 Okay, we're back inside theCUBE. I'm John Furrier, the founder of SiliconANGLE.com, SiliconANGLE.tv, and I'm joined by my co-host, Dave Vellante, and we have Jeremy Burton, the CMO of EMC, who's put on this great event, 14,000 plus people. Yeah, 20,000 plus. Welcome back to theCUBE. Thank you. Dave, we had this week over 120 guests, 32 hours of programming over the week, two terabytes of footage, five hosts, 10 C-level executives on theCUBE. We got a lot of disks to store here, so, well, theCUBE's been great, and we started, Jeremy, as you might recall, in 2010 in Boston, the first time we had you on, and you had just joined the company, and you told us at the time, yeah, we're going to make some changes. I'm big on messaging, and go big or go home, kind of thing, and you kind of lived up to your words. Congratulations on the progress that you've made in the last couple years. Go big screen or go home. Yeah, that was quite the screen. You going to take that back with you? I mean, if you don't have a 400 foot screen, I mean, you're not really in the game anymore. Was that a record? Well, I've been working, the company that helps us put on the show, I've been working with InVision Communications for probably, I mean, north of 15 years, and they've never done anything close. So, I don't know whether it's some kind of a record, but let's claim a record until someone comes up with a. Record breakers, make a launch too. It's just a lot of flair, it's really good to see because people are excited, but outside of all the flair and all the, you know, the circumstance around the events, the messaging is great. And we were very complimentary as we always have been, but this year I love how you're expanding on, cloud meets big data, keeping it simple, you're expanding the IT message under cloud, and big data on business under big data. So, everyone loves it. And so, people are really recognizing EMC as a big data company. And the work that we do out in the field and the pharma verticals or healthcare, they're learning what to do with big data. They're like, they don't even know yet what to make of it yet as they try to figure it out. So, EMC is a big data company. Well, I think big data, I've always believed and still believe it's really where cloud was three years ago. So, there's going to be a lot of confusion. I think folks like you guys can provide commentary to help clarify what it is and what it is not. And over the next year, 18 months, I think there'll be more technology brought to market, there'll be more ideas, and then I think the mist will start to clear. And clearly, when the mist starts to clear and starts to be big money involved, that's when we need EMC to really be recognized as the leader. So, I think right now, everybody's grappling for a position and we want to be part of that, but the goal is to continue to be a leader when things shake down and then we're in a position to make this a big business. So, give me some stats. And I want to ask you what the basic stats are here for EMC World. And I want to ask you more of a strategic question around packaging of the products and how that's evolving, and how the messaging sits as an umbrella over what's going on internally and how you're going to shape the next vision. So, give us the basic stats here at EMC World. Yeah, basic stats, we totally about 15,000 people. I always kind of split this into people we've compped in partners and sponsors and employees versus people who actually paid good money to come. And so, people who paid good money to come was right around 9,000, which when you think last year, that's up from 7,200, pretty meaningful jump there. But overall show about 15,000 people. Exhibit Hall is packed, about 130 sponsors in there. We have about 3,000 partners, or 3,000 people from partners here this week. So, there's a really kind of partner centric community that we've got on the Exhibit Hall floor. We have over 100 press, we have over 100 analysts. So, really anyone who is anyone in the EMC ecosystem, I think has learned to know that this is the kind of religious gathering that you've got to be here. The financial analysts are here as well. So, a little bit of everything. Data science summit, too. Data science summit is kicking off a little bit later today. CIO event. C-S-F, I forgot. How day? Partner conference. Partner conference, yeah, we did that Sunday. So, yeah, we've really turned EMC World into a kind of a geek, from a geek party to really a gathering for the EMC ecosystem, still with the technologists at the center, which I think is fundamentally important. Yeah, and we've had 130,000 views of our content just in two days, we're hoping to get over 150,000 for the three days. Great. Today, so. Yeah, well, and one of the goals we had was to make this the most social EMC World ever. And part of that was in the build-up, and I think attendance has been good because we got going in the social sphere early. But if I look at now the Twitter traffic, and I mean, the great thing about Twitter is you get immediate feedback on whether you're hitting the mark or not. And I'm pleased to say, at least, I mean, I follow religiously on Hootsuite, just as I'm sure you guys do, what's going on, and by and large, an overwhelmingly positive sentiment. And that's kind of the acid test these days, because when people don't like something, man, it's on Twitter in a heartbeat. I have to ask you though, so a couple years ago, or take the cloud big data, that was your first imprint on the big messaging. And at the time, it was like, okay, that's good messaging, but now it's translated into actual product, and it's got momentum. So how do you translate strategy into messaging or messaging into strategy, and how involved are you in that? Yeah, I mean, it's funny, the industry analysts that I mentioned earlier, I was with them last night, and they asked a very, very similar question. And I think as you grow as a company, you can get trapped into this, only selling the things that are on the bus, so to speak, and positioning the company for kind of what you have today, because that's what customers are buying. And I think, behaving like a leader, you've got to be able to see where the market is going, spend money ahead of time, positioning the company for where the market is going, so that when it gets there, you're established as a name and a leader and a player, and then it's about sales execution to get the revenue associated with that opportunity. So really, we have felt for a couple of years that this big data thing was going to be huge. The Green Plum acquisition really gives the impetus to do it and the credibility to tell the story. I think as much as your marketing is one thing, but without substance, a product marketing, I don't know what the line is, but good marketing kills bad products very quickly. And so we had enough substance there, I think, to hang the message off. And then Pat, as from a product standpoint, been a very big believer in big data as an opportunity. And so over time, I think we've assembled a pretty high quality product strategy to back up that message. And the two go hand in hand. One without the other is nowhere near as successful. Right, yeah. I mean, that's the way I want to get down to a strategic question because it's almost like it's like a relay race. You got to wait for your teammates to catch up. You got out with a messaging, nice umbrella, a nice arc of a story. Now everyone's kind of lifting up. What's next? So we have a couple of things that we've been covering. Obviously from the beginning, the Green Plum. Green Plum kind of sideways a little bit here and there becomes big data, they buy Pivotal. Really, really a monumental movement for Green Plum. Takes them out from this appliance, weird positioning to really a relevant position of big data, compatible to do developer-focused, centric-focused in San Francisco. That was cool. You got the Flash thing going on, Extreme I.O., in memory, all this stuff's happening. How are you going to morph the messaging? What's your view on, okay, you got Flash going on, you got the whole DevOps Pivotal thing going on? Well, I think what we've got to do, and I think what people are ready for is, big data's this umbrella term, and I think we've got to try and stratify for people. Look, these are the key use cases for big data. I mean, yesterday in Area 51, we showed the big, fast data with the SATAS technology, which is now a part of VMware. That is one specific category of application. There will be many others, too, and I think we've identified three or four different use cases, and I think we've now got to go to the customer base and say, we've got this technology, we've got this umbrella message, this is how you apply this technology to this specific area to deliver value to the people inside your organization, and I feel like the next wave of big data over the next 12 to 18 months, that this is, for me, part of the misclearing a bit. It's this kind of big term that everyone's jumping on, but to continue to be a leader, you need to do a little bit more than have the signposts. You've got to tell people, look, these are the use cases, this is the technology, this is how you apply the technology to the use cases, sometimes with the services, Pivotal Labs, to deliver something of value for your stakeholders in the business. So one of the things, we were on the big stage up there with Maggie Burke, which was fun to kind of sit up there and do the warm-up band for Joe Tucci on EMC TV. She asked about some of the things going on in Silicon Valley, and I kind of made a prediction. I said, based on where Jeremy's messaging is going, I think the next pillar will be real-time. Do you see real-time, because all the stuff that we're seeing is it's cloud and big data, and then the value proposition on top of big data and cloud is led this movement to real-time business. You guys do a direct media campaign with your own TV, we have the Q analytics dashboard, is that on your radar? Real-time, it's one of those, it's kind of a loaded term, because- You're having fun with that. Yeah, well, for a marketing standpoint, it's one of these dreamy things, you want everything to be in real-time if you're in marketing, right? And the shopping demo that we did yesterday, I mean, there's no point in having a big data analytics demo if your text arrives, you know, five minutes too late by the time you've left the store, that would not be good, and so I think real-time is going to be a factor, I think from a marketing standpoint, it's probably got more mojo than some of the other segments or less attractive segments of big data, and there's going to be a number of technologies involved in that as well. I think, say to us as one, I mean, VMware's got a great set of technologies around Gemfire, you know, low-latency transactions, and so I think one of the trends that you will see is probably EMC doing more things with VMware in the realm of big data. I mean, they're coming at the market from a utilization of server hardware into cloud operating system, but they've really got a platform that you can build applications on top. One class of applications will be big data applications. We've got Green Plum, we've got Hadoop, we've got Pivotal, they've got Seitas, they've got Gemfire. I think those together, we've got to start to look at and tell a combined story because we have a lot of mutual customers. Yeah, because a year ago, you know, you look at VMware, really didn't have a big data strategy, really weren't talking about it, but now those pieces that you just mentioned, Maritz talks about going deeper into business transformation beyond just the consolidation and that's what it's going to take and then the Seitas acquisition and then you can start to see the pieces come together. Yeah, I mean, VMware have got three clear layers to their strategy. They've got the vSphere Core, which is really the cloud operating system. They've got the access through, you know, VDI and the Horizon project that he talked about, but that middle tier, the application platform, I mean, things like Cloud Foundry, but then, you know, Gemfire, Seitas, Green Plum, Hadoop, I mean, and I think Pivot will be in the, you know, almost kind of key enabler of building the applications. We got to start to look at that as a solution that we can bring to bear on these use cases. So, and you've, you know, obviously worked at some software companies, you understand the leverage you get out of developers, and clearly that's something that VMware's focused on. Do you see EMC increasingly focused on that community? I think we should probably let, you know, VMware take the lead on it. I'm a big believer in kind of, guess the term of English, Horses for Courses, right? Yeah, sure. RSA does a pretty good job with security guys. They've got a good brand. We've invested in the RSA brand. RSA Conference, if you like, is the embodiment of that. VMware have got really the virtualization software on up kind of crowd, although developers somewhat new for them as well. And then EMC, I think we do a very good job kind of to administrators and infrastructure. And so I think we've got to pick which kind of arrow in our quiver we want to fire at the given target. And if it's developers leading with, you know, maybe a combination of VMware and Green Plum is probably the right call. And Pivotal is the right course for Pivotal, is Green Plum. Yeah, and Pivotal, they're a very small company, but with a high degree of influence because of the great work that they've done. And I think that's key when you're going after developers, it's about community, it's about influence, it's about great technology, it's about word of voice in the social sphere. And they've got a lot of that, you know, going on and we've got to leverage that and not try too much to be overbearing from a, you know, big daddy EMC perspective. We've got to let them get- Yeah, it's a big cultural thing. Yeah, exactly, careful of it. So talk about the acquisitions now. You've got a lot more acquisitions coming into the company. Does it reach your desk and doesn't really affect your positioning? I mean, you've got to manage budgets and everything, but operationally, it's nothing really shifting for you. Now there's a natural tension and I think one of the unique things about EMC is we tend to buy these smallish, not totally starters, but smallish companies and then we use our cash to accelerate their growth plan. So I could pick on data domain or Isilon or Green Plum or VMware. I mean, there's a lot of companies that we bought, Avamar, Archer. What's small under a net worth of $400 million? Well, yeah, all of these guys, I think the biggest one in terms of revenue that we've acquired was either data domain at Isilon, like $150, $170 million. I think data domain was pretty high too. Yeah, but it's up to $200 million. So data domain, way north of a billion a day. And so what we've tried to do is say, these guys have got a proven value proposition. We can use our cash to accelerate their growth plans. Because we empower them to run as a unit, you create this tension because they want to go out and tell a backup message to everyone and the security guys want to go tell a security message to everyone. And so at times I play referee of, like kind of who's on top. But I have to say the progress we've made in the last few years, that is generally fairly well-natured. And when folks come to conferences like this and they see the outcome, they realize like, all right, maybe the fight was a little bit ugly, but at least we did the fight in the back at the office instead of on the show floor. Yeah, I mean, Dave and I always talk about EMC, how they transform and with Pat here, we can't help but go to the Intel, the Intel wind-tail monopoly with Microsoft and Intel back in the day, but with EMC and VMware. And the open ecosystems evolving. EMC is really becoming an enabler, moving from the housing storage. So how do you look at things like the VC firm? I mean, the VC arm of EMC has changed. You have new leadership that's from Intel. Talk about if it'll have a lot going on. There's a massive startup scene evolving around IT right now with consumerization of IT, which we've talked about many times here in theCUBE. So there's this real excitement around IT right now. And enterprise is different business now than it was 10 years ago. A lot more investment, a lot more blurring of the lines between ops and dev and enterprise and home and bring your own phone to work. So all this disruption is excitement, a lot of investment. You want to promote that? I mean, you've got a lot going on. I mean, I think part of what we were trying to do yesterday with Area 51 and what we'll continue to do today with things like Chadsworld is show the kind of raw technology and the raw innovation that exists inside the company. Some of the things that I showed yesterday, they've been products for a year. Like NetWitness, this almost minority report style examination of everything that's going on the network. That's a real product that you can buy, yet I'd be willing to bet 95% of people at the conference had no idea that it was even part of EMC. And- We have Scott McNeely on later today by the way too. I do, that'll always be unrehearsed, I'm sure. But yeah, I mean. Once popular, now he's on theCUBE. So we get into places like, I hope he doesn't give you the line, it's my career now. I used to be rich and famous and now I'm doing this. I know, he's on theCUBE. But yeah, we get access to the startup world by kind of keeping the startup mojo of things like Green Plum and Epivital. I think when we started VCE, there was a lot of head scratching. Why the heck EMC starting a company to do infrastructure? Isn't that what they do? But I think we've proven that it was a, not just the right call, but I'd argue it was a stroke of genius because we empowered an organization to build a converged product. And that thing's gone from nothing to almost a billion dollar run rate in less than 18 months, which is just staggering. We think the numbers are going to come back and change higher. We think the feedback we're hearing from customers and especially at SAP last week was huge feedback. Customers love it, I mean. Yeah, the SAP, I want to ask you about that before I do. So the, we had Capellis on yesterday as well and you know, you clearly, you talked about VCE and you're right, out of the chute and Capellis even said, probably made some mistakes, the Acadia thing, services. But you got a three year lead on IBM who just came in and validated the entire concept. Well, you know what happens as well? Startups make mistakes all the time, right? But the only people who see those mistakes are VCs. And then, you know, if the mistake's really bad, you know, the CEO gets whacked and the new one comes in and the VC's the bad cop. And the thing is you're under such a spotlight at a big company. And this is why a lot of big companies don't bother because it's such a spotlight. You get pressure from outside, you get pressure from inside. And a lot of these things just crumble into their own ways because the mothership in their desire to help crushes the small organization within the big company. And so I think splitting this thing out and you know, Joe kind of given them some space to run. And by the same token, John Chambers on the Cisco side, I think they've let this thing make mistakes and now developing as something that is a real force to be reckoned with. So I want to ask you about S&P because that seems to be the partnership that is a shining light right now. And it's not just an enemy of the enemy. But maybe that's how it started. I don't know. The enemy of my enemy is my friend. But it's evolved to more than that. We had Jonathan Becker on last week. And he's been on a couple times. He said he called you. You guys had a conversation. Yeah, yeah. So Jonathan, good guys. You know, you guys, I mean, we really have a lot of respect for what you've done. And I think it's a perfect match. I mean, S&P, it's all suits. A lot of C level executives at the event. They don't compete with you in infrastructure unlike Oracle now. And so sort of an interesting dynamic there. A lot of possibilities for that. There is. You know, it's very interesting how this as tech has converged and there's I think Joe calls it a game of chess going on. How do the partnerships then develop? I mean, we've always had this belief that you need friends. Like you never met a single customer that wants to buy everything from one person. So you need friends. I think Cisco clearly a friend. And then in VCE, if you like, is the embodiment of our friendship. And then going to someone like SAP, a lot of that guys, they don't care so much about infrastructure. But if we can go to the SAP guys and say, look, less complexity, total cost is lower, that strikes a big card with the SAP crowd because historically, that's one of the things that they've struggled with. And I think, you know, the V block can eliminate a lot of the friction in the infrastructure. So it's a natural partnership. We don't compete. And, you know, you take that then that, you know, the HANA push, it needs persistent storage. It's an in-memory database, but you need to persist everything that's in there. Again, it's a natural play for storage. Even though their CEO really doesn't understand that. I'm kidding. So we don't know. So I actually had a chance to meet with a HOSO Platinum at the briefing, the little networking, you know, communication session. I had, it's also Bill McDermott and Schnabe. And get your opinion on this because Jonathan Becker was kind of in our camp as well. So I said to him, I said, guys, you have a really strong big data story. They got HANA, they have in-memory, they have mobile, they're showing analytics. I mean, they actually got product that's really delivering that, not just a software company, but that value that they're actually presenting value. And so I asked Schnabe directly, I said, why aren't you going big data? I mean, I said, EMC's out marketing you, like left and right, because it's so clean. You have big data right here. He says, big data is hype. Bill McDermott kind of wasn't following it. And Jonathan Becker is saying, hey, we think we do have the best big data story. So how do you talk to those guys to say, you know, it's interesting though. You know what's interesting though is SAP, that audience has business applications. You know, so the head of marketing, the head of human resources, the head of finance. And I think they're very adept at talking business value to business executives, whereas we're more of a scrappy technology company. And so big data is kind of a big tech trend that will be applied to the head of human resources and the head of finance. And so I feel like their natural motion is to talk business value to business people, whereas our natural motion is to follow the tech trend, which is why I think we're on it a little bit earlier. By the way, I think they will absolutely get there. They're all of a cloud right now, just a little bit later. And I think they'll get to big data as well. Oral by Zareeva, just the counter success factors just yesterday as you saw that. I think I have a different take on it. When we interviewed you in the first year, I think just being humble, Dave and I were talking about, who's this Jeremy Bird, you know, Veritas, oh, we aggressive, aggressive marketer. Risks have rewards, right? And you kind of been a risk taker in your career. Not heavy duty risk, but bold moves. I tried to, you know, get rewards. I think going to cloud means big data was a bold move. I'm sure you feel that way. So I don't think SAP is that bold. They're conservative. Yeah, more conservative. But I think that's a reflection of the people who they market to and sell to. You know, your head of finance is typically not a reckless risk-taking guy. And you don't want him to be. Yeah, yeah. But I think Jonathan's can have an impact there. I mean, he's a forward-looking guy. And I think, you know, he'll have an impact without a shadow of a doubt. So what's your next bold move? I mean, you take good calculated bold chances and the payoffs are high. What's your next bold move? You know, I'm excited about where big data's going. As you said, real-time analytics, there's a lot of road ahead of it there. I'm excited with the work that we're doing with Cisco and Converged Infrastructure. I think that is going to get, you know, bigger and bigger. I'm a big believer in, you know, if you want to know what's next in enterprise, look at what's going on in consumer. There's a little acquisition we made in the IIG team called Simplicity, which I think is a sleeper. I mean, that is a very small acquisition, but I think we can do great things with it. And, you know, there's a lot of big data, apparently something ridiculous, like two-thirds of all the objects on Amazon S3 come from Dropbox, public sync and share. And when we talk to CIOs, when we talk to IT folks, they're like, hey, we want Dropbox, but for the enterprise. They don't want some startup managing, you know, some of their precious assets. And, you know, maybe the combination of what the RSA guys have got and what we've got with Simplicity plus a bit of knowledge around governance could be a killer application. I'd love to see what we can do with that. That's one for the future. And then we got Flash coming down the line. I mean, we're not done with Flash yet. Yeah, I thought Pat Gelsinger, we're going to talk to Pat about data, but I was talking to some folks who do a lot of cloud sizing, and they said that if the data pace keeps growing, Amazon's model will break because you can't just move data around. The IO involved within Amazon is interesting. It's like, okay, that for startups, it was once you go to Amazon for this, but now in the big data space, having big data sit there, actually it's non-economical. It's about the mass and viscosity of data, as I'm sure Pat will tell you. Yeah, we're going to talk about it. Okay, Jeremy, thanks for coming on. We really appreciate your hospitality. Jeremy Burton, rising star in the marketing ranks in the industry. Great job here at EMC. We'll be right back with our next guest, Pat Gelsinger. Right after this break.