minimise the persistent >>storage to the smallest footprint possible. But ultimately I think we're gonna see containers >>will lead >>the edge. We're seeing this now. We have a I probably can't name them, but we have a large retail organisation that is running containers in every single store with a small, persistent footprint of the point of sale and local data, but that what >>is running the actual >>system is containers, and it's completely ephemeral. So we were >>at Red Hat, I was saying >>earlier last week, and I'd say half 40 50% of the conversation was edge open shift, obviously >>playing a big role there. I >>know doing work with Rancher and Town Zoo. And so there's a lot of options there. >>But obviously, open shift has >>strong momentum in the >>marketplace. >>I've been dominating. You want to chime in? No, I'm just No, >>I yeah, I know. Sometimes >>I'll sit here like a sponge, which isn't my job absorbing stuff. I'm just fascinated by the whole concept of of a >>of a portable format for data that encapsulates virtual machines and or instances that can live in the containerised world. And once you once you create that common denominator, that's really that's >>That's the secret sauce >>for what you're talking about is a super club and what's been fascinating to watch because I've been paying attention since the beginning. You go from simply V. M. F s and here it is. And by the way, the pitch to E. M. C. About buying VM ware. It was all about reducing servers to files that can be stored on storage arrays. All of a sudden, the light bulbs went off. We can store those things, and it just began. It became it became a marriage afterwards. But to watch that progression that you guys have gone from from that fundamental to all of the other areas where now you've created this common denominator layer has has been amazing. So my question is, What's the singer? What doesn't work? Where the holes. You don't want to look at it from a from a glass half empty perspective. What's the next opportunity? We've talked about edge, but what are the things that you need to fill in to make this truly ubiquitous? Well, there's a lot of services out there that we're not protecting. To be fair, right, we do. Microsoft 3 65. We announced sales for us, but there's a dozen other paths services that >>people are moving data >>into. And until >>we had data protection >>for the assassin path services, you know >>you have to figure out how >>to protect them. Now here's the kicker about >>those services. >>Most of them have the >>ability to dump date >>out. The trick is, do they have the A >>P? I is needed to put data >>back into it right, >>which is which is a >>gap. As an industry, we need to address this. I actually think we need a common >>framework for >>how to manage the >>export of data, but also the import of data not at a at a system level, but at an atomic level of the elements within those applications. >>So there are gaps >>there at the industry, but we'll fill them >>if you look on the >>infrastructure side. We've done a lot with containers and kubernetes. I think there's a next wave around server list. There's still servers and these micro services, but we're making things smaller and smaller and smaller, and there's going to be an essential need to protect those services as well. So modern data protection is something that's going to we're gonna need modern data protection five years from now, the modern will just be different. Do you ever see the day, Danny, where governance becomes an >>adjacency opportunity for >>you guys? It's clearly an opportunity even now if you look, we spent a lot of time talking about security and what you find is when organisations go, for example, of ransomware insurance or for compliance, they need to be able to prove that they have certifications or they have security or they have governance. We just saw transatlantic privacy >>packed only >>to be able to prove what type of data they're collecting. Where are they storing it? Where are they allowed to recovered? And yes, those are very much adjacency is for our customers. They're trying to manage that data. >>So given that I mean, >>am I correct that architecturally you are, are you location agnostic? Right. We are a location agnostic, and you can actually tag data to allowable location. So the big trend that I think is happening is going to happen in in this >>this this decade. >>I think we're >>scratching the surface. Is this idea >>that, you know, leave data where it is, >>whether it's an S three >>bucket, it could be in an Oracle >>database. It could be in a snowflake database. It can be a data lake that's, you know, data, >>bricks or whatever, >>and it stays where >>it is. And it's just a note on the on the call of the data >>mesh. Not my term. Jim >>Octagon coined that term. The >>problem with that, and it puts data in the hands of closer to the domain experts. The problem with that >>scenario >>is you need self service infrastructure, which really doesn't exist today anyway. But it's coming, and the big problem is Federated >>computational >>governance. How do I automate that governance so that the people who should have access to that it can have access to that data? That, to me, seems to be an adjacency. It doesn't exist except in >>a proprietary >>platform. Today. There needs to be a horizontal >>layer >>that is more open than anybody >>can use. And I >>would think that's a perfect opportunity for you guys. Just strategically it is. There's no question, and I would argue, Dave, that it's actually >>valuable to take snapshots and to keep the data out at the edge wherever it happens to be collected. But then Federated centrally. It's why I get so excited by an exhibit of data this year going into the cloud, because then you're centralising the aggregation, and that's where you're really going to drive the insights. You're not gonna be writing tensorflow and machine learning and things on premises unless you have a lot of money and a lot of GPS and a lot of capacity. That's the type of thing that is actually better suited for the cloud. And, I would argue, better suited for not your organisation. You're gonna want to delegate that to a third party who has expertise in privacy, data analysis or security forensics or whatever it is that you're trying to do with the data. But you're gonna today when you think about AI. We talked about A. I haven't had a tonne of talk about AI some >>appropriate >>amount. Most of the >>AI today correct me if you think >>this is not true is modelling that's done in the cloud. It's dominant. >>Don't >>you think that's gonna flip when edge >>really starts to take >>off where it's it's more real time >>influencing >>at the edge in new use cases at the edge now how much of that data >>is going to be >>persisted is a >>point of discussion. But what >>are your thoughts on that? I completely agree. So my expectation of the way >>that this will work is that >>the true machine learning will happen in the centralised location, and what it will do is similar to someone will push out to the edge the signatures that drive the inferences. So my example of this is always the Tesla driving down the road. >>There's no way that that >>car should be figuring it sending up to the cloud. Is that a stop sign? Is it not? It can't. It has to be able to figure out what the stop sign is before it gets to it, so we'll do the influencing at the edge. But when it doesn't know what to do with the data, then it should send it to the court to determine, to learn about it and send signatures back out, not just to that edge location, but all the edge locations within the within the ecosystem. So I get what you're saying. They might >>send data back >>when there's an anomaly, >>or I always use the example of a deer running in front of the car. David Floyd gave me that one. That's when I want to. I do want to send the data back to the cloud because Tesla doesn't persist. A tonne of data, I presume, right, right less than 5% of it. You know, I want to. Usually I'm here to dive into the weeds. I want kind of uplevel this >>to sort of the >>larger picture. From an I T perspective. >>There's been a lot of consolidation going on if you divide the >>world into vendors >>and customers. On the customer side, there are only if there's a finite number of seats at the table for truly strategic partners. Those get gobbled up often by hyper >>scale cloud >>providers. The challenge there, and I'm part of a CEO accreditation programme. So this >>is aimed at my students who >>are CEOs and CIOs. The challenge is that a lot of CEOs and CIOs on the customer side don't exhaustively drag out of their vendor partners like a theme everything that Saveem >>can do for >>them. Maybe they're leveraging a point >>solution, >>but I guarantee you they don't all know that you've got cast in in the portfolio. Not every one of them does yet, let alone this idea of a super >>cloud and and and >>how much of a strategic role you can play. So I don't know if it's a blanket admonition to folks out there, but you have got to leverage the people who are building the solutions that are going to help you solve problems in the business. And I guess, as in the form of >>a question, >>uh, do you Do you see that as a challenge? Now those the limited number of seats at >>the Table for >>Strategic Partners >>Challenge and >>Opportunity. If you look at the types of partners that we've partnered with storage partners because they own the storage of the data, at the end of the day, we actually just manage it. We don't actually store it the cloud partners. So I see that as the opportunity and my belief is I thought that the storage doesn't matter, >>but I think the >>organisation that can centralise and manage that data is the one that can rule the world, and so >>clearly I'm a team. I think we can do amazing things, but we do have key >>strategic partners hp >>E Amazon. You heard >>them on stage yesterday. >>18 different >>integrations with AWS. So we have very strategic partners. Azure. I go out there all the time. >>So there >>you don't need to be >>in the room at the table because your partners are >>and they have a relationship with the customer as well. Fair enough. But the key to this it's not just technology. It is these relationships and what is possible between our organisations. So I'm sorry to be >>so dense on this, but when you talk about >>centralising that data you're talking about physically centralising it or can actually live across clouds, >>for instance. But you've got >>visibility and your catalogues >>have visibility on >>all that. Is that what you mean by centralised obliterated? We have understanding of all the places that lives, and we can do things with >>it. We can move it from one >>cloud to another. We can take, you know, everyone talks about data warehouses. >>They're actually pretty expensive. >>You got to take data and stream it into this thing, and there's a massive computing power. On the other hand, we're >>not like that. You've storage on there. We can ephemeral e. Spin up a database when you need it for five minutes and then destroy it. We can spin up an image when you need it and then destroy it. And so on your perspective of locations. So irrespective of >>location, it doesn't >>have to be in a central place, and that's been a challenge. You extract, >>transform and load, >>and moving the data to the central >>location has been a problem. We >>have awareness of >>all the data everywhere, >>and then we can make >>decisions as to what you >>do based >>on where it is and >>what it is. And that's a metadata >>innovation. I guess that >>comes back to the catalogue, >>right? Is that correct? >>You have data >>about the data that informs you as to where it is and how to get to it. And yes, so metadata within the data that allows you to recover it and then data across the federation of all that to determine where it is. And machine intelligence plays a role in all that, not yet not yet in that space. Now. I do think there's opportunity in the future to be able to distribute storage across many different locations and that's a whole conversation in itself. But but our machine learning is more just on helping our customers address the problems in their infrastructures rather than determining right now where that data should be. >>These guys they want me to break, But I'm >>refusing. So your >>Hadoop back >>in their rooms via, um that's >>well, >>that scale. A lot of customers. I talked to Renee Dupuis. Hey, we we got there >>was heavy lift. You >>know, we're looking at new >>ways. New >>approaches, uh, going. And of course, it's all in the cloud >>anyway. But what's >>that look like? That future look like we haven't reached bottle and X ray yet on our on our Hadoop clusters, and we do continuously examine >>them for anomalies that might happen. >>Not saying we won't run into a >>bottle like we always do at some >>point, But we haven't yet >>awesome. We've covered a lot of We've certainly covered extensively the research that you did on cyber >>security and ransomware. Um, you're kind of your vision for modern >>data protection. I think we hit on that pretty well casting, you know, we talked to Michael about that, and then, you know, the future product releases the Salesforce data protection. You guys, I think you're the first there. I think you were threatened at first from Microsoft. 3 65. No, there are other vendors in the in the salesforce space. But what I tell people we weren't the first to do data capture at the hyper >>visor level. There's two other >>vendors I won't tell you they were No one remembers them. Microsoft 3 65. We weren't the first one to for that, but we're now >>the largest. So >>there are other vendors in the salesforce space. But we're looking at We're going to be aggressive. Danielle, Thanks >>so much for coming to Cuba and letting us pick your brain like that Really great job today. And congratulations on >>being back >>in semi normal. Thank you for having me. I love being on all right. And thank you for watching. Keep it right there. More coverage. Day volonte for Dave >>Nicholson, By >>the way, check out silicon angle dot com for all the written coverage. All the news >>The cube dot >>net is where all these videos We'll we'll live. Check out wiki bond dot com I published every week. I think I'm gonna dig into the cybersecurity >>research that you guys did this week. If I can >>get a hands my hands on those charts which Dave Russell promised >>me, we'll be right back >>right after this short break. Mm.

>>Yeah, very happy to be here. And, uh, looking forward Thio talking to all of you today. So as we look to move organizations to a data driven, uh, ability into the future, there is a lot that needs to be done on the data side, but also House Day to connect and enable different business teams and technology teams into the future. As you look across our data ecosystems and our platforms and and how we modernize that the cloud in the future, it all needs to basically work together, right to really be able to drive and opposition from my data standpoint into the future. That includes being able to have the right information for the right quality of data at the right time to drive informed business decisions to drive the business forward. As part of that, we actually have partnered with hot spot, uh, actually bringing the technology to help us drive that as part of that partnership. And it's how we've looked to integrate it into our overall business as a whole we've looked at How do we make sure that our that our business in our professional lives right are enabled in the same ways as our personal lives. So, for example, in your personal lives, when you want to go and find something out, what do you dio? You go on to google dot com, or you go on to being or going to Yahoo and you search for what you want. Search to find an answer. Thought spot for us is the same thing. But in the business world, so using thoughts, Bond and other AI capabilities, it's allowed us to actually enable our overall business teams in our company to actually have our information at our fingertips. So rather than having to go and talk to someone or an engineer to go pull information or football data, we actually can have the end users or the business executives right. Search for what they need, what they want at the exact time that actually needed to go on drive the business forward. This is truly one of those transformational things that we put in place. On top of that, we are on the journey to modernize our larger ecosystem as a whole. That includes modernizing our underlying data warehouses, our technology, our are a local environments and as we move that we've actually picked to our cloud providers going to A W S and D. C. P. We've also adopted Snowflake to really drive into organize our information and our data, then drive these new solutions and capabilities forward. So they portion of us, though, is culture. So how do we engage with the business teams and bring the the I T teams together to really have to drive these holistic end to end solution and capabilities to really support the actual business into the future? That's one of the keys here as we look to modernize and to really enhance our organizations to become data driven, this is the key. If you can really start to provide answers to business questions before they're even being asked and to predict based upon different economic trends or different trends in your business, what does this is to be made and actually provide those answers to the business teams before they even asking for it? That is really becoming a data driven organization, and as part of that, it's really that enables the business to act quickly and take advantage of opportunities as they come in. Based upon industry is based upon market is upon products, solutions or partnerships into the future. These are really some of the keys that become crucial as you move forward right into this into this new age, especially with Kobe it with Kobe now taking place across the world, right? Many of these markets, many of these digital transformations are accelerating and are changing rapidly to accommodate and support customers in these in these very difficult times. As part of that, you need to make sure you have the right underlying foundation, ecosystems and solutions to really drive those those capabilities and those solutions forward as we go through this journey boasted both of my career, but also each of your careers into the future, right. It also needs to evolve right. Technology has changed so drastically in the last 10 years that changes on Lee accelerating. So as part of that, you have to make sure that you stay up to speed up to date with new technology changes both on the platform standpoint tools but also what our customers want, what our customers need and how do we then service them with our information with our data, with our platform, with our products and our services to meet those needs and to really support and services customers into the future. This is all around becoming a more data driven organization, such as How do you use your data to support your current business lines? But how do you actually use your information your data to actually better support your customers to support your business? There's a port, your employees, your operations teams and so forth and really creating that full integration in that in that ecosystem is really when you talkto get large dividends from these investments into the future. That being said, I hope you enjoyed the segment on how to become and how to drive a data driven organization and looking forward to talking to you again soon. Thank you, Tom. >>That was great. Thanks so much. And now I'm gonna have to brag on you for a >>second as >>a change agent. You've come in >>disrupted. And how >>long have you been at Western Union? >>Only nine months. So just just started this year. But, uh, we've made some great opportunities and great changes, and we're a lot more to go, but we really driving things forward in partnership with our business teams and our colleagues to support those customers going forward

>>from the Cube Studios in Palo Alto and Boston connecting with thought leaders all >>around the world. This is a cube conversation, Everyone. Welcome to this week's Cube insights, powered by ET are My name is Dave Volante, and we've been reporting every week really on the code. 19. Impact on Budgets Docker Korakia is back in with me soccer. It's great to see you really >>again for having >>your very welcome. Soccer is, of course, the director of research, that we are our data partner and man. I mean, you guys have just been digging into the data or a court reiterate We're down, you know, roughly around minus 5% for the year. The thing about what we're doing here and where they want to stress in the audience that that's going to change. The key point is we don't just do ah, placeholder and update you in December. Every time we get new information, we're going to convey it to you. So let's get right into it. What we want to do today is you kind of part two from the takeaways that we did last week. So let's start with the macro guys. If you bring up the first chart, take us through kind of the top three takeaways. And just to reiterate where we're at >>Yeah, no problem. And look, as you mentioned, uh, what we're doing right now is we're collecting the pulse of CIOs. And so things change on and we continue to expect them to change, you know, in the next few weeks, in the next few months, as things change with it. So just kind of give a recap of the survey and then kind of going through some of our top macro takeaways. So in March mid March, we launched our Technology Spending Intention Survey. We had 1250 CIOs approximately. Take that survey. They provided their updated 2020 verse 2019 spending intentions, right? So effectively, they first Davis, those 20 21st 19 spending intentions in January. And then they went ahead and up state of those based on what happened with move it and then in tandem with that, we did this kind of over 19 drill down survey where we asked CEOs to estimate the budget impact off overnight in versus what they originally forecast in the year. And so that leads us to our first take away here, where we essentially aggregated the data from all these CIOs in that Logan 19 drill down survey. And we saw a revision of 900 basis points so down to a decline of 5%. And so coming into the year, the consensus was about 4% growth. Ah, and now you can see we're down about 5% for the year. And again, that's subject to change. And we're going again re measure that a Z kind of get into June July and we have a couple of months under our belt with the folks at night. The second big take away here is, you know, the industries that are really indicating those declines and spend retail, consumer airlines, financials, telco I key services in consulting. Those are the verticals, as we mentioned last week, that we're really seeing some of the largest Pullbacks and spend from consumers and businesses. So it makes sense that they are revising their budgets downwards the most. And then finally, the last thing we captured that we spoke about last week as well as a few weeks before that, and I think that's really been playing out the last kind of week in 1/2 earnings is CIOs are continuing to press the pedal on digital transformation. Right? We saw that with Microsoft, with service now last night, right, those companies continued the post good numbers and you see good demand, what we're seeing and where those declines that we just mentioned earlier are coming from. It's it's the legacy that's the on premise that your place there's such a concentration of loss and deceleration within some of those companies. And we'll kind of get into that more a Z go through more slides. But that's really what kind of here, you know, that's really what we need to focus on is the declines are coming from very select vendors. >>Yeah, and of course you know where we were in earning season now, and we're paying close attention to that. A lot of people say I just ignore the earnings here, you know, you got the over 19 Mulligan, but But that's really not right. I mean, obviously you want to look at balance sheets, you want to look at cash flows, but also we're squinting through some of the data your point about I t services and insulting is interesting. I saw another research firm put out that you know, services and consulting was going to be OK. Our data does, you know, different. Uh, and we're watching. For instance, Jim Kavanaugh on IBM's earnings call was very specific about the metrics that they're watching. They're obviously very concerned about pricing and their ability. The book business. There we saw the cloud guys announced Google was up in the strong fifties. The estimate is DCP was even higher up in the 80% range. Azure, you know, we'll talk about this killing it. I mean, you guys have been all over of Microsoft and its presence, you know, high fifties aws solid at around 34% growth from a larger base. But as we've been reporting, you know, downturns. They've been they've been good to cloud. >>That's right. And I think, you know, based on the data that we've captured, um, you know, it's people are really pressing the pedal on cloud and SAS with this much remote work, you need to have you know, that structure in place to maintain productivity. >>Okay, let's bring up the next slide. Now. We've been reporting a lot on this sort of next generation work loads Bob one Dato all about storage and infrastructures of service. Compute. There's an obviously some database, but there's a new analytics workload emerging. Uh, and it's kind of replacing, or at least disinter mediating or disrupting the traditional e d ws. I've said for years. CDW is failed to live up to its expectations of 360 degree insights and real time data, and that's really what we're showing here is some of the traditional CDW guys are getting hit on Some of the emerging guys, um, are looking pretty good. So take us through what we're looking at here. Soccer. >>Yeah, no problem. So we're looking at the database data warehousing sector. What you're looking at here is replacement rates. Um And so, as example, if you see up in with roughly 20% replacement, what that means is one out of five people who took the survey for that particular sector for that vendor indicated that they were replacing, and so you can see here for their data. Cloudera, IBM, Oracle. They have very elevated and accelerating replacement rates. And so when we kind of think about this space. You can really see the bifurcation, right? Look how well positioned the Microsoft AWS is. Google Mongo, Snowflake, low replacements, right low, consistent replacements. And then, of course, on the left hand side of the screen, you're really seeing elevated, accelerating. And so this space is It kind of goes with that theme that we've been talking about that we covered last week by application, right when you think about the declines that you're seeing and spend again, it's very targeted for a lot of these kind of legacy legacy vendors. And we're again. We're seeing a lot of the next gen players that Microsoft AWS in your post very strong data. And so here, looking within database, it's very clear as to which vendors are well positioned for 2020 and which ones look like they're being ripped out and swapped out in the next few months. >>So this to me, is really interesting. So you know, you you've certainly reported on the impact that snowflake is having on Terra data. And in some of IBM's business, the old man, he's a business. You can see that here. You know, it's interesting. During the Hadoop days, Cloudera Horton works when they realize that it didn't really make money on Hadoop. They sort of getting the data management and data database and you're seeing that is under pressure. It's kind of interesting to me. Oracle, you know, is still not what we're seeing with terror data, right, Because they've got a stranglehold on the marketplace That's right, hanging in there. Right? But that snowflake would no replacements is very impressive. Mongo consistent performer. And in Google aws, Microsoft AWS supports with Red Shift. They did a one time license with Park Cell, which was an MPP database. They totally retooled a thing. And now they're sort of interestingly copycatting snowflake separating compute from storage and doing some other moves. And yet they're really strong partners. So interesting >>is going on and even, you know, red shift dynamodb all. They all look good. All these all these AWS products continue screen Very well. Ah, in the data warehousing space, So yeah, to your point, there's a clear divergence of which products CIOs want to use and which ones they no longer want in their stack. >>Yeah, the database market is very much now fragment that it used to be in an Oracle db two sequel server. As you mentioned, you got a lot of choices. The Amazon. I think I counted, you know, 10 data stores, maybe more. Dynamodb Aurora, Red shift on and on and on. So a really interesting space, a lot of activity in that new workload that I'm talking about taking, Ah, analytic databases, bringing data science, pooling into that space and really driving these real time insights that we've been reporting on. So that's that's quite an exciting space. Let's talk about this whole workflow. I t s m a service now. Just just announced, uh, we've been consistently crushing it. The Cube has been following them for many, many years, whether, you know, from the early days of Fred Luddy, Bruce Lukman, the short time John Donahoe. And now Bill McDermott is the CEO, but consistent performance since the AIPO. But what are we actually showing here? Saga? Yeah, You bring up that slot. Thank you. >>So our key take away on kind of the i t m m i t s m i t workflow spaces. Look, it's best in breed, which is service now, or some of the lower cost providers. Right There's really no room for middle of the pack, so >>this is an >>interesting charts. And so what you're looking at here, there's a few directives, so kind of walk you through it and then I'll walk through. The actual results is we're looking within service now accounts. And so we're seeing how these companies are doing within or among customers that are using service. Now, today, where you're looking at on the ex, access is essentially shared market share our shared customers, and then on the Y axis you're seeing essentially the spend velocity off those vendors within service. Now's outs, right? So if the vendor was doing well, you would see them moving up into the right, right? That means they're having more customer overlap with service now, and they're also accelerating Spend, but you can see if you will get zendesk. If you look at BMC, it's a managed right. You can see there either losing market share and spend within service now accounts or they're losing spend right and zendesk is another example Here, Um, and what's actually interesting is, and we've had a lot of anecdotal evidence from CIOs is that look they start with service. Now it's best in breed, but a few of them have said, Look, it's got expensive, Um, and so they would move over Rezendes. And then they would look at it versus a conference that last year, and we had a few CEO say, Look at last quarter of the price of zendesk. Andi moved away from Zendesk and subsequently well, with last year. And so it's just it's interesting that, you know, during these times where you know CIOs are reducing their budgets on that look, it's either best of breed or low cost. There's really no room in the middle, and so it's actually kind of interesting. In this space, it's It's an interesting dynamic and being usually it's best of breed or low cost. Rarely do you kind of see both win, and I think that's what kind of makes the space interesting. >>I've been following service now for a number of years. I just make a few comments there. First of all, you know, workday was the gold standard in enterprise software for the longest time and, you know, company and and and I I always considered service now to be kind of part of that you know Silicon Valley Mafia with Frank's Loop. But what's happened is, you know, Sluman did a masterful job of identifying the total available market and executing with demand, and now you know, his successors have picking it beyond there. You know, service now has a market cap that's not quite double, but I mean, I think workday last I checked was in the mid thirties. Service now is market valuation is up in the 60 billion range. I mean, they announced, um uh, just recently, very interestingly, they be expectations. They lowered their guidance relative to consensus guide, but I think the street hose, first of all, they beat their numbers and they've got that SAS model, that very predictable model. And I think people are saying, Look there, just leaving meat on the bone so they can continue to be because that's been their sort of m o these last several years. So you got to like their positioning and you get to talk to customers. They are pricey. You do hear complaints about that, and they've got a strong lock spec. But generally I got my experiences. If people can identify business value and clear productivity, they work through the lock in, you know, they'll just fight it out in the negotiations with procurement. >>That's right, and two things on that. So with service now and and even Salesforce, right, they are a platform like approach type of vendors right where you build on them. And that's what makes them such break companies, right? Even if they have, you know, little nicks and knacks here and there. When they report people see past that right, they understand their best of breed. You build your companies on the service now's and the sales forces of the world. And to the second point, you're exactly right. Businesses want to maintain consistent productivity on, and I think that, you know, is it kind of resonates with the theme, right, doubling down on Cloud and sas. Um, as as you have all this remote work, as you have kind of, you know, questionable are curating marquee a macro environment organizations want to make sure that their employees continue to execute that they're generating consistent productivity. And using these kind of best of breed tools is the way to go. >>It's interesting you mentioned, uh, salesforce and service now for years I've been saying they're on a collision course we haven't seen yet because they're both platforms. I still, uh I'm waiting for that to happen. Let's bring up the next card and let's get into networking way talk. Um Ah. Couple of weeks ago, about the whole shift from traditional Mpls moving to SD win. And this sort of really lays it out. Take us through the data here, please. >>Yeah, no problem. So we're just looking at a handful of vendors here. Really? We're looking at networking vendors that have the highest adoption rates within cloud accounts. And so what we did was we looked inside of aws azure GCC, right. We essentially isolated just those customers. And then we said which networking vendors are seeing the best spend data and the most adoptions within those cloud accounts. And so you get you can kind of see some, uh, some themes here, right? SD lan. Right. You can see Iraqi their VM. Where nsx. You see some next gen load balance saying are they're on the cdn side right then. And so you're seeing a theme here of more next gen players on You're not really seeing a lot of the mpls vendors here, right? They're the ones that have more flattening, decreasing and replacing data. And so the reason just kind of going on this slide is you know, when you kind of think about the networking space as a whole, this is where adoptions are going. This is this is where spends billing and expanded, arise it. And what we just talked about >>your networking such a fascinating space to me because you got you got the leader and Cisco That has helped 2/3 of the market for the longest time, despite competitors like Arista, Juniper and others trying to get in the Air Force and NSX. And the big Neisseria acquisition, you know, kind of potentially disrupted that. But you can see, you know, Cisco, they don't go down without a fight. And ah, there, let's take a look at the next card on Cdn. You know, this is interesting. Uh, you know, you think with all this activity around work from home and remote offices, there's a hot area, But what are we looking at here? >>Yeah, no problem. And that's right, right? You would think. And so we're looking at Cdn players here you would think with the uptake in traffic, you would see fantastic. That scores right for all the cdn vendor. So what you're looking at here and again there's a few lenses on here, so I kind of walk. You kind of walk the audience through here is first we isolated only those individuals that were accelerating their budgets due to work from home. Right. So we've had this conversation now for a few weeks where support employees working from home. You did see a decent number of organizations. I think it was 20 or 30% of organizations at the per server that indicated they're actually accelerate instead. So we're looking at those individuals. And then what we're doing is we're seeing how are how's Cloudflare and aka my performing within those accounts, right? And so we're looking at those specific customers and you could just see within Cloudflare and we practice and security and networking which by more the Cdn piece, How consistent elevated the date is right? This is spend in density, right? Not overall market share is obviously aka my you know, their brand father CD ends. They have the most market share and if you look at optimized to the right. Now you can see the spend velocity is not very good. It's actually negative across boats sector. So you know it's not. We're not saying that. Look, there's a changing of the guard that's occurring right now. We're still relatively small compared talk my But there's just such a start on trust here and again, it kind of goes to what we're talking about. Our macro themes, right? CIOs are continuing to invest in next gen Technologies, and better technologies on that is having an impact on some of these legacy. And, you know, grandfather providers. >>Well, I mean, I think as we enter this again, I've said a number of times. It's ironic overhead coming into a new decade. And you're seeing this throughout the I T. Stack, where you've got a lot of disruptors and you've got companies with large install bases, lot of on Prem or a lot of historical legacy. Yeah, and it's very hard for them to show growth. They often times squeeze R and D because they gotta serve Wall Street. And this is the kind of dilemma they're in, and the only good news with a comma here is there is less bad security go from negative 20% to a negative 8% net score. Um, but wow, what a what a contrast, but to your point, much, much smaller base, but still very relevant. We've seen this movie before. Let's let's wrap with another area that we've talked about. What is virtualization? Desktop virtualization? Beady eye again. A beneficiary of the work from home pivot. Um, And we're focused here, right on Fortune 500 net scores. But give us the low down on this start. >>Yeah, So this is something that look, I think it's it's pretty obvious to into the market you're seeing an uptake and spend across the board versus three months ago in a year ago and spending, etc. Among your desktop virtualization players, there's FBI, right? So that's gonna be your VPN right now. Obviously, they reported pretty good numbers there, so this is an obvious slide, but we wanted to kind of throw it in there. Just say, look, you know, these organizations are seeing nice upticks incent, you know, within the virtualization sectors, specifically within Fortune 500 again, that's kind of, you know, work from home spend that we're seeing here, >>right? So, I mean, this is really a 100% net score in the Fortune 500 for workspaces is pretty amazing. And I think the shared in on this that the end was actually quite large. It wasn't like single digits, Many dozens. I remember when Workspaces first came out, it maybe wasn't ready for prime time. But clearly there's momentum there, and we're seeing this across the board saga. Thanks so much for coming in this week. Really appreciate it. We're gonna be in touch with with you with the TR. We're gonna continue to report on this, but start Dr stay safe. And thanks again. >>Thanks again. Appreciate it. Looking for to do another one. >>All right. Thank you. Everybody for watching this Cube insights Powered by ET are this is Dave Volante for Dr Sadaaki. Remember, all these episodes are available as podcasts. I published weekly on wiki bond dot com Uh, and also on silicon angle dot com Don't forget tr dot Plus, Check out all the action there. Thanks for watching everybody. We'll see you next time. Yeah, yeah, yeah, yeah, yeah

>> live from San Francisco, celebrating 10 years of high tech coverage. It's the Cube covering Veum, World 2019 brought to you by the M Wear and its ecosystem partners. >> Welcome back to San Francisco. Day three of our coverage here on the Cube Of'em world 2019. I'm John Wall's Glad to have you here aboard for our continuing coverage here Day Volonte is also joining me, as is the sartorially resplendent Eric Herzog, cm of and vice president. Global storage channels that IBM storage. Eric, good to see you and love the shirt. Very >> nice. Thank you. Well, always have a wine shirts when I'm on the Cube >> I love in a long time Cuba to we might say, I'm sure he's got the record. Yeah, might pay. Well, >> you and pattern, neck and neck. We'll go to >> the vault. And well, >> since Pat used to be my boss, you know, couch out a path. >> Well, okay. Let the little show what IBM think. Maybe. Well, that's OK. Let's just start off a big picture. We're in all this, you know. Hybrid. Multilingual. This discussion went on this week. Obviously, just your thoughts about general trends and where the business is going now supposed to wear? Maybe we're 23 years ago. Well, the >> good thing is for IBM storage, and we actually came to your partner and titty wiki Bond when our new general manager, Ed Walsh, joined. And we came and we saw Dave and John at the old office are at your offices, and we did a pitch about hybrid multi cloud. Remember that gave us some feedback of how to create a new slide. So we created a slide based on Dave's input, and we were doing that two and 1/2 years ago. So we're running around telling the storage analyst Storage Press about hybrid multi cloud based on IBM storage. How weaken transparently move data, things we do with backup, Of course. An archive. You've got about 450 small and medium cloud providers. Their backup is a service engine. Is our spectrum protect? And so we talked about that. So Dave helped us craft the slide to make it better, because he said, we left a couple things >> out that Eric >> owes you. There were a few other analysts I'm sure you talked to and got input, but but us really were the first toe to combine those things in your in your marketing presentations. But >> let's I'd love to get >> an update on the business. Yes, help people understand the IBM storage organization. You guys created the storage business, you know, years and years and years ago. It's a it's a you know you've got your core business, which is column arms dealers. But there's a lot of Regent IBM, the Cloud Division. You've got the service's division, but so help us understand this sort of organizational structure. So >> the IBM story division's part of IBM Systems, which includes both the mainframe products Z and the Power Server entities. So it's a server in storage division. Um, the Easy guys in particular, have a lots of software that they sell and not just mainframe. So they have a very, very large software business, as do we. As you know, from looking at people that do the numbers, We're the second largest storage software company in the world, and the bulk of that software's not running on IBM gear. So, for example, spectrum protect will back up anyone's array spectrum scale and our IBM Cloud Object storage are sold this software only software defined as the spectrum virtualized. You could basically create a J. Bader Jabo after your favorite distributor or reseller and create your honor. Rates are software, but the all of the infrastructure would actually not be ours, not branded by us. And you call us for tech support for the software side. But if you had a bad power supplier fan, you'd have to call, you know, the reseller distributor said this very robust storage software business. Obviously you make sure that was compatible with the other server elements of IBM systems. But the bulk of our storage is actually sitting connect to some server that doesn't have an IBM logo on it. So that's the bulk of our business connected to Intel servers of all types that used to include, of course, IBM Intel Server division, which was sold off to Lenovo. So we still have a very robust business in the array space that has nothing to do with working on a power machine are working on a Z machine, although we clearly worked very heavily with them and have a number of things going with him, including something that's coming very shortly in the middle of September on some new high end products that we're going to dio >> went 90 Sea Counts All this stuff. Do they >> count to give IBM credit for all the storage that lives inside of the IBM Cloud? Do you get you get credit for that or >> not get credit for that? So when they count our number, it's only the systems that we sell and the storage software that we sell. So if you look at if we were a standalone company, which would include support service made everything, some of which we don't get credit for, right, the support and service is a different entity at IBM that does that, UM, the service's group, the tech support that all goes to someone else. We don't have a new credit >> so hypothetical I don't I don't think this is the case, but let's say hypothetically, if pure storage sold an array into IBM Cloud, they would get credit for it. But if you're array and I'm sure this happens is inside of the IBM, you don't get credit for it. >> That's true interesting, so it's somewhat undercounts. Part of that is the >> way we internally count because we're selling it to ourselves. >> But that's it. >> It's not. It's more of an accounting thing, but it's different when we sell the anybody else. So, for example, we sell the hundreds of cloud providers who in theory compete with the IBM Cloud Division >> to you Get credit for that. You get credit for your own away. That's way work. But if we were standing >> on coming for, say, government, we were Zog in store and I bought the company away, we would be about a $6.3 billion standalone storage software company. That's what we would be if we were all in because support service manes. If we were our own company with our own right legal entity, just like net app or the other guys, we'd be Stanley would be in that, you know, low $6 billion range, counting everything all in. When we do report publicly, we only report our storage system because we don't report our storage software business. And as you notice a few times, our CFO has made comments. If we did count, the storage software visit would be ex, and he's publicly stated that price at least two times. Since I've been an idea when he talks about the software on, but legally we only talk about IBM storage systems. When he publicly state our numbers out onto Wall Street, that's all >> we publicly report. So, um, you're like, you're like a walking sheet of knowledge here, but I wonder if you could take the audience through the portfolio. Oh, it's vast. How should we think about it? And the names have changed. You talk about, you know, 250 a raise, whatever it is the old sand volume control. And now it's a spectrum virtualized, >> right? So take us to the portfolio. What's the current? It's free straight for. >> We have really three elements in the portfolio, all built around, if you will, solution plays. But the three real elements in the portfolio our storage arrays, storage systems, we have entry mid range and high end, just like our competitors do. We lead with all flash, but we still sell hybrid and obviously, for backup, an archive. We still sell all hard drive right for those workloads. So and we have filed blocking object just like most other guys do, Um, for an array, then we have a business built around software, and we have two key elements. Their software defined storage, and we saw that software completely stand alone. It happens, too, by the way, be embedded on the arrays. So, for example, Dave, you mentioned Spectrum virtualized that ship's on flash systems and store wise. But if you don't want our raise, we will sell you just spectrum virtualized alone for block spectrum scale for Big Big Data A. I file Workloads and IBM caught object storage, which could all of them could be bought on an array. But they also could be bought. Itjust Standalone component. Yes, there's a software so part of the advantage we feel that delivers. It's some of the people that have software defined storage, that air raid guys. It's not the same software, so for us, it's easier for us to support and service. It's easier for a stack developing have leading it. Features is not running two different pieces of software running, one that happens to have a software on Lee version or an array embedded version. So we've got that, and then the third is around modern data protection, and that's really it. So a modern data protection portfolio built around spectrum, protect and Protect Plus and some other elements. A software to find storage where we sell the software only, and then arrays. That's it. It's really three things and not show. Now they're all kinds components underneath the hood. But what we really do is we sell. We don't really run around and talk about off last race. We talk about hybrid multi cloud. Now all of our flash raise and a lot of our software defined storage will automatically tear data out, too. Hybrid multi cloud configurations. We just So we lead with that same thing. We have one around cyber resiliency. Now, the one thing that spans the whole portfolio of cyber resiliency way have cyber rebellion see and a raise. We have some softer on the mainframe called Safeguarded Copy that creates immutable copies and has extra extra security for the management rights. You've got management control, and if you have a malware ransomware attack, you couldn't recover to these known good copies. So that's a piece of software that we sell on the mainframe on >> how much growth have you seen in that in? Because he's never reveals if you've got it resonating pervasive, right, Pervasive. So >> we've got, for example, malware and ransomware detection. Also, Inspector protect. So it's taken example. So I'm going to steal from the Cube and I'm gonna ask Dave and for you, I want a billion dollars and Dave's gonna laugh at me because he used a spectrum protect. He's gonna start laughing. But if I'm the ransomware guy, what do I do? I go after your snapshots, your replicas and your backup data sets. First, I make sure I've got those under control. And then when I tell you I'm holding you for ransom, you can't go back to a known good copy. So Ransomware goes after backup snaps and replicas first. Then it goes half your primary storage. So what we do, inspector protect, for example, is we know that at Weeki Bond and the Cube, you back up every night from 11 32 1 30 takes two hours to back you up every night. It's noon. There's tons of activity in the backup data sets. What the heck is going on? We send it out to the admin, So the admin for the Cube wicky bond takes a look and says, No server failure. So you can't be doing a lot of recovery because of a bad server. No storage failures. What the heck is going on? It could be a possible mount where ransomware attack. So that type of technology, we encrypt it, rest on all of our store to raise. We have both tape and tape and cloud air gapping. I'm gonna ask you about that. We've got both types of air gapped >> used to hate tape. Now he loves my love, right? No, I used to hate it, But now I love it because it's like the last resort, just in case. And you do air gapping when you do a WR gapping with customers, Do you kind of rotate the You know, it's like, uh, you know, the Yasser Arafat used to move every night. You sleep in a different place, right? You gonna rotate the >> weird analogy? You do >> some stuff. There's a whole strategy >> of how we outlined how you would do a tape air gap, you a cloud air gap. Of course you're replicating or snapping out to the cloud anyway, so they can't get to that. So if you have a failure, we haven't known good copy, depending on what time that is, right. And then you just recover. Cover back to that and even something simple. We have data rest, encryption. Okay. A lot of people don't use it or won't use it on storage because it's often software based, and so is permanent. Well, in our D s platform on the mainframe, we can encrypt with no performance hit on our flash system products we can encrypt with no performance it on our high end store. Wise, we have four models on the two high end stores models we could encrypt with no performance penalty. So why would you not encrypt all your debt? When there's a performance penalty, you have to sort of pick and choose. My God, I got to encrypt this valuable financial data, but, boy, I really wish it wasn't so slow with us. There is no performance it when you encrypt. So we have encryption at rest, encryption at flight malware and ran somewhere detection. We've got worm, which is important, obviously, doesn't mean I can't steal from wicked Bond Cube, but I certainly can't go change all your account numbers for all your vendors. For sake. of argument, right? So and there's obviously heavily regulated industries that still require worm technology, right? Immutable on the fine, by the way, you could always if it's wormed, you could encrypt it if you want to write. Because Worm just means it's immutable. It doesn't. It's not a different data type. It's just a mutable version of that data. >> So the cyber resiliency is interesting, and it leads me to another question I have around just are, indeed so A lot of companies in this industry do a lot of D developing next generation products. I think, you know, look a t m c when you were there, you know, this >> was a lot of there. Wasn't a ton, >> of course, are a lot of patents and stuff like that. IBM does corps are a lot of research and research facilities, brainiac scientists, I want if you could talk about how the storage division takes advantage of that, either specifically, is it relates to cyber resiliency. But generally, >> yes, so as you know, IBM has got, I think it's like 12 12 or 15 research on Lee sites that that's all they do, and everyone there is, in fact, my office had to be. Akiyama didn't labs, and there's two labs actually hear. The AMA didn't research lab and the Silicon Valley lab, which is very close about five miles away. Beautiful. Almost everything. There is research. There's a few product management guys I happen, Navid desk there every once. Well, see a sales guy or two. But essentially, they're all Richard with PhDs from the leading inverse now at Al Madden and many sites, all the divisions have their own research teams there. There's a heavy storage contingent at Al Midan as an example. Same thing in Zurich. So, for example, we just announced last week, as you know, stuff that will work with Quantum on the tape side. So you don't have to worry about because one of things, obviously, that people complain about quantum computing, whether it's us or anyone else, the quantum computing you can crack basically any encryption. Well, guess what? IBM research has developed tape that can be encrypted. So if using quantum computer, whether it be IBM or someone else's when you go with quantum computing, you can have secured data because the quantum computer can't actually cracked the encryption that we just put into that new tape that was done at IBM Research. How >> far away are we from From Quantum, actually being ableto be deployed and even minor use cases. >> Well, we've got available right now in ibm dot com for Betas. So we've got several 1000 people who have been accidents in it. And entities, we've been talking publicly in the 3 to 7 year timeframe for quantum computer crap out. Should it? Well, no, because if you do the right sort of security, you don't but the power. So if you're envisioning one of my favorite movies, I robot, right where she's doing her talking and that's that would really be quantum in all honesty. But at the same time, you know, the key thing IBM is all about ethics and all about how we do things, whether it be what we do with our diversity programs and hiring. And IBM is always, you know, at the forefront of doing and promoting ethical this and ethical. Then >> you do a customer data is huge. >> Yeah, and what we do with the customer data sets right, we do. GDP are, for example, all over the world were not required by law to do it really Only in Europe we do it everywhere. And so if you're not, if you're in California, if you happen to be in Zimbabwe or you're in Brazil, you get the same protection of GDP are even though we're not legally required to do it. And why are we doing that? Because they're always concerned about customers data, and we know they're paranoid about it. We want to make sure people feel comfortable with IBM. We do. Quantum computing will end up in that same vein. >> But you know, I don't worry about you guys. I were about the guys on the other side of the fence, the ones that I worry about, the same thing Capabilities knew that was >> on, of course. And you know, he talked about it in his speech, and he talked about action on the Cube yesterday about some of his comments on the point, and he mentioned that was based on Blockchain. What he said was Blockchain is a great technology. They've got Blockchain is no. IBM is a big believer in Blockchain. We promoted all over the place and in fact we've done all kinds of different Blockchain things we just did. One announced it last week with Australia with the Australian. I think it is with their equivalent of Wall Street. We've done some stuff with Merrick, the big shipping container thing, and it's a big consortium. That's all legal stuff that was really talking about someone using it the wrong way. And he's very specific point out that Blockchain is a great technology if used ethically, and IBM is all about how we do it. So we make sure whether be quantum computing, Blockchain, et cetera, that everything we do at IBM is about helping the end users, making sure that we're making, for example, open source. As you know. Well, the number one provider of open source technology pre read had acquisition is IBM. We submit Maur into the open community. Renounce Now are we able to make some money off of that? Sure we are, but we do it for a reason, because IBM believes as day point out in this core research. Open computing is court research, and we just join the Open Foundation last week as well. So we're really big on making sure that what we do ourselves is Ethel now We try to make sure that what happens in the hands of people who buy our technology, which we can always track, is also done ethically. And we go out of our way to join the right industry. Associations work with governments, work with whatever we need to do to help make sure that technology could really be iRobot. Anyone who thinks that's not true. If you talk to your grandparent's goto, go to the moon. What are you talking about? >> What Star Trek. It's always >> come to me. Oh, yeah, >> I mean, if you're your iPhone is basically the old community. Transport is the only thing I wish I could have the transfer. Aziz. You know, >> David has the same frame us up. I'm afraid of flying, and I I felt like two million miles on United and David. He's laughs about flowers, so I'm waiting for the transport. I know that's why anymore there's a cone over here. Go stand. Or maybe maybe with a little bit of like, I'm selling my Bitcoin. No, hang on, just hold on. There's always a comeback. Not always. There could be a comeback because Derek always enjoy it as always. Thanks for the good seeing you. All right, Back with more Veum. World 2019 The Cube live in San Francisco.

>> live from London, England. It's the queue covering a ws summat. London twenty nineteen, brought to you by Amazon Web services. >> Welcome back to London, Everybody. This is David Lamont and you watch the Cube. The leader and live tech coverage has been a incredible week for the Cube. Three events this week in London that we had six events worldwide. We started out yesterday with a public sector session. Special mini session We did for Teresa Carlson at eight of US headquarters. And we did it impact investor event last night, Of course. All day here at the eight of US Summit in London at Excel Centre. Twelve thousand people. We're going to wrap up now. My good friend Kim Myers here is the managing director of M. C. I experience Kim. Thanks for coming on. My pleasure. First time on the Cube You got to give you a sticker. >> Thank you. Make you know, great to see you is also great to be here >> to have you. So you are branding expert. We've had a lot of conversations about this. You and I go way back. Do you brand Is everything every touch point? I mean, you would tell me a story last night and I let you pick it up from here of Apple. You see the apple logo, but so why is Brandon so important? What's M. C I experience and how are you helping brands? >> Yeah, Well, Dave, I think it's really amazing, like this event today. You know, we have a lot of technology out there today. We're really digitally enabled, and that's great. I mean, it's amazing what we can do now with technology, but, you know, it also is a little distracting. And and some in fact, there was a recent study that said that kids air haven't developed social skills because there is, they feel more comfortable communicating online, you know? So I think the technology is really great and it's important. But that human human connection is really the thing that makes the difference. And I think brands are starting to recognize that that actually live experiences do cut through the clutter, the digital clutter and getting people together with common interests, getting them engaged. Letting them participate really makes a difference in terms of their affinity and loyalty and even advocacy for your brand. >> So M. C. I experience does that. >> Yeah, that's were essentially work with companies across a lot of industries, but certainly the tech industry. But helping companies, um, developed ways of engaging with their audiences and more meaningful ways. And actually, it's a very human centric approach. So basically the way we look at it is it's not so much about logistics. That's important. Of course, right. You gotta register people. You're gonna have so many breakout rooms got over that gotta, gotta thank you guys. But it's really more about understanding your audience on DH, where they drive benefit and making sure that you're meeting that need. And that's really where your band, your brand, starts to benefit. So we use a design thinking methodology. We're really very focused on the audience using empathy and ideation and you know, just really, really getting to know who those guys are like this crowd and making sure that every touch point of the experience, how it smells the temperature, the lighting, everything smells house. No, seventy percent of your memory is from smell, you know, and yet we never even think about >> it. It's weird when you run a defense, >> you don't even think about it. really. It's just like Exactly. So it's, uh, that sort of multi sensory, engaging aspect of what we do is what m. C. A Experienced specializes in and working with clients to help them sort of look at new ways of creating experiences that really engaged their audiences and really create community around those audiences in terms of loyal fans and customers. >> So we hear it at Amazon. You see this audience? Obviously a developer crowd? Yeah. Um what, do your thoughts here just walking around? >> Well, as I was saying, I think you know, we were talking about this earlier. You know, developer crowd doesn't like flashy marketing because they're suspicious of it, right? You think I like you? David Tyree? Exactly. Uh, Mrs Perfect Tone. I think the tone created here is great. It's a little rough and ready, and that's great. And that's how it should be because that's ah, developers and warranted in the content than the show. And I think it's got the audience bang on. >> So how do you use data to inform this brand experience? >> Yeah, so date is becoming obviously really important, and event technology is you know, it's amazing today the kinds of things we can do. I mean, we can track people and monitor them and take their temperature. I mean, if we want to, you know, you could do an amazing number of things, see >> how they smell >> exactly. And the thing about it is, that date is important. Of course it is. But insights even more important. And that means using data in the right way the right analytics asking the right questions, not just relying on demographics, but really getting to know people on building personas and understanding who your audience is. And I think it's the two things need to fit hand in hand in hand. >> Data is plentiful, actionable insights, you're saying are not necessary, >> not necessarily, not necessarily, and that that that, I think, is really, really important. You know, we call an empathy planning, but it's kind of like walking in the shoes of your audience like, would you like this? Would you be happy with this, or would you find this long queue to register annoying? You know, you have to sort of, you know, actually get in there, get in their shoes and and feel it just like you're going to feel it. >> Well, it's sometimes it's hard to predict it. It is. This is a pretty large venue. But it was packed today, but I don't think they could hold many more people. So I guess you have to say sorry. We've got to cut it off of this because of the experience. I mean, making hard decisions like that. Is that what you recommend? Yeah, >> I think of you. Well, the other thing, too, is, you know, our our attention span time. Someone told me recently that our attention spans like less than a gold fish. I don't know, I don't know anymore, but, you know, it's ah, you know what I want. One thing about the audience now is that they don't need to be polite, and they don't need to pay attention to boring content. And they don't need to do any of that because they're in power, right? Exactly. You know how many bent So I've been to where the entire audience is like looking at their phones with their ipads or the computers on DH checking out on the content, you know. So if you really want to engage people, you need to make sure that the experience really resonates with them. And having said that, you need to use technology because we live in this kind of on live world and people say to me like What's on line like you ever drive was sat Now you know you're driving, but you're being instructed by an application and a lot of what we do today, whether you're finding the bank on your phone, your dentist or your phone or you're doing this or that, we're connected in both ways. And so I think that's really important that we recognize that you can't tell people to turn their phones off. You can't necessarily, you know, use technology and interruptive way. It needs to be part of how people live their lives around this. >> So I have observed that we do a lot of these events and that's it becomes like rock concerts, and sometimes you say, Wow, this is a little over the top Now that's not from inferring right. That's not necessarily a bad thing. If your audience is into it, if your audience is, you know, some guy who provisions lungs, you know every day and gets out to Las Vegas once a year. Maybe that's an OK thing. I think it is. It's really understanding the audience. >> It is understanding the audience. And I think it is a good okay thing. And, you know, you want to have your audience entertained, engaged and, you know, have fun. And I want to tell people about it. Like I'm in Las Vegas. You're not, You know, they're like, you want people to get really fired up about what you're doing. And and and by the way, they're going to give your brand credit for that. They're going to say, you know, bam. I was at this event. Was it rocked? It was amazing. There was great entertainment. There is also a great content. There was great networking, you know, And the beer wasn't all that cheap. So, you know, you get all that stuff together and you have a really great time. >> So you're built your now building out a team? Yeah. Yeah. Tell me about tell me about the team and your vision. >> Okay, So, m c. I is a big company. We're in sixty three countries around the world, so we're not small fry. But the truth is, you know, the A big part of our business had been P. C. A. Is PCO professional. Congress organizes a lot of association events, and that's something and meetings, planning. And that's one thing. And of course, today experiences. They're changing. And it's not about just the logistics. It's really about again. Understand your audience, using strategy and creative to create compelling experiences. And that's what I'm CIA experience is doing. And we're doing it here in the UK we're getting set up, and it's going really, really well, and we're going to roll it out, you know, it's going to It's going to go around the world. So, um, we're working with some Fantastic brand's doing some fantastic project so we're all really excited. >> So what? Follow up question. But other than that, you're awesome. You are. You really have been an expert at this. You've You've worked. You know, I'd G worked G p j worked at Freeman, and I'm not on. Yeah, yeah. You've seen it around too much. You've seen the good, the bad and the ugly. And now you've taken that experience and you're bringing it to M. C. I experience no pun intended and you're trying to build out a sort of a next generation experience from Butt. But other than the fact that you're awesome, why should I work with you? >> Well, I tell you, you know, I think that the most of the clients that we work with come to us saying, You know, we don't know. We don't know And I think that's really, really important. I always tell this story. It's called the It's called the Drunkards Paradox, where a drunk man is underneath the lamppost pounding the ground and another man walks by. And so So what do you doing? And he says, I'm looking for my keys. And so the other guy gets down on his hands and knees. He's padding around. And then he said, Did you drop your keys right here under the lamppost? Because no, I dropped them across the street in the dark. Well, then why are you looking here? Because the light is much better here. And I have I tell you that I have a lot of experience in this business and events professionals on DH. Even some experience agencies tend to look where the light is better not where the breakthrough ideas are, and I think we are committed to making sure that we were really closely replying to really understand their brand, really understand who they're trying to build relationships with and and beg, borrow and steal from other disciplines, you know, in an intersectional way to create new kinds of opportunities for engagement. >> One of the things that mantra inside one of the many monsters inside of Amazon has raised the bar. I was at their UK headquarters yesterday, and she raised the bar signs all over the place. It's not a rinse and repeat culture. That's really what you're saying here that is easy to rinse and repeat. It's easy to look for the keys where the light the light is better, right? But that's not transformational. That's not transformation. It's really awesome. Having I'LL give you the last word the conference >> are Well, I think the conference was It was a great day here, and I think, you know, just just testimony to that is how long people stayed and stayed till the very end. You know, they were they were engaged and lots of great conversations were going on, you know, so fantastic. Well done. A WS and Amazon Web services and, um, yeah. More to come. >> Pleasure having you. Thanks for coming. All right. Thank you for watching everybody. That's a wrap here from London. Check out silicon angle dot com for all the news. The cube dot net is where all you find all these videos. Wicked bond dot com for the research Is David Dante signing out from London? Thanks for watching.

>>live from San Francisco. It's the Q covering in dramatic. A World 2017 brought to you by Inform Attica. Welcome >>back, everyone. We live here in San Francisco at the Mosconi West with In From Attica. World 2017. This is Cubes Exclusive coverage. I'm John Furry with the Cube and Peter Barris with vicky bond dot com General manager we have on research. Our next guest is Tracy Ring, specialist leader at Deloitte Consulting in the trenches. Put it all together. Welcome to the Cube. Thanks for joining us today. Appreciate it. >>Thank you for having me. I'm excited to be here. >>So your specialist, But in the system global system, integrated world, that means you basically globally look at the solutions. And And what's interesting is why I'm excited. Conversation with you is that, you know, point solutions can come and go. But now we're in this compose herbal world of cloud data, etcetera, where ah, holistic view has to be looked at. So what? I want to get your thoughts on in from Attica and what you guys are doing because we've heard it's the heartbeat. But yet there's also a hygiene issue. So you got this heart surgeon and the hygienist, and you have all kinds of specialty rolls of and data. It's pretty broad, but yet supercritical. How do you look at the holistic big picture? >>Absolutely. I mean, we're seeing the view of ecosystems being so much more important. Were so Maney technology disruptors. I mean, three years ago, we weren't even hearing about Kafka, and Duke was really new, and and so I think demystifying, simplifying, helping customers understand the art of the possible what can be done? What are leading practice organizations doing and then really making it real? How do you so this complex story together, how do you best leverage and get your investment out of technologies like in from Attica in their complimentary tools >>is interesting. IBM has Watson in from Attica. Has Claire ASAP has Leonardo s A P has Einstein. >>It would be >>great to get them all together >>and have dinner, right? So I mean, but this speaks >>well, You got Alexa and Amazon and Google. I mean, this is an interface issues you're talking about. Ah, cognitive. A real time new user interface and machine interface into data that is completely out of the possible. It's what's happening in the world is changing. Developers is changing. Practitioners, architects. Everyone's impacted your reaction to all this. >>You know, I think it's probably the most exciting time that we've seen in so long, and I think you so well articulated all of the players that air there. I think when you add in I, O. T. And Device Management, you know it's really an exciting time. And I think it's really driving some amazing things with regard to how organizations are literally transforming themselves. And in both our clients as well as the ecosystem of technologies, companies air are literally shifting their entire business model. It's it's very exciting. >>So one of the things that the typified system integrator types behavior like to elect a lawyer big consulting firm was big application. Let's deploy the big application for accounting for finance for HR whatever. Also culminating in New York, which was the Grand pa of everything. Right now we're talking about analytics where we have to focus on the outcome's not just a big package for a function, but really a complex, ideally strategic differentiating outcome. Yeah, typically using a whole bunch of smaller tools that have to be bought together similar. What John was talking about as a specialist who looks at these tools take us through kind of a new thought process, outcome, capability to tool in the entire journey to get there. >>Absolutely. I think one of the things that delight does that is really, really unique is having conversations that start with art of the possible, what could be done? What are leading practice organizations doing Help me set a strategy? Yeah, and I think the real answer is there's less about sort of benchmarking what everyone else is doing and more about >>really, You got it, You got >>it. It's really about revolutionizing, you know, and and going into a new angle of what is truly, truly possible. And I think, ah, lot of the things that were sort of table stakes and in the way that we would look at success totally turned on its head. And we're looking at organizations monetizing their data and, you know, creating new business ventures because of the insights that they're deriving and a lot of times will use. Delight has an insight studio and a greenhouse, and a couple of really highly collaborative spaces that we take clients to. Ah, well, you know, plan 123 day workshops, depending on how difficult of problem they're trying to solve and help them charter road map. And take that road map, which is in many cases, business oriented business results driven and help them so in and layer in the technologies that are gonna make that reality possible. What's >>the opportunities for cognitive? I mean, you guys talk a lot of Deloitte about a Friday different things, but specifically there's some key opportunity around. Call the cognitive or you guys call the cognitive. IBM also used that word cognition, but really a I artificial augmented intelligence are signs of a new kind of opportunity landscape. Whether you see for customer opportunities out there, >>absolutely, we talk a lot about what we consider the inside driven advantage. And that's really about using all of the tools in the toolkit to make that insight driven, data driven, better decisions around what organizations conduce. Oh, and kind of. It is a huge component of that, you know, it's we've been hearing stories for years about companies sort of predicting the next best offer and you know, we're seeing this move so much further, removing into robotics process automation. You know, the space is getting, I think, even more complex. But I think what's interesting is when we talk to organizations about, you know, they're not hiring tons of people to go out and do data integration through wonderful organizations. Confirm Attica. That's really been solved. So companies were able to both take their technical resource is and shift them into solving Maur difficult problems, hairier technology opportunities and use that to help shape their business. >>That's like compose abilities. So in dramatic, a world's got a set of solutions and technologies. Some sass ified someone fram. But here it is. But you're deluded you. That's just one element to your mix of things composed for clients. You mention those three years opportunities. Digital transformation is kind of the categorical wave >>Iran, but the end of >>the day it's business transformation. You mentioned changing the business model. >>How do >>customers take advantage of those business opportunities in whether it's robotics or industrial i ot or insights and analytics? What What is the customer impact and how did they get those business benefits? >>Yeah, I mean, I think again like I said, a lot of times it starts with, you know, what is their goal? What do they want to be known for in the marketplace and that value branding of Of what is it that they see themselves differentiating amongst their competitors and using a pretty solid process and rigorous approach to that strategy? Tea set? You know, what are the pillars to achieve? That is, I think, a big piece of it. I think the other component is we see a lot of organizations sort of challenging themselves to do more. And we'll have organizations say I believe that I can doom or what? What could I do? And I think that's interesting that >>we'll just fall upon that because Pete and I were talking earlier before we came on about what gets customers excited when the iPad came out. That was the first kind of visual of >>I gotta have my analytics on the dashboard. Let's start. I >>call the dashboard wave now with bots and aye aye. You're seeing another reaction. >>Yeah, I gotta have that. Automated. Do you see it the same way? And how does that >>translate to the custom when they see these this eye candy and the visualization stuff. How does that impact your world and the impact of the customer? Your customer? >>Absolutely. I mean, we used to live in a world where if I needed to have my data extracted, I would, you know, submit a request. And it was this very long, lengthy process. And, you know, when you think about the robotic single and and process automation, you know, automated data pools are are there. And I think the interesting part is is that it's not about just cost out of i t. It's not about, you know, getting off of on premise hardware. It's about driving better customer satisfaction, driving better business outcomes. You know, the implications. I think whether you're in life sciences or you're in retail, you can touch your customer in a way that is. You know what I would say? Sort of delighting them versus just giving them what they asked for. >>So I wanna I wanna test of theory on you and see how live and see how this seals lines up with thinking and where you see your customers going. So we have this notion that wicked bond, our research of what we call systems of agency. And by that we mean effectively that historically we did we create systems that recorded action big t p e r p. More recently, as you said, we're now creating systems that suggest action predictive analytics, those types of things. And now we're moving in the world were actually going to have systems that take action. Yeah, where authority and data have to move together so that the system is acting as an agent on behalf of the brand now in from Attica has done some really interesting things here with some of their new tooling, some of the metadata tooling to ensure that that type of meeting can move with the data. So if you think about where Deloitte and customers are going, are they starting to move into this new realm where we're building systems, take action on behalf of the brand and what does that mean for the types of tooling? But we're gonna have to find for customers so they can make it, you >>know? I mean, this morning we were delighted to hear the latest announcement around how metadata is really such a core component, and and I think of it is metadata is in many cases where most organizations do see the monetization of their data payoff. Right? We're not only do I have highest golden record like we talked about 10 years ago, I have data lineage. I have data traceability. I have the whole entire story. So it's really much more cost justified. Uh, you know, hearing the announcement today of Claire, and you know how we now have the Aye Aye of our clairvoyance is really exciting. And, you know, I I don't know that we're completely there. And I think we'll continue to innovate as in from Attica. Always does. But we certainly are a whole lot closer. And I would say, you know, your concept is you know, certainly we're all going to the park for >>good. My final question. Let's get your thoughts on because you have a global perspective. You work with the ecosystem partners. You heard all the stories. You've heard all the raps and all the Kool Aid injectors from the different suppliers. But there's two things going on that that's interesting. One is we're kind of going back to the end to end solution. Absolutely. I'm seeing five g with Intel Smart cities I ot So everyone wants to get back to that end to an accountability with data and packets moving. All that could step with applications over the top. But yet there's not one single vendor owning it, so it's kind of a multi vendor world, yet it's gotta be in tow end and bulletproof secure. I mean, >>that's your world. It's not derailed. I mean, you got to be busy, your reaction to that. And what's that? What's that >>mean to the industry? And how should customers? I'd look at that Say okay, Want to get some stability? I want great SL ways, but I want a flexibility for compose ability I want and empower my app developers Dr Top Line Revenue. This is the Holy Grail. We're kind of in the wheelhouse right now. >>Yeah, 100%. I think it's a very exciting time and the like, I said, the fabric of what organizations need to sew together two really achieve their analytic insights and, uh, you know, leveraging their data. I think data is just becoming more and more important, and it's a phenomenal place toe to be in both for where I sit on the consulting side helping all of our customers and certainly where globally we're seeing our client's going >>and your and your message to the client is what we got your back on. This >>has to look, that's what you guys do. You sew it together. It's got to be more than that. It's got ideas for you could see. I think it's a >>lot. I think it's that it's not just about bolting in a technology or 10 technologies. It's about solving the most difficulty technology problems with, you know, with data helping. >>You gotta be savvy to, as they say in the swim lanes of the different firms and got to bring your expertise to the table with some of your own tech. >>Absolutely. And and I think for us we never sort of a ra missed that there is a huge business, and if you if you don't take the business aspect of it, what business problem are we solving? What value are regenerating? How are we ultimately impacting our customers customers, you know? Then you know you're sort of missing the what we consider the most important piece of the pie. >>Tracey Ring with the Lloyd. Great to have you on. Thanks for your insight. Very insightful. That all the data's right there. We're gonna make sense of it here in the Cube. Thanks for sharing, Dee Lloyd. Really put it all together. Composing the future Cloud Data Mobile. It's all here. Social is the que bringing all the live action from San Francisco. I'm John for Peter Burst more after this short break.