00:03
All right, everyone. Uh Thanks, thanks for uh coming at this hour. We appreciate it. Um We endeavor to make sure this is the most memorable session you have had. Um No doubt there's something suspicious going on here because only I am supposed to be presenting and I'll uh I'll explain that in a minute.
00:18
But uh so you're here for a session on cloud repatriation. Um I love industry buzzwords as we all do and who knows what that means, right? Um It's ill defined, it seems to be at the top of the hype cycle curve. And what we really wanted to do with the session is give you a point of view on how we define that at pure what we've been seeing in
00:38
the industry. And really, you know, what uh what, what customers have been feedbacking us with and share that with you to give some insight in terms of, you know, how, how uh various and how various customers have been addressing that. So, as I had mentioned, I have a confession to make. Um I did a little bit of a pivot here at the last minute where I originally,
00:56
I was just going to present this and I realized I wanted to give you guys an experience. I wish I always had, you know, you know, like if you go to a, a house, you know, like to see a house band and then you play some cover songs and then all of a sudden the real band shows up and you're like, well, why the hell would I listen to these guys? Right. That's exactly what we have here, right.
01:13
So I invited some of our experts inside of pure um to join me on this panel and I'll introduce them quickly. So, um in order from left to right, uh Paul Ferraro runs our Evergreen one business and he is responsible for that globally. Josh, uh excuse me, Mike Russo, uh owns our financial services,
01:33
global strategy vertical. Um Josh Gluck runs verticals for all of pure in, in inside of um uh you know, our vertical organization who's over there, Mr Stan is responsible globally for our cloud strategy. And next to him, Jo is responsible for our cloud native strategy and port works uh organization. So you can see we have an absolute,
01:55
you know, the the insight that each of them will provide as we go through and talk about the, the the topic of cloud repatriation is gonna be interesting from each of their perspectives. So, welcome, gentlemen. So we'll get right into it. Um I'm not going to go through and recount what's going on in the world today. Um, we're pretty much,
02:12
you know, we see it every day. Um, it's whether or not we're in a recession or not, you know, which bank may or may not fail and there's a lot of knee jerk reactions with respect to what are our customers, you guys, you know, having to do in response to the needs of the organization cost savings is certainly at the top of the list for this year. Um, you know,
02:32
bar none, right. It always bubbles up and when it comes to, you know, just risk and, and having to pivot uh in terms of responding what's going on in the world around us. And we think about that. I think that's why cloud repatriation came to the top of everybody's lips as of late. You know, it started about maybe four or five months ago,
02:51
uh in earnest and we wanted to be set the stage clear. We are not talking about anti cloud, right? That's not what it means in our mind. What it means is right place. But, and when I thought about this, I was like, well, it just means what hybrid is supposed to do in the first place, right? You know, if, if that we all know the situation
03:09
in terms of, well, if it was easy to get in and out of a cloud, well, then why aren't we doing it? Well, obviously there's a lot that needs to be in place and pure certainly is on the forefront of being able to provide that mobility. So I just wanted to clear that air, right? Because it's important for the context of what we discussed today. So one thing that will start in terms of our
03:28
pre if there's anything that the last recession taught us was that there was a lot at an enormous amount of over provisioning in environments, right? We, I've talked to countless like, you know, CTO S CFO S and they're all scratching their heads back in the day wondering why the lights were still on. And they were really weren't, you know, they reduced the spending.
03:49
And the answer was pretty simple after the dust settled, which was, well, we were grossly over provisioned. We weren't using our resources correctly. We're paying for things we probably didn't use. Well, what we're seeing this round is that lens of inspection is now on the cloud spend, right? And taking a look specifically on how that could be mitigated and making sure that those
04:10
workloads wind up in the right place based upon, you know, the, the needs currently of the application and that's where we're gonna go with. The first question. You know, we outlined some of the things that we've been hearing, but each of our panelists will kind of give a comment. So for, for each of you, you know, I'll start that with jo why not?
04:25
We'll start from furthest away. I can yell down to him. Thank you. You're welcome. Um You know, I would like each of you to provide some examples, you know, of, of what you've been seeing customer conversations we've been having that have completed that analysis, right? Have done the due diligence and they've,
04:38
you know, discussed some of the conclusions that they came to. Yeah, definitely. So, at least from the cloud native standpoint, like we work with a lot of workloads that can go anywhere. And what we're finding is, um, a couple, a couple of key things. 11 is that the mantra of like cloud only or cloud first,
04:59
like everything goes to the cloud now is, is getting drawn back. So, right? Like people and so some of the places that have gone in, you know, they basically, they had a, they had a boss who said come hell or high water. We're, we're gonna put it in the cloud, right? Um We've had, we have a few, you know,
05:17
some of them are state agencies like, you know, government agencies, some of them are private, you know, commercial enterprise, right? But all of them are still like, hey, we need to bring this back now. The more thoughtful thing I think that's happened that was probably in the last year, um specifically, but um the more thoughtful ones are now looking at like maybe there's a
05:38
way for us to tune or choose which workload. So it's no longer like you know, we David and I go way back on the, in the virtualization world where, you know, it was like VM Ware first and then it was cloud first. And now we're hearing more of like workload first, like how do we get that workload to where it needs to be the right place?
05:59
And so those decisions really come down to like, can I, can I put the data in the right place? Can I run this in an efficient manner where I'm, you know, I'm getting, you know, if it's going to stay in the cloud, it good, but it needs to be there for a reason. There needs to be something there to draw, you know, some service or something that's gonna be there to um,
06:19
that we can't do on Prem, right? That's, that's, that's what I'm, that's what at least I'm seeing across uh the globe when it comes to containerized applications. Yeah. And I think a lot of that is resonating. It's, it's also like putting the application in the right place at the right time. And some of those applications might have made sense in the cloud.
06:39
But as that application grew multiplied, right, it became out of control in the cloud and it says, well, we need to somehow reduce this cost. And so some of it is coming to us and saying, hey Peter, how can you help us in the cloud? And we talk about cloud block store and some of those benefits of how we can provide that value. But in some cases, they have to reduce that cost for that. We look at right sizing it.
07:01
Does it look at putting it in a cloud adjacent manner? Does it look at putting it back on premises or even in some cases? Um it's do we need to somehow free up budget for them to have other initiatives? So the cloud might be the right place, but they're spending too much and they need to look at how do we actually handle that? And we've seen some customers that whether they
07:19
were born in the cloud or like Jo was saying they rapidly move to the cloud, they kind of put it up into the cloud in the worst possible way and they could re factor everything and rebuild it, but sometimes they just want to put a temporary band aid on it. Um or even just see what we can do to bring it back and technologies that we have up here help that right? We can reduce grass, we have a bunch of
07:37
solutions whether it's on prem and the cloud um in the cloud Jason. And it's kind of really helping that story to make customers still stay within our ecosystem and be happy. Sorry. We're just gonna pass it back and forth the whole session. Yeah. No, there we all work together here. There's, there was one more thing I wanted to say is,
07:55
is a lot of times when they went to the cloud, they may have started to use like a cloud only kind of specific technology, right, like a database as a service or some kind of some kind of thing that only works in that one cloud. And now that the lens is on the spend they're looking at, hey, how is there a way for me to make sure even if it stays,
08:16
I need to make sure that workload, you know, is no longer in something that can only be offered by this one particular cloud, right? So let's put it in a way that it'll go somewhere else and that's where comes in, right? That's kind of why people are looking at that. It's like, hey, I can pull it out of a proprietary service. Maybe it still does the same function. It may even cost the same,
08:38
but now that I have that ramp to go where I need it to go, I can, I can bring it back on prem, I can take it between the, the providers and get a true hybrid where I'm no longer locked onto a specific technology. Am I next? You guys don't? Uh, so look, I think, um, Rob said it in the beginning, right?
09:00
Like this, this is not a conversation about why the cloud isn't where it should be. And I think what I've seen over time, like I think it's a great inflection point, right? Because the organization started out by saying we can't be in the data center business necessarily depending on the industry that they're in. Let's focus on our core competency.
09:16
The cloud is a destination, let's move everything that we have from where it is on prem today and putting it in the cloud. And I think, you know, the, the themes that you heard from David and from Jo are, are what we're seeing right now. Oh my God, the costs are ridiculous.
09:29
And I think it's because it was this all or nothing kind of pendulum swing, right? And what organizations who are kind of thinking about it? I think in the right way today is that the Cloud is a sourcing conversation, right? I need to have the right workload in the right place at the right time.
09:45
And if you believe in that statement, then there's a few principles that come along with it, right? And, and containerization is a techno technological answer to one of them. I need to be able to move workloads around. And if you can provide these capabilities in your own organization or if you're in a service provider or you're a partner who's delivering services to another customer,
10:07
if you can help them build out these kind of foundational capabilities where they can put the right workload in the right place at the right time, then you really can get all the benefits that you need at a much more granular level. Instead of making this wholesale decision to move everything to the cloud. We've seen um organizations whether they're in health care and life sciences or financial
10:26
services or other industries get into a cloud first model or get into an all or nothing model where everything's going outside of their own walls and they get hit with unexpected consequences. Some of them are around cost, some of them are around. I didn't realize that my organization didn't have the skill set to be able to manage at
10:46
scale because remember like when the cloud conversation first started, it was I have to be in every hyper scalar, right? And so it's not, I'm trying to re factor or uh like workloads that I have today in Azure, I'm trying to do it in Azure and GCP and in Aws all at the same time. And there are many organizations that just didn't have the people or the skill set to be
11:06
able to keep up with it. And so now you get into this place where it's like everyone's talking about cloud repatriation, they're talking about it because they've gotten themselves into situations where like, oh my God, I don't know what to do. And um you know, we have examples of large health care insurance companies who couldn't deal with the amount of spend that was required
11:26
on an operational basis to continue their move. So they were like 1 ft in 1 ft out. And so we're now working with organizations to say like we can do this the right way. Let's help you implement some of the technologies that we have to be able to draw down that cost and continue on. You know, the theme or the principles that you guys had about focusing on your core competencies, having workloads be in the right
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place. Whether that's on prem in your data center with a cloud like operating model, whether that's in a hyper scale or even leveraging M sps and platform as a service or kind of other delivery models. Yeah, that's great. It's really interesting. I uh my, my story kind of comes from an event I was at earlier this year quantitative trading
12:07
event and it was kind of the first time I really came in contact with the words cloud repatriation and I was blown away by how much it was being talked about. There was a, a really leading hedge fund that was given a presentation about everything they do in cloud, but also like how they move their workloads around. And it was an eye opener, you know, they use public cloud when they think about simulation
12:28
and back testing. When something is going through those initial phases, they want to get things up and running quickly, they want to be able to give the quants the playground that they can go and start to test in. And for that reason, like it works really well. But what they noticed is that as soon as something got into the testing phases where it's being utilized more than 27% of the time
12:47
they pull it out back onto on prem. And it's a little bit of a factor of performance reliability cost. There's, there's a good blend that goes on. But for me, it was like wildly eye opening 27%. Like it was like, widely specific. Yeah, it was really specific and it was just
13:02
like, wow, only 27% before something gets pulled down. And it, and it just goes to show like, I think it's that it's not that it's all things to all people. I think it's that the consumers and the users have gotten way more savvy than what they were. And they're starting to realize like the workload maybe best belongs here, maybe it doesn't belong there all the time,
13:20
maybe it's some of the time. And so a big part of the ethos and the simplicity that we try to bring is giving people that flexibility to enable that hybrid reality. If you will, that Rob was talking about earlier when it's time to reside in a hyper scalar. Great when it's time to pull it down. Great. You should be able to have the, the best of all
13:37
worlds. And I think that's what we're driving towards here. So my, my uh my use case is I think it's gonna be very different than what you've heard. And I just have to kind of go back in time a little bit. Um In my former life, I worked at Bny Mellon and Deutsche Bank.
13:54
So this story is about Deutsche Bank where I ran global operations for Deutsche Bank for about 6.5 years and one afternoon. Um an individual from the expense department came to visit me and said, Paul, can you take a look at these charges that we're seeing from the business units? These are all American Express transactions.
14:13
And I looked at them and it was aws so the business from a shadow it perspective was buying services and they were going out the door and they weren't leveraging the internal shared services that Deutsche Bank was providing globally. And then they got into trouble and they needed to come back. And as a result of that, that process of bringing them back actually was pretty painful
14:35
because what they were paying in the cloud obviously was significantly greater than they thought. But when they brought it back on prem, the expectation was they would put it on legacy technology. And as a result of that leg legacy technology, ultimately, we were then in this pickle where we couldn't provide a quality of service that was superior prior to them going to the cloud.
14:58
So it created tech debt in this vicious circle. Um But I'll never forget that because some of these business units were billing $200,000 a month in Aws Services and when they got themselves into trouble they just pointed back to it to solve their problem and get them out of the mess, which we agreed to do.
15:17
Of course you did. Of course we did. Yeah. And, you know, just to, I think everybody touched upon this a little bit but to, to be crisp when we see this, it's, it's an artifact of maturity too. Right. The customers understand that the, the new of their application, especially the early adopters that have,
15:33
that have went into the cloud and it's cost certainly being, you know, paramount. But, you know, it could be, this, the application grew too much, right? And effectively, maybe it just doesn't make sense to leave it there anymore and vice versa, maybe there's, you know, native workloads that just absolutely should be deployed there first
15:50
and foremost. So, you know, those are the type of things that we've been seeing across the board. Um And like I said, I have a few other things on the screen there that you guys can see. Um, you know, in terms of security compliance, it's a couple of people touch up on performance. But, you know, the nuances when we think about, you know,
16:04
our next topic is, hold on. Oh, I'm sorry. Oh, someone has a comment just like, just like I forgot one question. So, um so one thing also like in repatriation is I want to think it's not always from on Prem to or from the cloud back to on Prem, but it's also repatriating from one cloud to another. Um, and I, I've seen this a lot with customers that obviously here,
16:25
we're in Azure in Aws and they're in one cloud and have to move to the other or they're looking to move to the cloud and want to make sure they're locked in. So they're like, well, today we're in Aws but they're kind of feeling people out right as they're becoming a retail company, they're becoming a health care company, a pharmaceutical company and a lot of these companies don't want to do there.
16:42
So if they're already locked in on Aws, they have a choice, right? Are we coming back on prem? Are we coming to the cloud or are we just gonna sit here? So it's, it's really a story of being able to kind of handle that and see again the right data at the right time at the right place. Yeah. No, thanks.
16:56
I mean, I I'll just add to that quickly. We had a customer panel, um a customer session yesterday with one of the largest global banks in the world. And he made a comment where he's like, yeah, of course, we're, we're looking into this and of course, we're doing our best to figure out where placement winds up. But, you know, an example he gave us was data
17:12
feeds coming into the firm that have not only increased in terms of the connectivity that's they're able to ingest these data feeds. And he gave the example of 10 to 40 to 100 gig. But as a result of that, it also increased the magnitude of data, right, as a result of, of what they're able to ingest. And that has just a and a factor he's like, listen, we are mature enough,
17:32
we understand enough, we have the automation, we have fewer solutions in place that allow us to, you know, mitigate the risk of doing anything different than we already do because I mean, they, they know how to run the numbers, right? And they determined that they're able to do that effectively, right? Because a lot of the solutions that we deployed
17:48
with them. So food for thought, hey, hey, Rob real quickly just to kind of put a double click on the story that Paul told a little bit. Um you know, cost finding shadow it through credit card transactions is generally one of the quickest ways to find it, right? Like, oh cost, where is this coming from?
18:05
Had a similar experience, but it wasn't cost that I actually found it and it was more related to security and compliance. What what happens when you, when you don't do a good job of creating a service for your users? And they say, hey, I'm gonna go to the cloud anyway, I'm gonna give my credit card to Aws and I'm gonna start transacting there.
18:21
Generally, they're not under the contract that your organization has and they lose out on intellectual property if it gets stolen. If they're a health care organization, they probably aren't operating under a business associates agreement at that point. And it creates a, a real risk to the organization, not just from, uh, I have a security event, but, um, I've been a part of an experience where there was serious
18:45
research, intellectual property that was lost because it wasn't covered under the same agreement as the rest of the organization. So, you know, it, it kind of for me, it, it just kind of comes back to the themes that we're talking about or not. Don't go to the cloud. The themes are create capabilities for your organization that support agility and mobility
19:02
and cost appropriateness. Because I think all of us in this room, if today is not your first day working in it, you'll probably know that a migration to a manage service provider or to a cloud can sometimes be cost parity to what you're doing in your own data center or even slightly cost more. But the value that you get out of it kind of
19:22
helps that, you know, decision process and making it the right choice for you. You know, just just one more point. I'm sorry. But it's a great conversation though because uh you know, to go further with that, you know, there are many scenarios in which there are outages which then cost an organization having to pay penalties to regulators or external regulatory
19:42
bodies. So you kind of look at it from a cost perspective, you know, what is the cost of not mitigating a very specific risk, right, or the penalty of perhaps what you may bear in the future, right? Great, great inside goes when we think about, you know, and that's a very great, you know, great segue for what we want to talk about next.
20:01
So, you know, the notion of transformation and the cloud operating model, right? And really the strategic direction that pure is going in and you know, not to take you through a uh a quick history of the last 30 years. But you know, when you think about the aspirations to get from where you guys are at to where you want to get to, you know, there there's an interesting kind of transitional
20:21
phase there, right? Going from, you know, for lack of a better term, you know, legacy type of mode, right? When we graduated in from bare metal to virtualization as an example now the containerization, but there's nuances of doing that and you'll see right, highlighted in green versus yellow. Um You know, there there are when you think about what do I get when I go through all of
20:42
this, you know, all of this um pain, if you will or perceived pain to get you to the place the firm needs to be at, well, you know, when you look at what you're doing, if you're modernizing those applications in parallel, which most of you probably are, you think about it? Well, what's the, the end state here? Well, obviously we talked about the hybrid of it, but we also talked about the fact that
21:04
someone had mentions, you know, skill sets, right? They're fundamentally changing as well. It's, it's no longer a, you know, click, what one do you want? It's more like, hey, what api are you using? And what is this application doing? And the nuances of what I expose in the service catalog?
21:19
That's a fundamentally different evolutionary conversation. So when we think about that and, and I think David uh you know, clicked upon this the most uh in his comment, one of the fears that we hear is when I've gone through the rigor of putting an application into the cloud and I decide for one reason or another, it makes sense to bring it back.
21:42
The question is what do I lose? Right. What I don't, I already went through that rigor, right? I wanna make sure that I, I am consistent in terms of what I'm providing to my customers. I don't lose something. And interestingly enough when we were talking about, you know, the cost part of it, when we were looking at how our customers were
22:00
evaluating, does it cost more to run here or there? They were basing it on what they left from right. And we would argue that, well, if you didn't leave from something that, you know, if you left from something that wasn't providing what your customers needing, meaning its customers, well, bringing it back is only gonna start another cycle of tech Deb
22:23
and it's not really setting up your success because you could argue if you're bringing it back, then you need to be able to make that the longevity fairly lengthy, right? In terms of, hey, this workload is growing, it deserves to be here. And when we think about, you know, in those terms, we would submit that,
22:40
well, we can redo those TCO models and we can take a look at what that looks like on a pure environment, right? From a variety of, of, of lenses. So question to the panel is, you know, I know you've all been in your, you know, respective view. Can you to share some examples regarding how some of these workloads that land on pure had a considerable, you know,
23:01
positive impact on the TCO, right? Just from the nature of being able to do that. Yeah, I mean, absolutely Rob, I'll, I'll jump in on this. I mean, it's cool. So now, I mean, um you know, I I have two views on this, right? So my in my former life coming from an MSP, really seeing the difference that pure made uh to all of our clients across like isvs,
23:21
banks, hedge funds, not only from a performance perspective, but the way we were able to serve data to people like that was just kind of mind blowing. Um And that wasn't even like a a cloud to on prem move, that was just pure, changing the stack to be more modern, right? So that, that was huge.
23:37
And then, you know, in our session yesterday with Greg, you know, Greg made a comment Greg from JP MC that, you know, reducing TCO is now viewed as the new alpha, right? So it's like just in itself cost saving is gene, it's like penny saved is penny earned, right? And there's a multitude of things behind that.
23:55
It's not just uh hey, it's less per gig, right? We're not talking about senses per gig anymore. We're talking about racks and racks in data centers and especially if you're talking about high frequency trading or ultra low latency trading. That rack space is super valuable. If you're in like a major data center like an NY five, that floor space is super valuable and also super expensive.
24:14
So you're talking about reducing rack space, reducing cage space and being able to repurpose that. It's not only about the TCO reduction, but it's also like the return on investment. What could you be putting in that cage instead? And what is that generating for the organization instead of generating cost? You're generating income. So it's, it's just,
24:32
it's wild. Yeah, certainly, obviously that's more impactful. The more scale you're at. Yeah. Absolutely. Rather large company. So, yeah. Yeah. And I think like a big part of that is when we think about TCO, it's at least in my space it kind of gets broken down into two areas.
24:46
Um, one of them is, I think everybody's favorite buzzword of fit ups. Um, how can we drive down costs? Right. And so when you look at the solutions is they're thinking is where are we going to repatriate that we can lower our costs? Um But another part of it is what we're really seeing an uptick is when I talk to our customers is around the, the true value. And that's like the total cost of ownership.
25:06
And that is, can I do things today that I'm doing with pure uh in the cloud? Because I don't wanna have to take it out. Is I had all these business processes that I was using on prime. I was snap showing my databases. I was refreshing them. I built disaster recovery when I shifted to Azure Aws, all those tools went away. I now had to buy other tools to meet those
25:24
which are then licensed and add up and don't do everything in the exact same way. And they're like, well, we really like that. So we're gonna come back on premises to do that. But when we kind of think about the tool sets, we can provide a lot of those enterprise features that can help. And I think it's, it's more of just the, the financial TCO, it's all of the operational training and things like I think Rob you
25:43
mentioned. Right. It's, everybody goes up and they're like, ok, we know VM Ware, we've covered VM Ware for 20 years. We've, we have like our Aws practitioner, I've covered it for six months and what happens when things truly go wrong? Right. You don't have that expertise in house that you really need in some cases, please make sure I actually answer your
26:03
question. I, I'll keep you honest. Thank you. Thank you. So, um around things getting better when they, when they, they land on pier. I mean, hopefully David, I was hoping he would tell a story because he was actually, I sold him like eight flash arrays like nine years ago.
26:19
Um I think his life got a lot better from that. Uh But uh but yeah, so, but when it comes to cloud native and port works, right? Like it's not so much about, I don't spend as much time talking about the hardware anymore and it's around how can we provide, you know, how can that customer get the scale that they need to keep their business doing what it, what it was supposed to do.
26:42
So, you know, there's a Telco out there, they, you know, they're taking orders for phones like, and if the market, if their, you know their market place or whatever they call it goes down when everyone's ordering the iphone 15, like that's, that's super bad, right? And because of the, the scale that they got
27:03
from the cloud native applications and port works is they, they were able to stay up. Right. The other example is, you know, Roblox who runs, you know, if anyone has kids, they play Roblox and they, my kids are probably messaging me right now asking for Rob Bucks. Um, but, you know, is, is that, you know, during COVID,
27:23
they got um a whole year's worth of new users in like two weeks and they basically came on a webinar with us and said, you know, we wouldn't have been able to scale to accept all these people, all these new users. And if we didn't have the abilities that came with board works, right? So those are some real world things that they
27:43
were doing, just be able to land on that and, and get the advantage for it. I had to read the question three times to be honest with you. OK? I just wanna make sure I got it. Um I touched on it a little bit before talking about uh health care payer who had a significant uh benefit by implementing some of our technology to help them with what they were
28:04
doing in Azure. Um I think that's an amazing accomplishment for them and for us. But I, I think what I kind of take away from the things that peer does in the market is we give you a single platform, you wanna run it in on prem in your data center? Great. You wanna work with one of our M sps who uses on the back end.
28:21
That's amazing. And if you want to implement CBS and, and kind of other stuff in, in one of the hyper scalar, that's great too. But I think it kind of attacks the skill set and the, and the people part of the problem. Because in all honesty, I remember having a conversation with one of our product managers who was like,
28:37
yeah, this, this array is uh really running in a hyper scalar. This one's sitting next to you on the floor and we had to implement something in the U I to let people know that this one was different from the other one. And so, you know, I think there's um there's a way to implement a strategy that helps you understand where this should end up.
28:56
But if you don't have the kind of secret sauce in the middle that we have, uh it makes it difficult for you to move one from one place to the other. And I think in my mind and kind of in my experience, the repatriation conversation comes from um I'm not getting what I want today in the place that I'm at. I need to go somewhere else. And Rob I think your point is most
29:18
organizations would say, well, I'm gonna go back to what I knew. Right. And whether that's equipment that they had, that was collecting dust because they moved off of it or they had to reacquire all of it again, to land it there. Um, I think in the model of working with pure, you have a different thought process because
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you're not going back to some old aged equipment or old way of doing things. If you wanna be back on pure in your own data center, it's gonna feel a lot like it was when you were running in an or when you were running with an MP. And so I feel like one of the benefits that we provide is that you don't always have to go back to the way that you did things before. And I think somebody else mentioned like
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repatriation isn't just a, a four letter word, right? Like you're not doing it because you made a mistake, you're doing it because you need to move that workload somewhere else. And so I feel like the net benefit that we bring in terms of the platform, the technology, the experience is that you don't actually get into this technical debt situation and it actually gives you a capability that you didn't
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have before where you can move things around. It's more said Mr Paul, you want comments or going for your next, I'm gonna put him on the hot seat. So now, I mean, when we think about that. And we think about, you know, all the nuances we understand. I mean,
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we get it, it's not easy, which is why we're trying to take that heavy lift as much as we can off of your shoulders. Right. And it's not just the technical side, it's obviously always the business, you know, the business side as well. And, you know, customers get used to understanding what their cost models or at least they would love to see, right, some visibility into some consistency in terms of
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how they're consuming these services, right? And uh Paul, uh please, I think this is your absolute domain to cover. Let's start with. So, so I, I love this slide. Um I created this slide because it's an example of the conversation that needs to happen at the right level within an organization, what I found as a customer.
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And then even now when I talk to our customers, no matter where they may be in the world is that sometimes there's a fundamental disconnect between the teams that are deciding on the architecture and who's responsible for operationalize it. And then ultimately, the procurement team that's responsible for actually determining the commercial terms and what we're trying to do it pure and what we set out four years ago was to
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bring those three pillars together like a tapestry in essence, because each, each pillar is equally as important. So in past experience where you didn't have the ability, you may have deployed an on demand as a service model. But without the architecture, you were inevitably going to be in a refresh cycle, for example,
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right. So when talking to our customers and again, through past experience, the architecture, the operational and the commercial, the commercial being, again, the subscription component, I think if you look at any uh or on premise uh uh private cloud, this triangle of public on Prem Colo, which is what we do with eg one.
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It's important that the operational, the operational model is is foundational deployed with considering architecture, how you operationalize it and those commercial terms, they all have to be equally connected. So I'm just gonna send it for a second because I I like to look at this slide. You guys please jump in but what we're doing at pure and many of the conversations that we're having and we sit down and we talk about the
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cloud operating model. We refer to this discussion framework, right? People process technology and commercials because all all four of those pillars are equally as important. So if you look at people and coverage, do you need people human rendered resources to provide coverage? And where are they or do you want machine
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rendered services and automating everything? Well, there's some, there's some, if you talk to people in financial services, for example, they'll tell you that you shouldn't automate everything. You automate those things after, after a three strike, which we can talk about at any time. But if you then go further and look at access to these environments,
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machine machines, having access or people having access and then you look at toing and monitoring. This is a conversation point, right? If you're not measuring it, you need to be measuring it. These are all the discussion points that you'd have when you're looking to build a operating model specifically. Again, based on the architecture based on how
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you operationalize it. And based on those commercial constructs, if those three things aren't highly integrated, then you're not going to be able to create the mobility of your data to move between that triangle seamlessly and create that synchronization. And we wish to call it. And when I talk to customers, we call it flip flop, right?
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You're essentially just moving wherever you need to move based on the requirements at the time, right? So guys, please, I'm, but I didn't want a thunder around the uh cloud operating model, but I, but I think it's honestly the easiest answer to your last question, Rob, right? Like you don't fall into this situation where
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you start flip flopping or figuring out like I'm going back to the old way of doing things if you select a technology partner who believes in and supports the cloud operating model, because at that point, you're getting the same basic principles. It's just where you're deploying it, right? Yeah, I I'll, I'll just inject um you know JO, right?
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We, we've talk biweekly if we tried to, right? And one of the things that we, we realized when we, in the notion of, hey, what do I have to give up? Well, maybe your developers or, you know, making use of the cloud, they're used to provisioning a database just from an API call, you know, and we wanted to replicate that, right?
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And, and, and in constructing P DS, right? And so, I mean, does everyone know what P Ds is when we say that really fast, right? So P DS is works data services, it's, and it's an abstraction to allow, I mean, it's kubernetes underneath, it's works underneath. But who here, I mean, I don't wanna be,
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I mean, I actually think is kind of fun but like I'm kind of different but like in general, the end user does not want to be creating YAML files and, you know, stuff like that to put into, to get a database, right? If they can make a one API call and get the service that they want, that's the purpose, right? It's a, it's, it's kind of taking away that
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complexity of kubernetes and allowing your end user to get what they want when they want it, right? And, and, and the target can really be anywhere, it can be in any of the clouds on prem any of those things. So, um but it's really about like letting them get what they want just based on a, you know, if you want a gooey, we have that, but like you can just do an API call and you
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have it and, and that's a perfect example of not disrupting workflows that they potentially are already familiar with because they were an early adopter or they've adopted those type of services in scalar. Right. They're, they're in familiar territory. So being able to, you know, standardize that and from our perspective and be able to give them something that they really don't have to struggle with,
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to figure out how to consume. They really already know how to, if they've come up using R DS because hey, you just click, click and you have a database, right? This, this allows them to do it in a, in a way where you can meter it, give it that o cloud operational model, run it on your,
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you know, your flavor of infrastructure. And I think that ties into like the right side, right? So we kind of talked about J and I, we're, we're very similar in the, the end user or the customer facing space. It's all about the access to tool, the orchestration and automation and the processes.
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It's being able to take things and doing it the exact same way. So I think that's really where there's a lot of value, do anything, anything else. But uh no, it's just that again, uh you, you have our permission to use this slide in any conversations you might have. I find it extremely useful to really describe what an operating model actually is.
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And all of those areas you need to be focusing on. Sometimes you kind of lose sight of these things. So it creates a more elegant conversation as you kind of move through it. Yeah. You know, again, I need to, to summarize really today's session. You know, we wanted to give you some really
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tangible insight into what we've been hearing because no doubt you've been hearing flavors of this yourselves and like we get it, it's, it's, it's AAA the amount of metrics that gets thrown at you to make this decision, it is considerable and the visibility as David mentions, right? And the ability to, you know, visualize this is something that we've been doing for years and years with pure one as an
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example, right? And being able to actually have a holistic view of what's going in the environment. And it was really a eye opener for a lot of our customers, right? When they were able to actually just get answers at a holistic fleet level as opposed to tactically going to each one and maybe, you know, generating something that wasn't organic in the environment.
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So I think that, you know, we, we wanted to keep this short and sweet for everyone if we wanted to just give you guys a good example where uh we can ask questions. Uh I just wanted to, you know, unless if anybody had any other comments. OK, I have one comment, I have one comment, you know, so, but because we have people up there and I think one of the most common things we see when it
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comes to this process, whether it's choosing where to the workloads go cloud repatriation, you know, whatever we want, want to label it as is that people part like there is a gap and there's a huge opportunity for everyone here to really fill that. Like there's, there's things out there to help you kind of get into that, learn it or we, you know, we can help you with it or our,
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our partners can help you with it. But that I think is like that knowledge of how to do that is, is really key like there's a, I mean, I can give you all the books on API S and, and sdks and all that stuff to do what we we need to do. But unless you have someone who can make that decision, right. TG BT is still not doing that. It's not tell me where to put my database yet.
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But you know that part, that knowledge of how to, how to do that and how to get the best out of that is something, you know, we're here to help you with, but we want to help you fill that gap because I think there's a huge opportunity for everyone in here to do that. Yeah. Yeah. I mean, we, we are absolutely, you know, we talk to customers, hundreds of them right on a weekly basis.
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And we understand the struggle, right. And that's why we started out with pointing that, you know, the state of the world today is, you know, guides the hand of how customers react and when you're struggling just to keep the lights on, right, you're not doing any innovation. And we understand that, you know, in times like this, it's kind of a uh a little bit of
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breathing room. Interestingly enough is what we saw the last time in the recession where it was like, yeah, we can take stock of this and we can realize that while we had very definitive things that we wanted to do in the next few years, we had to pivot and respond to the needs of the business. Well, we're in that we're in that state right now, right?
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So as you start to explore that in your own environments, that's what we're here to help you guys with, right. So, you know, just another, just another comment. Um And, and I would say in, in most of the conversations, I'm having the, the the number one topic is I don't want outages. How do you prevent outages?
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That's a number one conversation, right? Well, it goes all the way back to well, configuration drift, right? It goes back to standardization of the infrastructure and ultimately, then how you're acquiring it. Because many of the the executives I talked to you talk about there's all these aspirations to
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engineer a solution and put into play. But as soon as hard times hit that infrastructure, that solution starts to look like the Winchester Mansion within six months and that creates the technical debt and they start all over again. And that's what we've been talking about here. It's just this never ending thing, break the cycle and understand that how you actually consume technology guarantees,
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whether or not the solution actually is gonna be sustainable over time and ultimately reduce those types of uh those impacts to your business. Just another point. I mean, you more or less restated the founding principles of pure, right? We had non negotiable design criteria that were steadfastly adhered to and the results right? 14 plus years in the making is why we exist as
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to who we are. We didn't have tech debt. When you give engineers the ability to engineer something without restraint, you get wonderful things.
