 We're in Barcelona, Spain for HP Discover, our exclusive coverage, SiliconANGLE and Wikibon. This is theCUBE, our flagship program. We go out to the events, they extract a signal from the noise. I'm John Furrier, founder of SiliconANGLE. I'm joined by cohost Dave Vellante, co-founder of wikibon.org. We have Ramon Baez, CIO of HP Cloud Services. You are a CIO athlete. We call you a tech athlete. Welcome to theCUBE. Well, thank you, thank you very much. Glad to be here, guys. So, it's our first, my first time on theCUBE. Can you believe that? You're a natural, I can tell already. Too bad we only have 10 minutes. We need more time. Come back after the keynote. So, first question for you. What do you think was the show right now? What's going on? What do you think of the players on the field right now? I'm going to tell you. It is amazing here in Discover, in Barcelona. Or should I say Barcelona? Because it is incredible. The excitement here, just on what we've been doing with HP IT perspective and we've been doing this whole HP on HP. We've had all these CIOs coming to meet with me and my team. It's unbelievable. Just because of the things that we are doing at HP, they are excited about our products, our services, the software, you just talked to Colin, what we're doing with Vertica. Tim Campos from Facebook is here. He's going to be on stage in a few minutes. It's incredible. I think you just broke the news there. It's supposed to be a top secret. Okay, with Facebook's going to be on stage. Stay tuned, that's broken out there. Oh, so I got to ask you. Meg Whitman is on stage, big brouhaha about, hey, we are a big IT shop. HP, huge. And I remember back when the day, when I used to work at HP in the 80s and 90s, we were the largest, we had the most, biggest intranet at the time. It might still even be the biggest intranet. So it's huge. Correct. Explain to how people, how huge it is. I mean, just give some, like, factoids about how massive it is and how challenging it is and then what you guys did and are doing. Yeah, so the size of our HP infrastructure, as an example, we have over 455 email boxes. 455,000 email boxes. We have over 27,000 servers that we manage. We actually collect and store 400 petabytes daily of information. We have over 15,000 HPN nodes all over the globe. I mean, it's just massive. Now the neat thing about this, we have this all with just six data centers. So we have three zones with two data centers each, all here in the United States, because we're here in Spain. Used to be a lot more data centers, didn't it? There used to be 85, so there was this huge transformation to get it from 85 to six, and it's just amazing what's happened. You did a great job. You did a great job of that consolidation. We rationalized 7,000 applications down to 1,600, but that's all well and good. That's the old style of IT. The new style of IT is how do we use cloud, how do we use software as a service, platform as a service to really drive flexibility, speed, agility throughout the organization. That's what it's all about today. So talk about some of the things like Vertica. We were just talking to Colin, and you guys paid a very small price for that company. I mean, relative to what the value you're getting out of it. So just share with us some of the value extraction. You know, I'm talking about the price, but this is my commentary, but like the value out of Vertica for what the product is, I mean, as an example, and other examples of things that you've either automated away, roles that have gone away, or whether they've been extracted away, or automated away. Talk about some of the value that you've generated with some of the new tech. You know, the beauty of Vertica for us, it actually provides information. So let's take this. We build every third server on the planet. So every third server on the planet, Hewlett Packard makes. We have this phone home capability that actually sends a message to Hewlett Packard to say, I'm doing well, or I'm not doing well. We use Vertica to go through all that machine language. And now this is big data. Takes that information, and we're able to provide that information to our quality assurance organization, and we're not only able to save money as a result of the quality assurance, we improve customer satisfaction because we know when there's a problem before the problem occurs, we resolve the problem in the field, and then we fix it in the supply chain. Imagine that, and that's what Vertica does. That's just one thing. We also use Vertica to go out with telemetry data, take all that hundreds of millions of PCs, and provide quality information to our folks, so we're constantly making our PCs better going forward. It's just amazing. We had United Airlines on theCUBE yesterday, and I was up with the CFO with the GE CEO, Jeff M. Elton. All the telemetry data comes off the plane into databases. This is like never heard of before. And so are you guys leveraging that into the supply chain specifically? Are you guys seeing marked improvements? Do you have any numbers you can share? If you think about just what we do in the server area, the quality assurance, so every minute we save in the supply chains is millions and millions of dollars, right? I mean, tens of millions of dollars. So if we improve the quality, and we're able to get servers to our customers faster than our competition, number one, and improve the quality, that's phenomenal, not only from the top line, but also the bottom line. And that's what Vertica brings to the table for our supply chain. But you just talked to Colin a few moments ago. The value proposition is we like Vertica so much that we just announced earlier this week that we are going to start migrating from our existing EDW over to Vertica because it's that powerful of an engine. Your entire data warehouse. Our entire EDW. Right now it's about two petabytes of information. So Ramona, I wonder if we could talk about the role of the CIO. It's clearly evolved in the last decade toward a business role, particularly in large organizations. But you're the CIO of HP Cloud Services, so you're building out massive scale. So maybe you don't have to be a technical geek to do that, but you have to appeal and motivate technical geek. So I wonder if you could talk about the role of the CIO generally, and then specifically the role of the CIO inside of HP building massive scale cloud services. So first of all, I'm the global CIO, not just up front. I know, I understand. So I'm the CIO for the whole company, and I think our job as leaders when it comes to information technology, we have to get our organization excited. To me, my job, I feel like I got to be an inspirational leader even more than a technical giant. I got phenomenal technologists throughout the organization. My job is to lay out a strategy going forward, what we're going to do, how we're going to continue to reduce fixed cost in the environment, throw more into innovation, true innovation that makes our businesses better. Then my job is to be able to articulate and communicate with our business leaders exactly how we're going to make that happen. Where I think the role has changed in the last few years, we need to be much quicker. Speed is paramount, especially in our industry, and especially in turnaround. When we're going through the turnaround as quick as we are, and as large as we are, you know, over a hundred billion dollar type company of revenue, hundred billion dollars a year revenue, 300,000 employees, to move that big ship, to move the mindset, move the culture of the whole thought of how we do IT in the organization, it's my job to be able to show people the way. And my team, and my team, I have a phenomenal organization of leaders that are helping drive in this change. We call it the battleship, right? It moves slow, but it throws a huge wake. You're in the engine room, or nuclear facility powering the aircraft carrier, HP. I got to ask you, what's your winning formula? I mean, you know, for you personally, as you attack and operate at this level of speed and agility with this massive amount of resource, with this massive body of IT, it's pretty impressive going how you rationalize those apps down to that number, consolidate your data center, and what you guys are doing in cloud. What's your winning formula? You know, I think the winning formula is you look at the products and services that we are creating. How do we take advantage of that, and how is it going to make our businesses better? But I think number one is to make sure I have a great team. I have a phenomenal leadership team, number one. Number two, we work together to lay out what we can do in the organization, working with the businesses, then providing input so we can start shaping where this company is going forward from an IT perspective, and helping them become better businesses. So that connection with the business, that connection with the leaders, the functions, I think that's the big winning formula. But number three, how do you get over 8,000 people excited about this, right? You get out there, you communicate, communicate, and communicate. I got to ask kind of a personal question because I'm just curious. BY, I don't work at HB anymore, I was in years ago, but I was there for nine years. I know how you get issued all this equipment. What mobile phones do you let your employees have, and your BYOD, and how do you handle that? Yeah, so we have over 150,000 devices of BYOD connected, and we allow folks to use either Android devices, iOS devices, and we're fine with that. And it works, and it works actually very well. And we use Afaria for our MDM, and we use HP Anywhere to manage all the mobile apps that go to those devices. How about the help desk? A lot of people happy with the devices. How are you guys handling the service management side of the business? I think it's like service now doing extremely well. You're seeing more, you know, the service management being more platform-driven, less of legacy kind of model. Well, what's happening for us is, I mean, we don't have BYOD when it comes to our PCs. Our PCs are Hewlett Packard PCs, and we have over 450,000 of those deployed. And so we manage all that through our service desk, but we have a new product that we call Propel that we worked in conjunction with our enterprise services and our HP software business, and we're now just announcing a release on that. Well, we use that internal as well, and that has had a positive impact. In what areas? What have you, just some tidbits on that? Tidbits, when people call the help desk, we're able to categorize our services. We know exactly what they need at what time, and it's a better self-service tool going forward. When you have 300,000 people, we don't have a service desk that can handle all those people at once, so they've got to have true self-service. I know you've got to go to the keynote because we're on time here, but I want you to look out in the landscape here, and you've got all your toys to play with here at HP. Pick a few that you like. I mean, which ones are your favorites? Right now, the big disruptor for me is Moonshot. The Moonshot server, along with three-par storage, it is going to be phenomenal for us. Let me tell you what it's going to do for us, and I'll leave. But for us. No, you can stay as long as you want. Okay, for me, I'm so excited about Moonshot and three-par. What it's going to do for us is we're going to be able to take cloud system automation, put that on top of that platform as a service. We're now going to have an internal private cloud that we are going to do app modernization, and we're going to change out our databases, make all of our apps mobile-first and adaptive to smartphones, tablets, PCs. And we're going to reduce the footprint of our data centers, and our data centers aren't going to grow, and we're going to have more computing power per square foot, and that is going to drive a significant transformation with our company. Okay, how many developers do you guys have? Ballpark. So, true developers, we have about, in IT, right? Yeah, in IT, yeah. Yeah, in IT, roughly 3,000. 3,000 to 4,000 developers. It's an army. They're great. They're all over the world. All right, final question. Put a bumper sticker on the car leaving Barcelona from HP Discover. What's it say? What does it say in the bumper sticker? This was an amazing year for Hewlett Packard. We are in the year that we're going to accelerate, accelerate and drive performance. It is such a change from Frankfurt of last year to Barcelona. It's the tale of two discoverers is what we call it. Tale of two discoverers, awesome. That's a great bumper sticker. Thank you, Dave. We'll be right back with theCUBE. We're here live in Barcelona, exclusive HP coverage. SiliconANGLE, Wikibon, John Furrier with Dave Vellante, right back with our next guest. And the keynote coming up at two o'clock live here on HP Discover on SiliconANGLE.tv. Stay with us for the keynote. There's a big surprise at the end, a big company. I think you mentioned Facebook. We just released it, but that's good. No one will know. Don't tell anyone. Don't tell anybody. How many people are watching? Only 600. Okay, don't tweet that. Thank you so much. Okay, we'll be right back. Thank you so much. Thank you.