Speaker 1: And thanks again for having Cloud Health be a part of today and give an overview as far as where we fit into the market and what we've been seeing as a result of these times in the last year or change. So again, my name is Graham Cartwright. I'm one of the sales engineers at Cloud Health by VMware. Just a quick agenda or overview as far as the focus of what we're going to be covering today is around the health care IT landscape, who we are, Cloud Health as a company by VMware since we've been acquired, as far as a cloud management, some of the challenges that some of our customers face or that we've seen in the industry today, and then cloud management and maturity framework that a lot of our customers have either already adopted, continue to adopt, or plan to as they continue that journey into the cloud, and then some of the best practices that we've seen as well as a use case to tie things together from a health care standpoint. So as far as the pandemic being a real thing that everyone, for the most part, has been impacted by, really one of the main things that we've seen across the board is extreme volatility across multiple companies, either cloud spends on a month-to-month basis. There's a lot of pressure to adapt, whether that means communicating or attending what was live and in-person meetings, trade shows, things like that that's now shifted to more of a virtual event, like we're available and we're on today, which also attributes to the need to adapt as far as what services you're using and whether those are in the cloud or focusing on a compute or serverless architecture. And so then as a result of that, we've really seen an increase in that serverless architecture, more of a migration and rethinking of a strategy to a containerized environment, which in turn does decrease in compute workloads. And so that migration to the newer mentality or adopting to what's needed. So as far as some numbers just down below that you can take a look at, we have seen a little bit of a dip, about 10% or just south of that in compute spends. But as a result, we've seen a rise of about 32% in change in database, as well as an increase of about 34% in containers and nearly 75% of a rise in serverless architectures. So we do have a link, and Ron will be able to share this out to everyone that we encourage you to take a look at if you want to dig into that a little bit further. But those are some of the things just across the board that we're seeing as a result of the pandemic and how it's changed healthcare. As far as cloud health, who we are as a company and why VMware for healthcare, a little bit of a background about us is that we've been around for nine, 10 years or so in change and about two years ago, we were acquired by VMware, which has been one of the moguls in the industry for about 20 years or so. So right after their 20th birthday, they acquired CloudHealth as a cloud management solution. And so really, I mean, not to read right off the slide, but we're there to enable greater business and service continuity at scale across the healthcare operations. So being able to leverage public and hybrid cloud to rapidly adapt capabilities and services, accounting for any kind of spikes in employee demand, support new care delivery sites, virtual care models, as just a way of working with agile and uninterrupted access to health systems and data across cloud, mobile and edge environments. As far as a little bit of a higher level overview of what we've managed from a multi-cloud standpoint, we've got over 10,000 customers spread across multi-cloud management, spending somewhere roughly around 11 billion plus on an annual basis. Of that, you can see some of the cloud providers from a public cloud standpoint that we work with down across the bottom. You have AWS, Azure, GCP or Google, Oracle or OCI, and then of course the VMware Cloud Foundation. As far as the makeup of that, a lot of these companies, almost 50% at this point, utilize at least one public cloud that they're managing. If you look at the next one, we have 52% are managing two or more public clouds and or hybrid clouds. So that's actually increased, broader than just that unique cloud or the one cloud approach. And then you do have the 9% makeup that are looking at three or more public clouds or hybrid clouds, but that number is still increasing. Every year, we do participate in these angel beats. So something to keep in mind. As far as the cloud health, multi-cloud management vision, we look at some of the different users that come to the table when they're entertaining the concept of cloud health. Typically, we're seeing folks from a financial management standpoint, operational or looking to handle governance, and then those who are interested in the security and compliance aspect of it. You'll see this in a slide or so when I cover the maturity model as well. But being able to tackle all aspects of the platform, whether it be our perspective capabilities, policies, and automated action, integrating to your data layer, and then what that's tying back to across the public clouds, whether it be information as a service, containers, or platform as a service. Really, we're out there to help you simplify all these from a financial management standpoint, to operational, as well as security and compliance. So I'll dive into that a little bit in a sec as well. So from a maturity management framework, we do have an assessment that I encourage you to take at the end, and I'll share the link for that as well. But really, it can depend how long a company has been relevant within the cloud, utilizing it, or where they want to be and currently are, or where they sit. So by looking at this, it doesn't necessarily define that you're an immature company if you're down in the bottom left corner. It's just where you are in your current journey as far as cloud management. So we typically find customers starting to look at the three topics or concept, as I mentioned on the last slide, financial management, operations, and security and compliance in no particular order, and then initially looking at components of visibility. So whether that be reporting, dashboards, any kind of insight into their cloud accounts, or maybe across multiple clouds that they're not getting today. Optimization, being able to identify areas of whether it's operational savings, if we're not utilizing resources to their fullest, or if there's ways to go about procuring and purchasing things at a discount that'll then in turn save the company some money. Governance and automation, being able to put either policies, reports, alerts, anything in play that either has automation baked into it to be able to put different guardrails and controls across your cloud environments to make sure you're working towards maybe a cloud center of excellence model that you've developed. And then business integrations, tying it back to other products, KPIs that you may have that the team needs to achieve, being able to uncover and identify some of those areas that we can close the gaps on. When we take a look and we think about visibility, this is an example of one of the reports that we can put together. You'll see across the top that we have a couple of toggles that we can manipulate. As far as this particular example, towards the right, you see category set to project. This is an example of one of our perspectives that we can leverage based off of a company's tagging strategy or naming structure to then take it to the next level and be able to highlight and identify by segmenting out what those different groups are. So instead of looking at it based on the AWS resource tags or how their native tools and services are typically built out, we can now use business terms to kind of tie that back to attribute what's being spent in what areas or across what categories. So in this case, we're looking at a cost-related. We can also look into usage or performance-related reports. This'll help us whether your customer is utilizing or trying to focus on a chargeback or showback model. And then kind of working towards that, establishing a culture of accountability. Who's spending what and why? And then figuring out where to go moving forward. From an operational standpoint, I mentioned areas of spend that you can help to reduce or focus on, whether it's, in this case, you can see operational efficiencies under that immediate monthly savings. We've got unused EBS volumes, which a lot of times go unforgotten or, excuse me, go forgotten and individuals forget about as opposed to being able to manage that. We can put a policy in the background in place to make sure that that doesn't happen again, or we can at least identify it if you don't have visibility into that today. Through automation, we can help to terminate those particular EBS volumes and then save some money there. I don't have a particular visual of this one, but as far as rightsizing, looking at underutilized or over-provisioned EC2 instances, or if you're in Azure, VMs, GCP, compute, and then exchanges. When it comes to either convertibles or if you're working with reservations, and we even support savings plans now today to help determine what the best purchasing plan would be moving forward to help you save by committing to some sort of usage or discount. When we think about governance and policies, this is an example of one to monitor and make sure that costs aren't increasing based on a particular account's billing statement or across all accounts. When you want that to run, what you want the focus to be, and then you'll then set conditions such as what the cost increase looks like, and if the threshold is met, so in this case, greater than 20% across a seven-day period, then we want some sort of action to take place. In this example of the screenshot here, we're showing being able to just trigger off or send an email to our sandbox user, whoever would be the recipients at the end of that email. However, we could implement actions to either delete something or notify the team or create a snapshot, so certain levels of actions or alerts, depending on how you typically go about governing, again, to work towards that CCOE or Cloud Center of Excellence strategy. And then the last one, business integrations, being able to tie in and ensure that those metrics from a cloud standpoint are aligned to business KPIs, integrating with different business systems and accounting for security, as well as other tools that you're trying to align to, whether that's different solutions out there or different integrations that we hook into, ultimately hoping to align to that Cloud Center of Excellence. So again, some examples of folks that might get involved and start asking these sorts of questions or making these comments, this is where we can come in and tie everyone together in one unified platform. So in closing, more or less, to cover an example of a great example of a healthcare customer, happens to be by the name of Change Healthcare. So a little bit of a background, this company is utilizing all three of those clouds that we have there listed for AWS, GCP, and Azure. So again, in that third or fourth slide that I showed, they only make up a 9% of what we typically see in the market today of utilizing three or more clouds, but our use case, or this use case in particular, helped to solve some of their challenges. So just what the company does, essentially they improve patient care through software analytics, network solutions, and technology enabled services. They serve 5,500 hospitals with 2,200 payer connections. And really when the conversation began, they needed a platform to help effectively manage their new cloud environment and accelerate their cloud journey. So as a result of implementing CloudHealth, they were able to reserve instances using our management suite there, which helped them save hundreds of thousands of dollars per year. As far as their cloud center of excellence and being able to follow any sort of security policies, we're able to hook into the center of internet security through the policy that we've developed and created, which allow them to remain compliant, or at least give them the exact level of control or visibility that they needed into their systems from a security standpoint. And then, you know, tying everything together, you know, that level of support that they were willing to work with us on, they needed timely responses. And so our support team was able to engage with them whenever to ensure that they were able to be successful and meet their requirements and needs. So just to tie things off over on the right hand side, we have a quote from Brent Strong, the manager of cloud engineering and operations over at Change Healthcare. And it's simply put, anytime we have questions, CloudHealth support has been seamless and the team has been very responsive, which I think speaks to a lot of the service that we're willing to put forth for a lot of our customers and making sure that they are successful and it's not just a plug and play platform. So that's really all I had to bring to the table today. As far as that cloud maturity assessment model or, you know, test that you can take, you can visit cloudhealthtech.com and you should be able to access it. Shouldn't take you more than five minutes just to understand where you might fit from a cloud maturity standpoint. And just understanding, you know, where CloudHealth might be able to fit in your environment today. So thank you.